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Scrum and XP

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XP (Extreme Programming) and scrum are processes used in organization and are closely aligned to each other. It becomes difficult to differentiate a team using XP to that using scrum because they almost look alike. However, there are some major differences between the two processes which are linked to their technical practices. This paper will look at the four main differences between scrum and XP, and then look at the technical practices of XP in the agile project.

Comparing and contrasting scrum and XP

The first difference is the interactions involved in both practices. For instance a team using scrum processes normally work in two weeks or one month iterations whereas a team using XP work in not more than two weeks iterations. The other difference is in relation to their flexibility; XP is a flexible process that contains technical practices that are normally adopted at the early stages of the process. Changes can be made in their sprints as the team desires. Scrum is an inflexible process with no technical practices. A team using scrum cannot change their sprints.

In XP, features that the team intends to develop are set by the customers and the team is obligated to work according to the customer’s priority. On the other hand, in scrum, the features are developed by the product owner and the team is left with the discretion of determining how it will work on them. In most cases, a scrum team will prioritize these features from the highest to the lowest, although this may not be the right order if the customers were left to decide for themselves. A team working on XP processes normally finds it easy to adopt the processes since the engineering practices are always prescribed. The reverse is true in scrum where the team has to develop its own practices. However, both practices produce the same result and we can not rule that, one process is superior to the other. It would be appropriate to conclude that, Scrum is just XP without the engineering practices since the processes and the end results are the same.

The differences between scrum and XP may seem small but they might have a deep impact. Teams are advised to start working on scrum then adopt XP practices in a different version as the process continues. XP practices work best if the team discovers them on its own rather than relying on the mandatory ones.

Agile software

Agile software development can be defined as the use of different strategies to develop software. Different teams interact with each other to search for solutions and requirements.  Agile software was first introduced in 2001 when the agile manifesto was devised. Agile methods are favored by many teams since they promote, not only discipline in management but also because they are easy to adapt and they allow regular inspection.  They also encourage team work, responsibility, and self-organization. They contain a set of engineering practices which if well adapted can result in high quality performance and can align customers needs and requirements to that of the company.

Agile software and XP practices

Agile methods include XP, scrum, and adaptive software development among others. Agile principles are customers satisfaction, frequent delivery of software, measure of progress using the working software, close cooperation between customers and developers, face to face communication, straightforwardness, and technical excellence. Agile methods are good at simplifying tasks in a way that it becomes easy to plan for the long-term; they have short iteration normally not more than two weeks.

Agile methods such as XP endeavor to cut the cost of alteration during the software development procedure. For instance, XP make use of swift iterative scheduling and development sequences in order to initiate trade-offs and convey the uppermost value features in the shortest time possible. Moreover, the unvarying, complete testing that is an element of XP, guarantees elevated quality by means of early fault discovery and resolution. Regardless of a number of early achievements with agile methods, some factors are averting their extensive implementation. Agile methodology activists more often than not, find it tricky to get organizational support for putting into practice what look like remarkable changes in application expansion. A case in point is the XP practices of twosome encoding, test-first plan and incessant amalgamation can look like intimidating changes to put into practice. In addition, these methodologies are inclined to be developer-centric.

The superlative development managers are not only organizers, but can merge business dream, communication skills, soft administration skills and technological know-how with the aptitude to plan, organize, and implement projects.  Although this has constantly appeared to be the case, agile project administration puts an advanced quality on the management skills than before. For instance, XP teams form and scrutinize their own iteration tactics amid the customers’ needs. On the other hand the customer generates facets and prioritizes them according to the business’s value. The developers split up the responsibilities themselves while they work and determine advancements for the iterations, changing plans to fit the customer’s facets. The fundamental segments of an agile development project are actually similar to those of other projects, except for the approaches used.

Conclusion

The difference between scrum and XP is found in their technical practices. XP contains mandatory practices whereas scrum does not have any specific practices and it is the work of the team to develop their own. There is need of leadership for project executives of agile development projects which has often been lacking. By screening the agile improvement team as a multifaceted adaptive scheme and the executive as an essential element of that scheme, we have commenced the development a structure of executives. This structure of practices is intended to superimpose the performance of present agile methods, for instance XP, and make available apparent procedures for the farsighted management of projects that make use of them.

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