Feature driven development is also considered an older methodology. As the name says, this process focuses on frequently implementing client-valued features.
The process is adaptive, improving based on new data and results that are collected regularly to help software developers identify and react to errors.
This kind of focused agile methodology can work for some teams that want a highly structured approach and clear deliverables while still leaving some freedom for iteration. Lean software development comes from the principles of lean manufacturing. At its core, lean development strives to improve efficiency by eliminating waste. The five lean principles provide a workflow that teams use to identify waste and refine processes.
Lean is also a guiding mindset that can help people work more efficiently, productively, and effectively. The philosophies and principles of lean can be applied to agile and other software development methodologies. Lean development provides a clear application for scaling agile practices across large or growing organizations. Scrum is a system regularly used by software development teams. Like many software development methodologies, Scrum is agile, focusing on a value-driven approach.
The Scrum process is based on empiricism, which is the theory that knowledge comes from hands-on experience and observable facts.
One Scrum takes place over a preset amount of time called a sprint. Usually, the time frame is between two to four weeks and the Scrum is at the beginning of the sprint. The goal of each sprint is to yield an imperfect but progressing version of a product to bring to stakeholders so that feedback can be integrated right away into the next sprint.
The members of your team need to respect each other in order to communicate with each other, provide and accept feedback that honors your relationship, and to work together to identify simple designs and solutions. The core of XP is the interconnected set of software development practices listed below. While it is possible to do these practices in isolation, many teams have found some practices reinforce the others and should be done in conjunction to fully eliminate the risks you often face in software development.
The XP Practices have changed a bit since they were initially introduced. The original twelve practices are listed below. Below are the descriptions of the practices as described in the second edition of Extreme Programming Explained Embrace Change. These descriptions include refinements based on experiences of many who practice extreme programming and reflect a more practical set of practices. Since communication is one of the five values of XP, and most people agree that face to face conversation is the best form of communication, have your team sit together in the same space without barriers to communication, such as cubicle walls.
A cross functional group of people with the necessary roles for a product form a single team. This means people with a need as well as all the people who play some part in satisfying that need all work together on a daily basis to accomplish a specific outcome. Set up your team space to facilitate face to face communication, allow people to have some privacy when they need it, and make the work of the team transparent to each other and to interested parties outside the team.
Utilize Information Radiators to actively communicate up-to-date information. You are most effective at software development and all knowledge work when you are focused and free from distractions.
Energized work means taking steps to make sure you are able physically and mentally to get into a focused state. This means do not overwork yourself or let others overwork you. It also means stay healthy, and show respect to your teammates to keep them healthy. Pair Programming means all production software is developed by two people sitting at the same machine. The idea behind this practice is that two brains and four eyes are better than one brain and two eyes.
You effectively get a continuous code review and quicker response to nagging problems that may stop one person dead in their tracks. Teams that have used pair programming have found that it improves quality and does not actually take twice as long because they are able to work through problems quicker and they stay more focused on the task at hand, thereby creating less code to accomplish the same thing.
Describe what the product should do in terms meaningful to customers and users. These stories are intended to be short descriptions of things users want to be able to do with the product that can be used for planning and serve as reminders for more detailed conversations when the team gets around to realizing that particular story.
The Weekly Cycle is synonymous to an iteration. In the case of XP, the team meets on the first day of the week to reflect on progress to date, the customer picks the stories they would like delivered in that week, and the team determines how they will approach those stories.
The goal by the end of the week is to have running tested features that realize the selected stories. The intent behind the time boxed delivery period is to produce something to show to the customer for feedback. The Quarterly Cycle is synonymous to a release. The purpose is to keep the detailed work of each weekly cycle in context of the overall project. The customer lays out the overall plan for the team in terms of features desired within a particular quarter, which provides the team with a view of the forest while they are in the trees, and it also helps the customer to work with other stakeholders who may need some idea of when features will be available.
Remember when planning a quarterly cycle the information about any particular story is at a relatively high level, the order of story delivery within a Quarterly Cycle can change and the stories included in the Quarterly Cycle may change.
If you are able to revisit the plan on a weekly basis following each weekly cycle, you can keep everyone informed as soon as those changes become apparent to keep surprises to a minimum. The idea behind slack in XP terms is to add some low priority tasks or stories in your weekly and quarterly cycles that can be dropped if the team gets behind on more important tasks or stories.
Put another way, account for the inherent variability in estimates to make sure you leave yourself a good chance of meeting your forecasts. The goal with the Ten-Minute Build is to automatically build the whole system and run all of the tests in ten minutes.
The founders of XP suggested a 10 minute time frame because if a team has a build that takes longer than that, it is less likely to be run on a frequent basis, thus introducing longer time between errors. This practice encourages your team to automate your build process so that you are more likely to do it on a regular basis and to use that automated build process to run all of your tests.
This practice supports the practice of Continuous Integration and is supported by the practice of Test First Development. Continuous Integration is a practice where code changes are immediately tested when they are added to a larger code base.
The benefit of this practice is you can catch and fix integration issues sooner. Most teams dread the code integration step because of the inherent discovery of conflicts and issues that result. The reasoning behind that approach is that if you experience problems every time you integrate code, and it takes a while to find where the problems are, perhaps you should integrate more often so that if there are problems, they are much easier to find because there are fewer changes incorporated into the build.
The practice of Test-First Programming follows the path of:. As with Continuous Integration, Test-First Programming reduces the feedback cycle for developers to identify and resolve issues, thereby decreasing the number of bugs that get introduced into production. The practice of Incremental Design suggests that you do a little bit of work up front to understand the proper breadth-wise perspective of the system design, and then dive into the details of a particular aspect of that design when you deliver specific features.
This approach reduces the cost of changes and allows you to make design decisions when necessary based on the most current information available. The practice of Refactoring was originally listed among the 12 core, but was incorporated into the practice of Incremental Design.
Refactoring is an excellent practice to use to keep the design simple, and one of the most recommended uses of refactoring is to remove duplication of processes. Although Extreme Programming specifies particular practices for your team to follow, it does not really establish specific roles for the people on your team. Depending on which source you read, there is either no guidance, or there is a description of how roles typically found in more traditional projects behave on Extreme Programming projects.
Here are four most common roles associated with Extreme Programming:. The Customer role is responsible for making all of the business decisions regarding the project including:. The XP Customer is expected to be actively engaged on the project and ideally becomes part of the team. The XP Customer is assumed to be a single person, however experience has shown that one person cannot adequately provide all of the business related information about a project.
Your team needs to make sure that you get a complete picture of the business perspective, but have some means of dealing with conflicts in that information so that you can get clear direction. Because XP does not have much need for role definition, everyone on the team with the exception of the customer and a couple of secondary roles listed below is labeled a developer.
Developers are responsible for realizing the stories identified by the Customer. Because different projects require a different mix of skills, and because the XP method relies on a cross functional team providing the appropriate mix of skills, the creators of XP felt no need for further role definition. Some teams may have a tracker as part of their team. This is often one of the developers who spends part of their time each week filling this extra role. The main purpose of this role is to keep track of relevant metrics that the team feels necessary to track their progress and to identify areas for improvement.
Key metrics that your team may track include velocity, reasons for changes to velocity, amount of overtime worked, and passing and failing tests. Associate Product Manager. What to Upload to SlideShare. A few thoughts on work life-balance. Is vc still a thing final. The GaryVee Content Model. Mammalian Brain Chemistry Explains Everything. Related Books Free with a 30 day trial from Scribd. Uncommon Carriers John McPhee. The Art of War Sun Tsu.
Related Audiobooks Free with a 30 day trial from Scribd. Elizabeth Howell. So you do not need to waste the time on rewritings.
Alexandr Bryk , Creative Noor at Creative Noor. David A. Pam Pam. Sha Ni. Chih-Jen Huang. Aqsa Alam. However, focus on the model and not on the development that is crucial will not yield the expected results. Coding, which is the heart of development is not given enough emphasis. Developers, who are responsible for the production, are usually not in constant communication with the customers.
Coding is viewed as a translation of design and the effective implementation in code is hardly ever looped back into the design. Schedule overruns of the earlier stages of development are compensated by overlooking the test requirements to ensure timely deliveries. Testers are made responsible and accountable for the product quality though they were not involved during the entire course of development. Extreme Programming builds on these activities and coding.
It is the detailed not the only design activity with multiple tight feedback loops through effective implementation, testing and refactoring continuously. XP is a lightweight, efficient, low-risk, flexible, predictable, scientific, and fun way to develop a software. Extreme Programming is one of the Agile software development methodologies. It provides values and principles to guide the team behavior.
0コメント