Scrum and Extreme Programming (XP) are definitely very aligned. In fact, if you walked in on a team doing one of these processes you might have hard time quickly deciding whether you had walked in on a Scrum team or an XP team. The differences are often quite subtle, but…

…as Scrum [1], Extreme Programming [2], Feature-Driven Development [3], and DSDM [4] have emerged and their use has become much more prevalent. Central to these processes is a reliance upon emergent requirements and architecture. On an agile project, there is no upfront requirements engineering effort. Instead, the project begins with…

…closely aligned with Extreme Programming (XP) is that becoming agile begins with becoming good at certain technical practices. If a team is using the right technical practices-simple design, automated testing, pair programming, refactoring, and so on-then agility will be the natural result. Based on the broad popularity of XP, the…

…hey, I'm going to pair up with you on this item that's taken too long or re-sequencing work because of the dependency or escalating something that's you know, stagnant is an impediment. Well, that's a really good way to do that. But I'd also say, Brian, so let's just put…

…of Kent Beck’s Extreme Programming Explained,1 agile processes have grown increasingly popular. Agile processes allow for changing requirements throughout the development cycle and stress collaboration between software developers and customers and early product delivery. The “Agile Manifesto” establishes a common framework for these processes: Value individuals and interactions over processes…

…world of more traditional programming. But it's also been really exciting and interesting. Brian (07:32) Yeah. Yeah, it is kind of completely opposite from a programming perspective, right? Because we're so used to, oh, it's not going to do anything but exactly what you tell it to do. And it…

…brains sharing a single pair of hands while doing one type of work. That’s still different from the multiple types of work that occur on a typical story. I have, however, used a couple of wiggly terms like saying tasks are typically done by one person. Here’s why I wiggled:…

…are then handed a pair of documents. One shows exactly what the user story should look like when implemented, and the other provides all details about the story’s behavior. No programming can start until these two artifacts are ready. In some companies, it’s the programmers who force this way of…

…that teams must do pair programming on exactly 70 to 80 percent of all code they write. But these are decisions best made by the team. And just like me en route to the airport, some teams will choose one way, and others will choose another. And that’s how it…

…incorporates best practices like pair programming, refactoring, and automated testing, which further enhance quality. Prioritization: Scrum ensures that the most important features are delivered first, by prioritizing work based on value; the result is higher customer satisfaction. Scrum Relies on Lightweight and Adaptable Plans Scrum promotes transparency through artifacts like…

…as test-driven development or pair programming. A Scrum Master should know how to exert influence without resorting to a command-and-control “because I say so” style. Scrum Masters can also be called upon to influence those outside the team. A traditional team may need to be convinced to provide a partial…

…Rate Back in my pre-programming days when I was a mechanic, my boss introduced me to a car repair metric that translated perfectly into the software world: the comeback. To a mechanic, a comeback is a car that you supposedly fixed, but that later “comes back” with the same problem.…

…through an API (Application Programming Interface). An average actor may be either a person interacting through a text-based user interface or another system interacting through a protocol such as TCP/IP, HTTP, or SOAP. A complex actor is a human interacting with the system though a graphical user interface. This is…

…processes such as Extreme Programming and Scrum rely on self-organizing teams, an agile project manager cannot simply turn a team loose on a project. The agile manager must still monitor that corporate policies or project rules are followed. Participation on an agile team does not turn all developers into model…