Extreme Programming Used to Establish the Culture of a High Performance Team: A Management Case Study
Clement James Goebel · 2002
Management can often be frustrated by the inability of software development teams to respond quickly to changes in requirements. The standard explanation is that the key developers on the team are too busy with critical path tasks. A more accurate statement would be that the so-called software development team is not actually a team but merely a group of individuals related by an organizational chart. This paper recounts one development organization's transformation from organizational chart to a high performance team using the practices of Extreme Programming.