RE: Managing Extreme Programming

Great timing, just came back from lunch discussing this exact topic

It should tell them:

(1) How to embed XP "in a room" and isolate the internal aspects of XP
from the larger corporate activities. Since most real would project have
multiple suppliers, producing components outside the room (the curse of
COTS), and are focused beyond the next iteration (say 3 years down the
road), the mixing of these two paradigms is needed for anything
involving integration and subcontractors.

(2) How to "digitize" the overall schedule (say 3 years and $100M of
radar systems development of hardware, software a flight platforms) down
to daily builds, and bi-weekly iterations and monthly releases of
software for the project.

(3) How to map the "velocity" metrics in unit-less measures to Earned
Value in dollarized measures.

(4) How to use "yesterday's weather" to forecast the Estimate at
Completion.

(5) How to project schedule variance for the software component in the
same units of measure as the iron and flight equipment.

(6) How to interact with the XP development team in terms they know and
understand (velocity, stories, etc.) while also interacting with
customer in terms they know and understand (SV/CV, SPI/CPI, CDRLS,
etc.)(Our chose your own customer vocabulary). In our domain it is a
complete myth that the customer will be in the same room as the
developers. The customer is in Reston VA, and wears blue starched
uniform to work. 

(6.1) How to dollarize the velocity units in terms the project
accounting folks will accept.

(7) How to layer the various XP and Traditional practices so that they
can all work together:
| XP hourly
| XP daily
| XP Iterations
| XP Releases
| Project Recognized value
| Project Delivered Value
| Project EAC
V Project Completion

(8) How to define these interfaces so that both sides concur they
understand the vocabulary, outcomes, and constraints.

(9) How to scale XP from a "tracker" based project management process to
a Earned Value Program Management process (our your favorite way of
managing to portfolio of project components making up the system).

(10) How to merge quick turn around, adaptive requirements fulfillment
and iterative value "tracking" with the big picture view of the
integrated project, EAC prediction, and end-to-end value tracking (not
just iteration level). 


Glen B. Alleman

> -----Original Message-----
> From: Dinwiddie, George [mailto:[email protected]]
> 
> Alleman, Glen B. said:
> > I would think that a book "Managing XP for managers" would be
> > a great help for those "outside" the room to understand where
> > they fit into the process, since they will likely be the ones
> > authorizing and funding this new method.
> 
> What should this book tell them?
> 

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