12. A typical XP Project
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13. A typical XP Project
Project 1 year
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14. A typical XP Project
Project 1 year
Releases 3 months
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15. A typical XP Project
Project 1 year
Releases 3 months
Iterations 2 weeks
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16. A typical XP Project
Project 1 year
Releases 3 months
Iterations 2 weeks
Days 1 day
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17. A typical XP Project
Project 1 year
Releases 3 months
Iterations 2 weeks
Days 1 day
Tasks 2 hrs
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18. A typical XP Project
Project 1 year
Releases 3 months
Iterations 2 weeks
Days 1 day
Tasks 2 hrs
Test-Code-Refactor Cycles 15 min
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20. Stories are fundamental unit of activity
Initial Story List
As a ____, I
want to be able
to ____ so that
____
Might have an initial
estimate (perhaps for
both analysis and
development), and an
expression of technical
and business
confidence that this is
real and achievable
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21. Stories are fundamental unit of activity
Initial Story List
Release planning
As a ____, I
want to be able
to ____ so that
____
Might have an initial
estimate (perhaps for
both analysis and
development), and an
expression of technical
and business
confidence that this is
real and achievable
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22. Stories are fundamental unit of activity
Initial Story List Release Story List
Release planning
As a ____, I As a ____, I
want to be able want to be able
to ____ so that to ____ so that
____ ____
I will know this is
Might have an initial done when
estimate (perhaps for _______
both analysis and
development), and an
expression of technical More detailed
and business estimate, and a
confidence that this is specific acceptance
real and achievable test – low confidence
stories might be
“spiked” or prototyped
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23. Stories are fundamental unit of activity
Initial Story List Release Story List
Release planning Iteration planning
As a ____, I As a ____, I
want to be able want to be able
to ____ so that to ____ so that
____ ____
I will know this is
Might have an initial done when
estimate (perhaps for _______
both analysis and
development), and an
expression of technical More detailed
and business estimate, and a
confidence that this is specific acceptance
real and achievable test – low confidence
stories might be
“spiked” or prototyped
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24. Stories are fundamental unit of activity
Initial Story List Release Story List Iteration Story List
Release planning Iteration planning
As a ____, I As a ____, I As a ____, I
want to be able want to be able want to be able
to ____ so that to ____ so that to ____ so that Possible
____ ____ ____ automation of
the acceptance
I will know this is I will know this is test
Might have an initial done when done when
estimate (perhaps for _______ _______
both analysis and Development
development), and an team breaks
To do this I
expression of technical More detailed out the detail
must:
and business estimate, and a of work needed
1) _____
confidence that this is specific acceptance to pass test
2) _____
real and achievable test – low confidence
stories might be
“spiked” or prototyped
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26. XP Practices
Planning
Game
Small
Releases
Stories
Planning
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27. XP Practices
Designing
Simple
Design
Refactoring
Metaphor
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28. XP Practices
Coding
Onsite
Pair Continuous Customer
Programming Integration
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29. XP Practices
Test First
Testing
Acceptance
Tests
Automation
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30. XP Practices
Informative Collective
Workspace Ownership Coding
Standards
Sustainable
Pace
Team
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31. XP Practices
Planning Informative Collective
Game Workspace Ownership Coding
Standards
Small
Releases
Sustainable
Pace
Stories
XP Test First
Incremental Practices
Design Acceptance
Tests
Refactoring
Automation
Onsite
Metaphor
Pair Continuous Customer
Programming Integration
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32. XP - Concluding Thoughts
Very good at accommodating change
Has really strong Engineering practices
Greatly improves Quality
Eliminates a lot of waste from the process
Very heavy focus on KISS and YAGNI
Automation is the key
Brings back the power into the developer’s hand
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34. Controlled Chaos
Scrum emphasizes on project management
De-emphasis command-and-control management approach
There is a strong emphasis on monitoring (features delivered) and
adjusting according to the results
The aim is to find a balance between allowing the business to change
their mind and the development team to be able to get work done on a
stable scope
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35. Scrum Values
Commitment. Be willing to commit to a goal. Scrum provides
people all the authority they need to meet their commitments
Focus. Do your job. Focus all of your efforts and skills on doing the
work that you have committed to doing. Don’t worry about anything
else
Openness. Scrum keeps everything about a project visible to
everyone
Respect. Individuals are shaped by their background and their
experience. It is important to respect the different people who
comprise a team.
Courage. Have the courage to commit, to act, to be open and to
expect respect
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36. Scrum in a Nutshell
Courtesy of Ken Schwaber
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