fs in finding a solution.”

Unfortunately many project sponsors do not understand the discipline and resource commitments required to execute these processes successfully. XP is not an inexpensive way to build systems but it can decrease development time if execute well. Making several knowledgeable customers integral members of the development team to facilitate communication is beyond the budget allocated to most projects – and the results are predictable.

“Many of the rapid methods try to gain speed by isolating the development team,” says Ron Thompson, director of product delivery for govONE Solutions in Englewood, Colo., USA. “The problem is the definition of ‘success.’ If success means delivering a system in the allotted time, many teams are probably successful. If success means delivering a useful system, success is probably spotty at best.”

Thompson suggests that building a common vision with the team is particularly important. “On long projects, it is necessary just to keep people excited. On raid projects, it serves two purposes. The first is to maintain the morale of the team when they are working long, hard hours under poor working conditions. The second is to effectively keep the team working towards a common understanding of the end product. When people can ‘see’ this vision, it helps them understand how their part contributes (and when it is diverging from the target).”

RAD methods are frequently employed when requirements are unclear, and customer involvement also is critical to success in this case. “With RAD development, there isn’t time or even sufficient knowledge to create a detailed requirements specification,” says Pugh. “The final product may be based on what is learned or created during the development process. Sin

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