1. XP Explained Chapters 7-9

2. Primary Practices  Sit together Ideal Resistance Multi-site  Whole Team All the necessary skills in a single management structure This is dynamic No fractional staff

3. Primary Practices  Informative workspace Key metrics as big graphs and charts Visible planning and tracking Requirements groups  Energized Work 40 hour week Focus time

4. Primary Practices  Pair Programming (switch as needed, maybe multiple times per day) Keep each other on task Brainstorm Clarify Switch lead when one is stuck Hold each accountable

5. Primary Practices  Pair Programming and personal space See figure 6 page 44 We like our personal space!

6. Primary Practices  Stories Plan using units of customer visible functionality  Provide a 2 click way for customers to dial frequently used numbers  Make technical requirements visible with test cases Requirement is a misnomer Value cannot be determined with out cost estimates

7. Primary Practices  Weekly Cycle Weekly meeting  Review progress  Customer pick new weeks worth of stories  Break stories into tasks, team members sign up for tasks and estimate them Start the week by writing automated test

8. Primary Practices  Quarterly Cycle Reflect on the team, project, progress. Process, and alignment with larger goals Quarterly meeting  Identify bottlenecks  Initiate repairs  Plan themes  Big picture – where the project fits within stakeholder concerns

9. Primary Practices  Slack Everything can’t be planned Include tasks in the plan that could be dropped

10. Primary Practices  Ten Minute Build Automatically build and test in 10 minutes. What if you can’t  You can more often that you think

11. Primary Practices  Continuous integration Integrate and test changes after no more than a couple of hours Integration can take more time that the original programming Synchronous is better than Asynchronous

12. Primary Practices  Test first Programming Write the tests before the code –and do it at a very fine level of granularity. If it is hard to write a test you have a design problem not a test problem Rhythm

13. Primary Practices  Incremental Design Invest in the design of the system every day Defer design decisions to the last responsible moment The most effective time to design is in the light of experience The closer the implementation of a design mechanism to the time it is actually needed, the more efficient

14. Chapter 8 Getting Started

15.  Make adopting XP an XP project Write stories  Educate management  Attending training  Automate the build Prioritize the stories Estimate their time and cost Create and track metrics

16. Chapter 9 Corollary Practices

17.  Real Customer Involvement Make your stakeholders part of the team

18. Corollary Practices  Incremental Deployment Run parallel systems if necessary

19. Corollary Practices  Team Continuity Don’t throw everyone back into the “labor pool” once a project is finished

20. Corollary Practices  Shrinking Teams As a team grows in capability, keep its workload constant but gradually reduce its size

21. Corollary Practices  Root Cause Analysis When you find a defect, eliminate the defect and the cause The goal is that the team won’t ever make the same mistake again I expect that individuals will make mistakes, but my process should ensure that my team doesn’t make mistakes Five whys

22. Corollary Practices  Shared Code Anyone can improve any part of the system at anytime  Eliminates bottlenecks  Doesn’t work across team boundries

23. Corollary Practices  Code and Tests Maintain only the code and tests as permanent artifacts. Generate other documents from the code and tests. Rely on Social mechanisms for the rest.

24. Corollary Practices  Single Code Base Duplication is not fun and it is very expensive Frameworks can help solve this

25. Corollary Practices  Daily Deployment Put new software into production every night

26. Corollary Practices  Negotiated Scope Contract Write contracts that fix time, costs, and quality but call for an ongoing negotiation of the scope  Fix scope but leave specific requirement to ongoing negotiation Sign a series of shorter contracts rather than one big one