RE: Summing up and moving on (I hope)

> -----Original Message-----
> From: J. B. Rainsberger [mailto:[email protected]]
> Sent: Sunday, December 29, 2002 9:19 PM
> To: [email protected]
> Subject: RE: [XC] Summing up and moving on (I hope)
> 
> 
> >> This is where I am different, and in a way that is consistent 
> >> with the XP philosophy. When I'm stuck, I ask for help, 
> >> rather than wait until I've tried everything I could possibly 
> >> try first. I ask for help, I hang around to help solve the 
> >> problem, I learn, then I become the expert next time. Am I 
> >> wrong to conclude that this trait is rare among C-level and 
> >> B-level folks?
> >
> >For some people there is personal pride in finding a solution.  
> 
> Those people are welcome to personal pride, except as it 
> wastes time for which I pay them to generate solutions. If 
> the fastest and most effective way to generate solutions is 
> to collaborate, rather than work individually, then either 
> collaborate or get out of here. Simple.

There has to be room for personal pride.  I've read and seen to much about
"motivation" to deny its value.  Apart from things that are good and bad in
terms of generating solutions there are also things that are good and bad
for people.  A balance has to be found so both the organisation and the
individuals that are part of it can thrive.  There has to be a balance.

> >Asking for help can also be seen as a risk mitigation 
> strategy because you
> >don't have to take ownership of the solution (unless it works ;-) ).
> 
> The team owns all solutions; otherwise it is not a team, 
> almost by definition.

Do you reward teams or do you reward individuals.  I don't know of many
schemes where joint ownership of solutions leads to joint rewards.  And also
the opposite, in case of a failure you will dismiss the whole team I suppose
and not an individual?
> 
> 
> This is changing: the XP community recognizes that in many 
> cases, XP cannot be adopted entirely and on day 1. There are 
> dozens of papers on the subject of implementing XP 
> incrementally. What we all recognize is that XP is *best* 
> done all at once, because it relies on emergent behavior, 
> which depends on doing all of the practices for a long period of time.

All at once approaches are usually not scalable.  They work for small teams
and orgs but not for bigger teams and orgs.  E.g. in the book of Watts
Humphrey a change for a software development organisation of about 100
people is described in stages and may take a period of up to 2 years to be
fully completed.  The steps are described incrementally.  What would be a
typical timeline and what would the stages be for the introduction of XP in
a similarly sized organisation?  Any pointers to papers or books?
> 
> >If XP is about embracing change, how much has XP changed in 
> the years that
> >it has been around?
> 
> Considerably, I think.

Can you give an example.  It will help in my understanding how it will or
may evolve and that is very important for me.
> 
> J. B. Rainsberger,

Regards, Stefan Steurs.


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