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Bibliographic Item (1.0)
- Mikael Lindvall & Dirk Muthig &Aldo Dagnino& Christina Wallin & Michael Stupperich & David Kiefer & John May & Tuomo Kahkonen
- Agile Software Development in large organizations
- IEEE Computer Magazine V37n12(Dec 2004)pp26-3
- =POLL AGILE TECHNICAL PROCESS ONESIZE XP ABB DaimlerChrysler Motorola Nokia
- Reports on meetings where several pilot XP projects were discussed
- XP adopted in large organizations for the same business reasons as small ones: need to increase productivity without losing quality .
- Problems with specifications becoming obsolete before project finished.
- XP always needed customization.
- It produced good or better software more quickly.
- Changes were handled faster.
- Morale was better.
- But XP doesn't fit well with existing practices in large organizations and so has to be tailored.
- Make it look like a CMM process.
- Change control boards do not work well with refactoring, continuous integration, Problems when XP team is not in one place.
- Problems with interfaces between XP team and Traditional team.
- Architecture is important.
- Clash between up-front top-down planning and XP planning game.
- Requirements were already inaccurate when XP started and were not user stories.
- Continuous testing vs an added round of acceptance tests done by a different team.
- XP pairing vs formal reviews for SQA.
- Management and QC want the old documentation and XP doesn't do documentation.
- (dick)|-write a user story for each required piece of documentation and do the planning game on it. "That will take us 2 days work, ..."
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