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Extreme programming

Extreme programming (XP) is perhaps the best known and most widely used of the agile methods.The name was coined by Beck (2000) because the approach was developed by pushing recognized good practice, such as iterative development, to ‘extreme’ levels. For example, in XP, several new versions of a system may be developed by different programmers, integrated and tested in a day.

In extreme programming, requirements are expressed as scenarios, which are implemented directly as a series of tasks. Programmers work in pairs and develop tests for each task before writing the code. All tests must be successfully executed when new code is integrated into the system. There is a short time gap between releases of the system.

Extreme programming involves a number of practices:

Incremental planning:
Requirements are recorded on Story Cards and the Stories to be included in a release are determined by the time available and their relative priority. The developers break these Stories into development
Small releases
The minimal useful set of functionality that provides business value is developed first. Releases of the system are frequent and incrementally add functionality to the first release.
Simple design
Enough design is carried out to meet the current requirements and no more.
Test-first development
An automated unit test framework is used to write tests for a new piece of functionality before that functionality itself is implemented.
All developers are expected to re-factor the code continuously as soon as possible code improvements are found. This keeps the code simple and maintainable.
Pair programming
Developers work in pairs, checking each other’s work and providing the support to always do a good job.
Collective ownership
As soon as the work on a task is complete, it is integrated into the whole system. After any such integration, all the unit tests in the system must pass.
Continuous integration
As soon as the work on a task is complete, it is integrated into the whole system.After any such integration, all the unit tests in the system must pass.
Sustainable pace
Large amounts of overtime are not considered acceptable as the net effect is often to reduce code quality and medium term productivity
On-site customer
A representative of the end-user of the system (the Customer) should be available full time for the use of the XP team. In an extreme programming process, the customer is a member of the development team and is responsible for bringing system requirements to the team for implementation.
Sometimes, during the planning game, questions that cannot be easily answered come to light and additional work is required to explore possible solutions. The team may carry out some prototyping or trial development to understand the problem and solution. In XP terms, this is a ‘spike’, an increment where no programming is done. There may also be ‘spikes’ to design the system architecture or to develop system documentation.

A general problem with incremental development is that it tends to degrade the software structure, so changes to the software become harder and harder to implement.

Extreme programming tackles this problem by suggesting that the software should be constantly refactored. This means that the programming team look for possible improvements to the software and implement them immediately.

In practice 

Sometimes development pressure means that refactoring is delayed because the time is devoted to the implementation of new functionality. Some new features and changes cannot readily be accommodated by code-level refactoring and require the architecture of the system to be modified.

In practice, many companies that have adopted XP do not use all of the extreme programming practices.They pick and choose according to their local ways of working.

Agile project management

The principal responsibility of software project managers is to manage the project so that the software is delivered on time and within the planned budget for the project. They supervise the work of software engineers and monitor how well the software development is progressing.

A plan-based approach really requires a manager to have a stable view of everything that has to be developed and the development processes. However, it does not work well with agile methods where the requirements are developed incrementally; where the software is delivered in short, rapid increments; and where changes to the requirements and the software are the norm.

Like every other professional software development process, agile development has to be managed so that the best use is made of the time and resources available to the team. This requires a different approach to project management, which is adapted to incremental development and the particular strengths of agile methods.

Scrum approach

The Scrum approach  is a general agile method but its focus is on managing iterative development rather than specific technical approaches to agile software engineering

There are three phases in Scrum. 

The first is an outline planning phase where you establish the general objectives for the project and design the software architecture
This is followed by a series of sprint cycles, where each cycle develops an increment of the system.
Finally, the project closure phase wraps up the project, completes required documentation such as system help frames and user manuals, and assesses the lessons learned from the project.
The innovative feature of Scrum is its central phase, namely the sprint cycles. A Scrum sprint is a planning unit in which the work to be done is assessed, features are selected for development, and the software is implemented. At the end of a sprint, the completed functionality is delivered to stakeholders.

Key characteristics of this process are :

1. Sprints are fixed length, normally 2–4 weeks. They correspond to the development of a release of the system in XP. 
2. The starting point for planning is the product backlog, which is the list of work to be done on the project. During the assessment phase of the sprint, this is reviewed, and priorities and risks are assigned. The customer is closely involved in this process and can introduce new requirements or tasks at the beginning of each sprint. 
3. The selection phase involves all of the project team who work with the customer to select the features and functionality to be developed during the sprint. 
4. Once these are agreed, the team organizes themselves to develop the software. Short daily meetings involving all team members are held to review progress and if necessary, reprioritize work. During this stage the team is isolated from the customer and the organization, with all communications channels through the so-called ‘Scrum master’. The role of the Scrum master is to protect the development team from external distractions. The way in which the work is done depends on the problem and the team. Unlike XP, Scrum does not make specific suggestions on how to write requirements, test-first development, etc. However, these XP practices can be used if the team thinks they are appropriate.
5. At the end of the sprint, the work done is reviewed and presented to stakeholders. The next sprint cycle then begins.

Scaling agile methods

Agile methods were developed for use by small programming teams who could work together in the same room and communicate informally. Agile methods have therefore been mostly used for the development of small and medium-sized systems.Of course, the need for faster delivery of software, which is more suited to customer needs, also applies to larger systems.

I believe that scaling agile methods depend on organizing more than anything else:

1.For large systems development, it is not possible to focus only on the code of the system. You need to do more up-front design and system documentation. The software architecture has to be designed and there has to be documentation produced to describe critical aspects of the system, such as database schemas, the work breakdown across teams, etc. 
2. Cross-team communication mechanisms have to be designed and used. This should involve regular phone and video conferences between team members and frequent, short electronic meetings where teams update each other on progress. A range of communication channels such as e-mail, instant messaging, wikis, and social networking systems should be provided to facilitate communications. 
3. Continuous integration, where the whole system is built every time any developer checks in a change, is practically impossible when several separate programs have to be integrated to create the system. However, it is essential to maintain frequent system builds and regular releases of the system. This may mean that new configuration management tools that support multi-team software development have to be introduced.
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