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You're reading from The Agile Developer's Handbook Get more value from your software development: get the best out of the Agile methodology

Product type Paperback

Published in Feb 2018

Publisher Packt

ISBN-13 9781787280205

Length 398 pages

Edition 1st Edition

Concepts

Agile

Author (1):

Paul Flewelling

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Table of Contents (21) Chapters

Title Page

Packt Upsell

Contributors

Preface

1. The Software Industry and the Agile Manifesto

2. Agile Software Delivery Methods and How They Fit the Manifesto FREE CHAPTER

3. Introducing Scrum to your Software Team

4. Gathering Agile User Requirements

5. Bootstrap Teams with Liftoffs

6. Metrics that will Help your Software Team Deliver

7. Software Technical Practices are the Foundation of Incremental Software Delivery

8. Tightening Feedback Loops in the Software Development Life Cycle

9. Seeking Value – How to Deliver Better Software Sooner

10. Using Product Roadmaps to Guide Software Delivery

11. Improving Our Team Dynamics to Increase Our Agility

12. Baking Quality into Our Software Delivery

13. The Ultimate Software Team Member

14. Moving Beyond Isolated Agile Teams

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Index

XP - Extreme Programming

Extreme Programming (XP) is the second most popular framework, used by roughly 10% of Agile teams. XP stands out as one of the few Agile frameworks that prescribe technical practices.

Background

The following timeline shows a brief history of Extreme Programming (XP):

The 1990s was the beginning of another paradigm shift for the software industry as Object-Oriented Programming began to replace Structured Programming. As a way to explore how they would use this new approach, the Chrysler motor company decided to build their payroll system in Smalltalk, an OO programming language.

Initially invited to performance-tune the system because of his knowledge of Smalltalk, Kent Beck was asked to lead their software team in 1996. In Kent's potted history of XP, he says that, before joining Chrysler, he had asked teams to do things he thought were important, such as testing and reviews. This time, at Chrysler, he felt there was a lot more at stake, so Kent asked the team to turn...