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by Keith Ray.
Original Post: Extreme Programming Adoption Stories
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Slides from a presentation by Bob Jarvis: http://www.nycagile.org/index_files/res/Bob_Jarvis.pdf [pdf]. Starts with an overview of XP and agile, results and metrics start at slide 29, then discusses Agile project management versus Traditional (plan-driven) project management, lessons learned and so on.
Paper by Paul Hodgetts on incremental XP adoption versus wholesale adoption of all practices at once. http://www.agilelogic.com/files/RefactoringTheDevelopmentProcess.pdf [pdf]. (See also Agile Logic publications.) In one wholesale adoption, some developers who had training and understood how to do certain XP practices (test-driven development and refactoring), refused to do them when working independently. They didn't believe those practices were the best way to develop software, but didn't speak out about their objections.
In the second wholesale adoption Hodgetts describes, then team did not allow time for training, and thus spent so much time trying to learn how to do the practices and trying to produce software at the same time, that they were unable to do either.
In the incremental adoption stories, the teams try to identify the worst problems they are currently facing ("process smells"), and adopt specific practices to fix the root causes of those problems. They use metrics (like bug counts per iteration) and retrospectives or informal group reflection to understand and measure the success of the new practices. Success with some practices encourages the adoption of other practices.
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