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Planning Extreme Programming

Planning Extreme Programming - 01 edition

ISBN13: 978-0201710915

Cover of Planning Extreme Programming 01 (ISBN 978-0201710915)
ISBN13: 978-0201710915
ISBN10: 0201710919
Cover type:
Edition/Copyright: 01
Publisher: Addison-Wesley Longman, Inc.
Published: 2001
International: No

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Planning Extreme Programming - 01 edition

ISBN13: 978-0201710915

Kent Beck and Martin Fowler

ISBN13: 978-0201710915
ISBN10: 0201710919
Cover type:
Edition/Copyright: 01
Publisher: Addison-Wesley Longman, Inc.

Published: 2001
International: No

"XP is the most important movement in our field today. I predict that it will be as essential to the present generation as the S.E.I. and its Capability Maturity Model were to the last."
--From the foreword by Tom DeMarco

The hallmarks of Extreme Programming--constant integration and automated testing, frequent small releases that incorporate continual customer feedback, and a teamwork approach--make it an exceptionally flexible and effective approach to software development. Once considered radical, Extreme Programming (XP) is rapidly becoming recognized as an approach particularly well-suited to small teams facing vague or rapidly changing requirements--that is, the majority of projects in today's fast-paced software development world.

Within this context of flexibility and rapid-fire changes, planning is critical; without it, software projects can quickly fall apart. Written by acknowledged XP authorities Kent Beck and Martin Fowler, Planning Extreme Programming presents the approaches, methods, and advice you need to plan and track a successful Extreme Programming project. The key XP philosophy: Planning is not a one-time event, but a constant process of reevaluation and course-correction throughout the lifecycle of the project.

You will learn how planning is essential to controlling workload, reducing programmer stress, increasing productivity, and keeping projects on track. Planning Extreme Programming also focuses on the importance of estimating the cost and time for each user story (requirement), determining its priority, and planning software releases accordingly.

Specific topics include:

Planning and the four key variables: cost, quality, time, and scope
Deciding how many features to incorporate into a release
Estimating scope, time, and effort for user stories
Prioritizing user stories
Balancing the business value and technical risk of user stories
Rebuilding the release plan based on customer and programmer input
Choosing the iteration length
Tracking an iteration
What to do when you're not going to make the date
Dealing with bugs
Making changes to the team
Working with business contracts

In addition, this book alerts you to the red flags that signal serious problems: customers who won't make decisions, growing defect reports, failing daily builds, and more. An entire chapter is devoted to war stories from the trenches that illustrate the real-world problems many programmers encounter and the solutions they've devised.

Author Bio

Beck, Kent :

Kent Beck is a noted programmer, tester, refactorer, author, and banjoist.

Fowler, Martin :

Martin Fowler is an independent consultant who has applied objects to pressing business problems for more than a decade. He has consulted on systems in fields such as health care, financial trading, and corporate finance. His clients include Chrysler, Citibank, UK National Health Service, Andersen Consulting, and Netscape Communications. In addition, Fowler is a regular speaker on objects, the Unified Modeling Language, and patterns.

Table of Contents


1. Why Plan?
2. Fear.
3. Driving Software.
4. Balancing Power.
5. Overviews.
6. Too Much to Do.
7. Four Variables.
8. Yesterday's Weather.
9. Scoping a Project.
10. Release Planning.
11. Writing Stories.
12. Estimation.
13. Ordering the Stories.
14. Release Planning Events.
15. The First Plan.
16. Release Planning Variations.
17. Iteration Planning.
18. Iteration Planning Meeting.
19. Tracking an Iteration.
20. Stand-Up Meetings.
21. Visible Graphs.
22. Dealing with Bugs.
23. Changes to the Team.
24. Tools.
25. Business Contracts.
26. Red Flags.
27. Your Own Process.


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