March-Bird Lucian Yjf Taopin WL Jazz Han Wei Nullgate Simon [Aka] (Reprinted from Cutter.com) September 15, 2003
As We since Explored In Several Issues of Ead, The Two Most Pressing Issues In Information Technology Today: As we explore in the ead of EAD, the most urgent two issues in today's information technology are: How do we deliver functionality to Business Clients Quickly? How can I quickly deliver functions to commercial users? How do we keep up with near-continuous change? How can we keep up with the nearly continuous change? Change is changing. Not only does the pace of change continue to accelerate, but, as the September issue of eAD pointed out, organizations are having to deal with different types of change -. disruptive change and punctuated equilibrium Disruptive technologies, like personal computers in the early 1980s, impact an industry (in the case of PCs, several related industries), while a punctuated equilibrium - a massive intervention into an ecosystem or an economy -. impacts a very large number of species, or companies The Internet, which has become the backbone for e-commerce and e-business, has disrupted a wide range of industries - more a punctuated equilibrium than a disruption The change itself is constantly changing. Not only the speed of change is constantly increasing, but also, if the EAD is pointed out in October, the organization is not allowed to cope with various types of changes - the dramatic change and the constant balance of breaking. Producing a dramatic technology, like a personal computer in the 1980s, impacting an industrial (PC and several related industries) and breaking from time to time - an intervention of an ecosystem or a huge impact on the entire economy - Then affect countless species, or, the company. The Internet has become an e-commerce pillar, which has caused a wide range of industries - more is a breaking balance rather than just a dramatic. When whole business models are changing, when time-to-market becomes the mantra of companies, when flexibility and interconnectedness are demanded from even the most staid organization, it is then that we must examine every aspect of how business is managed, customers are delighted And Products Are Developed. When the entire business model is changing, when "time means the market" is becoming the company's spell, when the adaptability and interconnectability is becoming the need for even the most stretched organization, we will have It is necessary to check every aspect of the following: How does the business are managed? Why is the customer feel happy, and how the product is developed.
The Extreme Programming movement has been a subset of the object-oriented (OO) programming community for several years, but has recently attracted more attention, especially with the recent release of Kent Beck's new book Extreme Programming Explained: Embrace Change Do not be. put off by the somewhat "in-your- face" moniker of Extreme Programming (XP to practitioners). Although Beck does not claim that practices such as pair programming and incremental planning originated with XP, there are some very interesting, and I think important, concepts articulated by XP. There's a lot of talk today about change, but XP has some pretty good ideas about how to actually do it. Hence the subtitle, Embrace Change. Extreme programming (Extreme programming) movement has become an object-oriented programming community Some of them have been several years, but until recently, more attention, especially the "Extreme Programming Explained: EMBRACE CHANGE" book published. Never give it a resentment because of the ultimate programming (the industry is referred to as XP). Although Beck does not say like pair programming, the incremental planning is from XP, but still have some very interesting, I think it is also very important concept to borrow XP. There are many discussions on changes, but XP has many very good ideas to do actually do. That is, this subtitle: hug changes. There is a tendency, particularly by rigorous methodologists, to dismiss anything less ponderous than the Capability Maturity Model (CMM) or maybe the International Organization for Standardization's standards, as hacking The connotation:. Hacking promotes doing rather than thinking and therefore results in low quality THIS An Easy Way To Dismiss Practices That Conflict With One's Own Assumptions About The World. There is a trend, especially in those strict methodologists, hoping to eliminate those "Capability Maturity Model CMM) or The standards of international standardized organizations are not so cumbersome, such as Hacking. Note: Hacking advises action rather than thinking, resulting in lower quality. Remove the practice of conflict with someone on this world, this is a simple way.
. Looked at another way, XP may be a potential piece of a puzzle I've been writing about over the past 18 months Turbulent times give rise to new problems that, in turn, give rise to new practices - new practices that often fly In The Face of Convenational Wisdom But Survive Because The New Reality. There Are AT Least Four Practices I Would Assign To this category:
From another angle to XP, it may be a potential part of a puzzle. This one I have been writing in the past 18 months. New problems during the chaotic period, and the latter leads to new practices - new practices openly violating traditional knowledge, but they are surprised because they can better adapt to this new real world. At least four practical methods I think it belongs to this category: XP - the focus of this iSSUE OF EADXP - EAD The focus of this issue Lean Development - Discussed in the november 1998 Issue of EAD Lightweight development (Lean Developments - Already discussed in EAD 1998, Crystal Light Methods - Mentioned in The Noveman 1999 Issue of Ead and Further Discussed in this Issue Lightweight Crystal Method (Crystal Light Methods) - in EAD 1999 11 It may mentioned, for further discussion of this issue in the adaptive software development - described in the August 1998 issue of eAD (then called Application development Strategies - ADS) adaptive software development (adaptive software development) - in eAD 1998 Nian 8 mid-described (then known as application development strategy application development strategies - ADS) Although there are differences in each of these practices, there are also similarities:. they each describe variations from the conventional wisdom about how to approach software development Whereas lean And Adaptive Development Practices Target Strateuel and Project Management, XP BRINGS ITS Differgement, XP BRINGS ITS DIFFERING World View to the Realm of The Developer and Tester. Although there are similar places in them: they all describe the development of traditional software development. Methods. Although lightweight development and adaptive development is targeted by strategic and project management, XP has brought the development method into the field of programmers and testers in different perspectives. Much of XP is derived from good practices that have been around for a long time. "None of the ideas in XP are new. Most are as old as programming," Beck offers to readers in the preface to his book. I might differ with Beck in one respect:. although the practices XP uses are not new, the conceptual foundation and how they are melded together greatly enhance these "older" practices I think there are four critical ideas to take away from XP (in addition to a number Other Good Ideas:
Many of XP actually comes from those outstanding development practices that have existing. "There is no idea in XP is brand new. Most ideas generated by the same time," Beck in the preface in his book. But I considered in a certain aspect may differ from Beck: Although the practice used by XP is not brand new, the establishment of the concept and how they are integrated to greatly enhance these "old" practice. I think (except for many other good ideas, also) can extract four key ideas from XP: The cost of change changes Refactoring Reconstructing Collaboration Collaboration Simplicity Simply • I Discuss Some XP Basics: The Dozen Practices That Define XP. But first, let's discuss the foundation of XP: The twelve two practices for XP. XP - The BasicsXP- basis I must admit that one thing I like about XP's principal figures is their lack of pretension XP proponents are careful to articulate where they think XP is appropriate and where it is not While practitioners like Beck and Ron Jeffries may.. envision that XP has wider applicability, they are generally circumspect about their claims For example, both are clear about XP's applicability to small (less than 10 people), co-located teams (with which they have direct experience);. they do not Try to Convince People That The Practices Will Work for Teams of 200. I must admit one thing, that is what I like XP should be that it is not other fancy things. People who support XP always point out the XP suitable place and some of his limitations. The XP practitioner BECK and RON Jeffties believe that XP will have a wider range of application prospects. They usually be very cautious about their own requirements. For example: small (less than 10 people), the company is partially (they have direct experience) is very clear for XP adaptability; they have not tried to let people believe that XP can apply to a 200-person team.
The Project engineering The most prominent XP project reported on to date is the Chrysler Comprehensive Compensation system (the C3 project) that was initiated in the mid-1990s and converted to an XP project in 1997. Jeffries, one of the "Three Extremoes" ( with Beck and Ward Cunningham), and I spent several hours talking about the C3 project and other XP issues at the recent Miller Freeman Software Developer conference in Washington, DC, USA. the most famous XP project is Chrysler comprehensive compensation system (known as C3 Project), it started at the mid-1990s in the mid-1990s, and the 1997 evolved into XP. Jeffries is one of the "Ultimate Programming Triple Group" (the other two is the beck with Ward Cunningham). I talked about C3 and other XP projects in Washington DC.
================================= 注解: chrysler comprehensive Compensation System Chrysler comprehensive compensation system ======= ========================= originally, the c3 project WAS CONCEIVED AS An OO Programming Project, Specifically Using Smalltalk. Beck, A Well-KNown SmallTalk Expert , was called in to consult on Smalltalk performance optimization, and the project was transformed into a pilot of OO (XP) practices after the original project was deemed unreclaimable. Beck brought in Jeffries to assist on a more full-time basis, and Jeffries worked with the C3 team until spring 1999. The initial requirements were to handle the monthly payroll of some 10,000 salaried employees. The system consists of approximately 2,000 classes and 30,000 methods and was ready within a reasonable tolerance period of the planned schedule. initially, C3 is A development project based on OO (object-oriented technology), especially it is developed in the Smaltalk language. (SMALTALK: Xerox company developed a high-level programming language, it supports an option screen driven application with mouse to help build computer programs that are easy to use.) As a famous SmallTalk expert, Beck is invited to discuss Smaltalk performance optimization has become an experimental project that uses an object-oriented OO (XP) method when the original item is considered to be non-rescuable. Beck has brought Jeffries to help those basic things, Jeffries have been dry in the c3 group until 1999. The most beginning demand is to be a system that is managed for approximately 10,000 employees per month.
