By Matt Stephens
[Reviewed by way of XPSD member Sunitha Dangeti]
Having practiced XP, I rather like chapters during this booklet, one on XP in a nuthouse that's an exceptional learn for somebody who's new to XP to get a brief figuring out of the XP thought and the subsequent one is the bankruptcy on XP refactored during which the authors indicate strong beneficial properties of XP in addition to their very own top practices further and ideas that can make XP better.
This publication is an severe view of utmost programming. The authors have criticized virtually each point of utmost programming. Any developer taking into consideration following the technique will be discouraged to take action in the event that they came upon this ebook first.
They take a really inflexible stand on refactoring, picturing as though XP programmers are in a continuing refactoring frenzy for no stable cause. loss of preliminary layout has been mentioned as being chargeable for lot of transform. unencumber early, unlock frequently notion has been proven to extend the developer's obstacle of even if it is going to combine into the process and fulfill the entire checks or not.
They indicate that XP isn't scalable and is barely appropriate for small initiatives. notwithstanding lots of the XP initiatives are small, i do know the above assertion isn't fullyyt real as I heard successful tale of a giant undertaking which used to be migrating and had a strict creation closing date to satisfy which it did.
The authors picked examples from cases the place the coders didn't look after occasions. for instance, they touch upon unit exams announcing that unit exams are stand by myself in XP and infrequently left databases soiled. The developer in that example won't have had roll again statements within the attempt that's why the database used to be left soiled and for this reason it isn't a flaw with XP method yet a flaw with how it used to be implemented.
By the top of the e-book, the authors refactor XP and delineate the professionals and cons of every XP part during which they point out the subsequent points:
* Pair programming shouldn't be consistent or essential
* Programmers may still layout
* Programmers should still write their very own assessments
* rather than non-stop layout, we must always keep on with widespread layout
* forty hr weeks aren't possible as occasionally builders need to paintings additional time to satisfy points in time
* Coding, trying out, listening and designing of XP are worthy salvaging
* Iterations will be one month lengthy
* try first layout may still supplement the layout yet are not force it
* Use a mix of necessities and use instances rather than person tales
* undertaking pace could be measured by way of formal specifications accomplished consistent with generation instead of person tales in step with new release
Overall, i assumed it used to be a reasonably solid notwithstanding fast learn for me
Read or Download Extreme Programming Refactored: The Case Against XP PDF
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Additional info for Extreme Programming Refactored: The Case Against XP
Each snake, or XP rule, can be made safe only by daisy-chaining it to the next snake, and so on: SOLUTION No detailed written requirements means the project leaps underway without any formalized requirements (just some user stories handwritten on small cards) and without a particularly solid idea of where it’s going to end up. This is a likely scenario because XP is aimed at “risky projects with dynamic requirements” [8 ](for instance, converting legacy payroll systems to be Y2K compliant). Due to XP’s promises, such a project will likely go ahead, whereas in reality land, the brakes should be slammed on and the project examined to find out how its risks can be reduced before any real expense is committed.
Then some sheepish explanations began to appear, some of which contradicted each other (our favorite came from Chet Hendrickson, claiming that C3 was just a research project—more on this later). extreme-programming) and the C2 Wiki (see Figure 2-8), because in some places XP was Chapter 2: Where Did XP Come From? (Chrysler Knows It Ain’t Easy . ) 43 44 Chapter 2: Where Did XP Come From? (Chrysler Knows It Ain’t Easy . ” Figure 2-8: It wasn't quite like the 90% done syndrome. In a discussion that took place on the OTUG forum, XP author Robert C.
The explanation from Kent Beck is as follows: “Near as I can tell the fundamental problem was that the GoldOwner and GoalDonor weren’t the same. The customer feeding stories to the team didn’t care about the same things as the managers evaluating the team’s performance. This is bad, and we know it’s bad, but it was masked early because we happened to have a customer who was precisely aligned with the IT managers. The new customers who came on wanted tweaks to the existing system more than they wanted to turn off the next mainframe payroll system.