Summary

In this chapter, we looked at the ways in which the Extremo culture has affected not just XP but the rest of the industry. We also looked at the rise of XP in the context of the dot-com boom, which was busy rising at the same time. We then looked at the people process aspect of XP, and how it differs from the people-oriented emphasis of other agile methods .

Finally, we examined the Extremos habit of describing software projects in terms of fear, and (just for fun) we compared Kent Beck s comment about unacknowledged fear being the cause of all software project failures with the various conflicting versions of C3 s demise.

Next we look at an aspect of XP that many people see as its biggest single point of failure (and whose definition seems to keep changing): the on-site customer.