Cmme vs. Scrum vs. XP

Smoke-free meeting room: cmme vs. Scrum vs. XP (qcon 2010 experience)

 

Author: Chen Yong

 

Original article: http://blog.csdn.net/cheny_com

The company's development department should build a smoke-free meeting room. The three methods are as follows:

Cmme

The company has established a smoke-free conference room system, publicizing and posting posters. After reminders, Mr. Wang of the Administration Department conducted random checks on a regular basis to ensure proper order.

Until the boss, Mr. Li, took Mr. Zhang to the conference room, and Mr. Zhang proposed to smoke. Mr. Zhang looked at Mr. Li, while Mr. Li looked at Mr. Wang and Mr. Wang's visual posters. Other people looked at distant places to adjust their eyesight.

Since then, the Order has been broken, and the name of the smoke-free conference room has actually fallen.

 

Scrum

 

"Smokers" are posted at the door of the meeting room to prohibit the entry of the signboard, and pointed out that the boss/market/sales department Old smoke gun can go to the next room A, the problem is discussed clearly, and then the meeting room B. Each project team also selects a person responsible for monitoring to ensure that order can be maintained at any time, so that order can be maintained at any time.

One day, Mr. Li rushed from Conference Room A into Conference Room B with smoke, and asked him to implement a function immediately. Everyone knows that it is more important to quickly discuss this function than to prevent him from entering Conference Room B, so he barely accepted his entry.

Since then, the Order has been broken.

 

XP

 

We didn't discuss the meeting room, but pointed out that the next-door company had a heavy fire loss. Therefore, we suggest installing smoke probes (which can be sprayed with water) in key parts of the company ), it also includes meeting room B (the reason is that B is next to the data center), and Mr. Li also supports it.

One day, Mr. Li, Mr. Zhang, and Mr. Wang rushed into Conference Room B with smoke, but everyone quickly pointed to the probe on the ceiling. So Mr. Li, Mr. Zhang, and Mr. Wang, cut off the smoke together. What really broke the rule was Zhao, who mistakenly ignited a cigarette and cleaned up the mess all day. He was scolded by Mr. Li (so Mr. Li knew how powerful this was ).

As a result, it is always orderly.

 

Three Principles

 

Therefore, XP seems to be only a management technology, but it actually solves some management problems (I do not know whether it is intentional or unintentional, because I have never seen relevant materials ).

However, although XP is the most lasting revolution, it is also the most difficult to implement (the boss may not have a plan and money to install smoke probes at the beginning, there may not be any fire in the company next door,

Nor can we put off the fire for our smoke-free conference room, and the boss may not worry about the fire ).

Therefore, from a dynamic perspective, a comprehensive agile solution is the right path. The framework of this solution includes the following:

1. Prioritize things that interest the boss

Fire is more interesting than smoke-free conference rooms

2. First Use the lowest cost to solve the problem

No smoking signs are cheaper than smoke probes

3. Seize the opportunity to thoroughly solve the problem at any time (important)

Of course, it cannot solve all the problems, but there will always be major accidents in the company.Irreversible means(For example, install a probe.

 

The story of Agile Software Development World

 

Back to agile software development, let's talk about an example of continuous integration and automated testing (just an example ).

It is obviously unrealistic to come up with continuous integration and automated testing (assuming 20 people and their leaders do not know what kind of team they are developing ).

 

1. it is more realistic to first figure out which functions and tasks are being developed (Pb AND Sb, and figure out what everyone is doing is generally the most important thing in the company ), and build an iterative development framework. Otherwise, you cannot even figure out whether your work can be integrated.

2. But if we only do this, it is easy to see problems: people gradually begin to lower the iteration delivery standards (under the pressure of progress), and expect to turn the storm during the testing period, and so on.

3. At this time, it is easier to first set some iteration delivery standards and use these standards to identify quality problems.

4. After several iterations, problems will occur in any release! Seize this opportunity to raise iteration delivery standards, and adopt continuous integration to ensure that problems do not occur until release.

5. With continuous integration, automated testing will naturally occur, because manual integration is impossible.

6. After continuous integration and automated testing are available, people are used to obtaining build and release versions under this technical system. It is very difficult for the team to bypass any pressure.

Of course, if the boss realized that we should help us rather than be persuaded to do the revolution for a long time, we could also speed up a little and introduce continuous integration and automated testing in the early stages.

 

However, the three principles are still guidelines that must be followed. In other words, even if the boss is a reform school, we do not need to implement communism. It is necessary to gradually change and show the return with agile ideas, strengthen the confidence of managers, and ultimately complete success.