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By Pekka Abrahamsson, Michele Marchesi, Frank Maurer

This publication constitutes the refereed court cases of the tenth foreign convention on Agile techniques in software program Engineering and severe Programming, XP 2009, held in Sardinia, Italy, in could 2009.

Out of forty paper submissions 12 complete papers have been permitted for e-book during this booklet including 2 keynote papers, eleven brief papers, 23 workshop and educational papers, five posters, 6 demonstrations and knowledge on three panel discussions. The papers symbolize a suite of top of the range learn reports addressing a wide selection of alternative issues, starting from very technical concerns to human-related points of agile software program improvement, together with novel rules on agile software program study.

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Extra resources for Agile Processes in Software Engineering and Extreme Programming: 10th International Conference, XP 2009, Pula, Sardinia, Italy, May 25-29, 2009, Proceedings Notes in Business Information Processing)

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Team autonomy is at the heart of agile software development in which the team itself decides how work is coordinated [6]. In Scrum, for example, the team is given significant authority and responsibility for many aspects of their work, such as planning, scheduling, assigning tasks to members, and making decisions. It is worth noting that while agile practices, like Scrum and XP, often give the team as a whole a great deal of autonomy, it does not follow that the individual team members are given high levels of individual autonomy.

Abrahamsson, M. Marchesi, and F. ): XP 2009, LNBIP 31, pp. 53–62, 2009. T. Barney et al. individual autonomy as such a motivator is fraught with a range of difficulties. How can a company ensure that employees given the freedom to work independently will not squander the opportunity or worse yet use the company’s assets for personal gain at the expense of the company? Team autonomy is at the heart of agile software development in which the team itself decides how work is coordinated [6]. In Scrum, for example, the team is given significant authority and responsibility for many aspects of their work, such as planning, scheduling, assigning tasks to members, and making decisions.

N'08 Fig. 1. Conformance the TDD process ● Exp. to N'06 N'08 Fig. 2. Time needed for implementation Coverage [%] ● ●● 200 ● 250 ● Duration [min] 70 ● ● ● ● ● ● ● 150 90 ● 86 88 90 92 94 96 300 A. H¨ ofer and M. Philipp TDD Conformance [%] 38 ● ● ● ●● ● ● ● ● ● ● ●● ● ●● ● ● Exp. N'06 N'08 Fig. 3. Instruction coverage refactoring works fully automatic. However, our analysis tool cannot detect manual refactorings automatically. Therefore, a human reviewer has to decide for all changes which could not be classified automatically whether they are refactorings or arbitrary changes, i.

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