Definition Extreme Programming XP is an agile software development framework that aims to produce higher quality software, and higher quality of life for the development team. Values The five values of XP are communication, simplicity, feedback, courage, and respect and are described in more detail below.
Communication Software development is inherently a team sport that relies on communication to transfer knowledge from one team member to everyone else on the team. Feedback Through constant feedback about their previous efforts, teams can identify areas for improvement and revise their practices.
Respect 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. Practices The core of XP is the interconnected set of software development practices listed below.
Sit Together 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. Whole Team A cross functional group of people with the necessary roles for a product form a single team.
Informative Workspace 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. Energized Work You are most effective at software development and all knowledge work when you are focused and free from distractions.
Pair Programming Pair Programming means all production software is developed by two people sitting at the same machine. Stories Describe what the product should do in terms meaningful to customers and users. Weekly Cycle The Weekly Cycle is synonymous to an iteration. Quarterly Cycle The Quarterly Cycle is synonymous to a release. Slack 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.
Ten-Minute Build The goal with the Ten-Minute Build is to automatically build the whole system and run all of the tests in ten minutes. Continuous Integration Continuous Integration is a practice where code changes are immediately tested when they are added to a larger code base. Incremental Design 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.
Roles Although Extreme Programming specifies particular practices for your team to follow, it does not really establish specific roles for the people on your team. Here are four most common roles associated with Extreme Programming: The Customer The Customer role is responsible for making all of the business decisions regarding the project including: What should the system do What features are included and what do they accomplish? How do we know when the system is done what are our acceptance criteria?
How much do we have to spend what is the available funding, what is the business case? What should we do next in what order do we deliver these features? The Developer 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.
The Tracker Some teams may have a tracker as part of their team. The Coach If your team is just getting started applying XP, you may find it helpful to include a Coach on your team. Lifecycle To describe XP in terms of a lifecycle it is probably most appropriate to revisit the concept of the Weekly Cycle and Quarterly Cycle.
Further Reading Extreme Programming: A gentle introduction. Agile Alliance Resources. Help Us Keep Definitions Updated. Let us know if we need to revise this Glossary Term. We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. However you may visit Cookie Settings to provide a controlled consent.
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This cookie is set by doubleclick. This cookie is used by AddThis as a unique user ID that recognises the user on returning visits. Many people including myself consider XP to be the primary catalyst that got attention to agile methods, and superior to Scrum as a base for starting out in agile development.
Kent developed XP over the course of his consulting to Smalltalk projects in the late 80s and early 90s. The full set of practices that came to be known as XP were first used together in the C3 project where I worked with Kent and learned about it. The name "Extreme Programming" came later as the approach was described, first informally on the WikiWikiWeb and then later in a series of books.
It was in this environment that Kent Beck created extreme programming XP , an agile project management methodology that supports frequent releases in short development cycles to improve software quality and allow developers to respond to changing customer requirements. In an interview with Informit , Kent explains:. The second time there was a lot more on the line. I … asked the team to crank up all the knobs to 10 on the things I thought were essential and leave out everything else.
If you and your team need to quickly release and respond to customer requests, take a look at the values and rules of extreme programming—it could be a perfect fit. XP is more than just a series of steps to manage projects—it follows a set of values that will help your team work faster and collaborate more effectively. Teams accomplish what has been asked for and nothing more. XP breaks down each step of a major process into smaller, achievable goals for team members to accomplish.
Teams work together on every part of the project, from gathering requirements to implementing code, and participate in daily standup meetings to keep all team members updated. Any concerns or problems are addressed immediately. In XP, teams adapt their process to the project and customer needs, not the other way around. The team should demonstrate their software early and often so they can gather feedback from the customer and make the necessary changes. Each person on the team, regardless of hierarchy, is respected for their contributions.
The team respects the opinions of the customers and vice versa. Team members adapt to changes as they arise and take responsibility for their work. From planning to testing the software, follow these basic steps for each iteration. This stage is where the UX magic happens.
Rather than a lengthy requirements document, the customer writes user stories, which define the functionality the customer would like to see, along with the business value and priority of each of those features. With Lucidchart, customers can create a basic flowchart and easily record and share the desired functionality. From there, the team creates a release schedule and divides the project into iterations one to three weeks long.
Project managers might want to create a timeline or a simplified Gantt chart to share the schedule with the team. At this stage, the project manager will set the team up to succeed in this methodology. Everyone needs to work collaboratively and effectively communicate to avoid any slipups.
This stage involves:.
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