PUBLIC MARKS from pvergain with tag méthodes

Getting Things Done®, the art of stress-free productivity , le plus souvent désigné par son abrégé GTD®, est le titre d'un livre de David Allen publié en 2001, décrivant une méthode de gestion des priorités quotidiennes, et est depuis 2005 une marque déposée.

Ci-dessous, les outils (informatiques ou non!) et techniques que les contributeurs de ce site ont utilisés, avec (ou sans?) succès, dans des projets appliquant l'XP et ce, triés par pratiques XP.

Agile software development is a conceptual framework for undertaking software engineering projects. There are a number of agile software development methods, such as those espoused by The Agile Alliance. Most agile methods attempt to minimize risk by developing software in short timeboxes, called iterations, which typically last one to four weeks. Each iteration is like a miniature software project of its own, and includes all of the tasks necessary to release the mini-increment of new functionality: planning, requirements analysis, design, coding, testing, and documentation. While an iteration may not add enough functionality to warrant releasing the product, an agile software project intends to be capable of releasing new software at the end of every iteration. At the end of each iteration, the team reevaluates project priorities. Agile methods emphasize realtime communication, preferably face-to-face, over written documents. Most agile teams are located in a bullpen and include all the people necessary to finish software. At a minimum, this includes programmers and their "customers" (customers are the people who define the product; they may be product managers, business analysts, or actual customers). The bullpen may also include testers, interaction designers, technical writers, and managers. Agile methods also emphasize working software as the primary measure of progress. Combined with the preference for face-to-face communication, agile methods produce very little written documentation relative to other methods. This has resulted in criticism of agile methods as being undisciplined.

Scrum is an agile method for project management. Scrum was named as a project management style in auto and consumer product manufacturing companies by Takeuchi and Nonaka in "The New New Product Development Game" (Harvard Business Review, Jan-Feb 1986). They noted that projects using small, cross-functional teams historically produce the best results, and likened these high-performing teams to the scrum formation in Rugby. Jeff Sutherland, John Scumniotales, and Jeff McKenna documented, conceived and implemented Scrum as it is described below at Easel Corporation in 1993, incorporating team management styles noted by Takeuchi and Nonaka. In 1995, Ken Schwaber formalized the definition of Scrum and helped deploy it worldwide in software development. Its intended use is for management of software development projects, and it has been successfully used to "wrap" Extreme Programming and other development methodologies. However, it can theoretically be applied to any context where a group of people need to work together to achieve a common goal - such as setting up a small school, scientific research projects or planning a wedding.