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The Agile approach Extreme Programming (XP) Implementing XP into a software project Introducing HCI design into agile software development Summary

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The Agile approach

Extreme Programming (XP)

Implementing XP into a software project

Introducing HCI design into agile software

development

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75% of the enterprise software products are considered to be a failure – there are not in use or do not fit customer’s requirements

Software errors cost US economy $59.5 billion annually (In Q2 of 2003 – investments of $200 billion in software development)

It is a common practice to hire inexperienced young programmers at minimum rates as testers, while taking too much time to resolve defects is considered wasteful and is not rewarded

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"

-Individuals and interactions

over processes and tools

Working software

over comprehensive documentation

Customer collaboration

over contract negotiation

Responding to change

over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.

(5)

-Adaptive

Crystal

DSDM

Extreme Programming

FDD

Lean Development

Scrum

All acknowledge

that the main issue

of software

development is

(6)

.

/0

,

1

Extreme Programming emerged by software practitioners

Differences from traditional methodologies

Emphasis on people

vs.

development activities & schedule

XP specifies how to behave; still leaves freedom

12 practices

4 values: feedback, simplicity, communication, courage

The meaning of ‘Extreme’

Beck, K. (2000). Extreme Programming explained, Addison Wesley.

45

-6. ' . '

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.

2,1

Survey:

31 XP/Agile-methods early adopter projects

14 firms

Findings:

Cost reduction:

5-7% on average

Time to market compression:

25-50% reduction

1 +" &2332)" 9 :6 ;/

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Stand-up meeting

The development environment

Pair programming

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2,

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:2,

, 6

XP encourages changes in the organizational

culture:

Cooperation (

vs.

knowledge-is-power)

Simplicity (

vs.

habit-of-increase-complexity)

Change in work habits

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"

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Strategic decision (Oct 2003)

Reduce the time from user requirement to software response

Reduce overspec

Increase suitability of product to need

Increase responsibility & professionalism

The support of leadership

Preparation (2004)

Learning and experience workshop

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-Qualitative

(questions for example)

How do teammates conceive the change?

What process characteristics can and should be measured?

In which frequency should each metrics be measured?

Quantitative

(questions for example)

What is the work progress?

What is the status of the project resources?

What is the quality of the product?

How continuous is the integration?

Dubinsky Y., Hazzan O., Talby D., and Keren A. (2006). System Analysis and Design in a Large-Scale Software Project: The Case of Transition to Agile Development, The 8th

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&

-0 200 400 600 800 1000 1200 1400 1600 1800 End of 1st Iteration End of 2nd Iteration End of 3rd Iteration End of 4th Iteration N u m b er o f T es t P oi n ts

Successful Test Points Failed Test Points

Test Steps that did not run

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& -

; 3

0 100 200 300 400 500 600 700 Account Bank Mortgage Warning Marketing Financing C om po ne nt N am e

Number of Test Points

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3

4

0 50 100 150 200 250 300 350 400 450 0 1 2 3 4 5 6 7 8 Week Number D ay s

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3

4

-

; .

<= >

0 10 20 30 40 50 60 70 Account Bank Mortgage Marketing Financing Development (Overhead) S of tw ar e C om po ne nt s Days

Remaining Work Remaining Resources

0 5 10 15 20 25 30 35 Account Bank Mortgage Marketing Financing Development (Overhead) S o ftw ar e C om po ne nt s Days

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Experienced participants emphasized

The real

feedback

they get every two weeks

The

fixed dates

of delivery

The ease of combining inexperienced people

The

awareness of problems

almost when occur

Younger participants were satisfied

From the

direct communication

with the customer

From the process itself

Most developers wrote the word "

people

" answering what

they liked most

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The Catalogue Browsing Project

Implementing a new access paradigm

Speech based interface

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"&') %

+ #

%

3 3

I prefer interfaces that do not include speech

3 3

I expect to use more speech interfaces in the future

2 4

Speech interfaces are annoying

1 4

1 Speech interfaces are fun

4 2

I feel uncomfortable with speech interfaces

1 1

2 1

Speech interfaces are slow

2 3

1 I use speech interface when I can

5 1

I have experience with speech interfaces

1 3

1 1

I like interfaces with speech features

SA A

D SD

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%

+ #

%

39.16 14 26.58 S Non-S 81.33 28 54.66 Non-S S Averaged S search duration Averaged Non-S search duration Averaged search duration Group

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Achieving the XP/Agile change

Learn by experience the approach and methodology

Foster customer collaboration

Test and measure all the way

Foster knowledge sharing

Maintain short iterations while sustainable pace

More about CBP under

http://www.dis.uniroma1.it/~catalogue/

References

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