📄 whyisxpsohard.html
字号:
<head><title>Why Is Xp So Hard</title></head><body><h1><img src="logo.gif"> Why Is Xp So Hard</h1><a href="RonJeffries.html">RonJeffries</a> said, "Our adaptive approach is at odds with management's usual "go that way and come back when you're there" thinking. Another issue, however, is that no matter how hard you try to be on top of things, and to communicate them effectively, you can always do better."
<p>Hmm. So the <a href="PlanningGame.html">PlanningGame</a> didn't propagate up to CIO? Seems like getting that to happen ought to be a priority for your superiors; without it they're effectively preventing the CIO from making informed decisions. Your CIO was wise - this was not your problem.
<p>On the second issue, [trying again] continuous improvement is important, but so is accomodating surprises and disappointments. Sometimes you can't do better - the game is rigged, the deck is stacked, and when you discover that's so you need to <em>not</em> whip yourself or your team. One of the things I admire in the <a href="PlanningGame.html">PlanningGame</a> is its use of empiricism to banish the "usual" management demands; sometimes continuous improvement means making no change when no change is called for. --<a href="http://c2.com/cgi/wiki?PeterMerel">PeterMerel</a>
<hr>
CIO understands the <a href="PlanningGame.html">PlanningGame</a>. That's why CIO supported us. New intermediate managers didn't understand. And whether you understand or not, it is difficult to change years of built-in company behavior. When your boss's boss thinks you promised to be done on Tuesday, your boss really does need you to be done on Tuesday. The trick is how do you do it. See FixedTimeBudget<a href="http://c2.com/cgi/wiki?edit=FixedTimeBudget">?</a>.
<hr>
One of the difficulties in XP is that it is prone to <a href="http://c2.com/cgi/wiki?TheAthleticSkier">TheAthleticSkier</a> problem. My impression is that the curve of performance (<a href="http://c2.com/cgi/wiki?ProjectVelocity">ProjectVelocity</a>) versus compliance (how well you adhere to XP practices) is very sharp, like the a graph of X-squared. In heavyweight methodologies, you can actually gain <a href="http://c2.com/cgi/wiki?ProjectVelocity">ProjectVelocity</a> when you drop from 100% compliance to 90% compliance (which makes me wonder how useful they are), or at least stays fairly level. --<a href="http://c2.com/cgi/wiki?RobMandeville">RobMandeville</a><hr><a href="http://c2.com/cgi/wiki?edit=WhyIsXpSoHard">EditText</a> of this page (last edited October 11, 2000)<br><a href="http://c2.com/cgi/wiki?FindPage&value=WhyIsXpSoHard">FindPage</a> by browsing or searching<p><font color=gray size=-1>This page mirrored in <a href="index.html">ExtremeProgrammingRoadmap</a> as of March 31, 2001</font></body>⌨️ 快捷键说明
复制代码
Ctrl + C
搜索代码
Ctrl + F
全屏模式
F11
切换主题
Ctrl + Shift + D
显示快捷键
?
增大字号
Ctrl + =
减小字号
Ctrl + -