Phenomenology light in religious building Essay

Phenomenology light in religious building - Essay Example Look at the unparallel beauty of St. Basil’s Cathedral in Moscow designed by Postnik Yakolev and built between 1555 and 1561. Look at the magnitude of the Notre Dame in France worked upon by numerous architects. Head towards Istanbul, Turkey and bask your eyes upon the Hagia Sophia mosque with its intriguing history. The Nidaros Cathedral, the most beautiful cathedral in Norway, probably in all Scandinavian Peninsula;Â  Or the Cologne Cathedral in Germany, an exceptional work of creative genius (Florin Nedelcu, 2008). Remember the anticipation and the excitement you experience as a child when your father takes you out to buy a new toy. At this point I am that child. However after a lot of deliberation on the basis of personal as well as architectural preference The Church of light by Tadao Ando and the Shah Mosque in Iran are the religious structures my essay will focus upon. Church of Light by Tadao Ando Being a student of architecture the work of Tadao Ando has always been one that I have greatly admired. I had initially associated Tadao Ando’s accomplishment for receiving the 18th Prtizker Prize as a result of his notable work and the fact that he had accomplished great architectural credibility being a self-taught designer. However looking at his vast body of work and his artful use of natural light and landscape, from all of his work the design that is my favorite is the Church of Light. I had always had great feelings of respect for Ando’s ability to design the church of light within a limited budget. Not only was that the case but during the course of his work there existed a strong possibility that the church would end up with no roof. I strongly believe that the work of an architect is a mere depiction of his personality. Isn’t that just what the core essence of architectural phenomenology all about? Feelings that are so strong that they are imprinted on the structure that a person designs. The Church of Light is not just a brilliant piece of architectural genius but it is the tangible proof of Tadao Ando’s resilient, diligent and creative strength of character. Tadao Ando, as an architect is brilliant but as a person he is a source of great inspiration for me. He fills my heart with joy and a longing that perhaps one day I can grow into a person that not only excels in his work but receives the admiration and respect of millions around the world. That being said I can clearly recall the reason for my insistence to go visit Ibaraki during my family trip to Japan. I had seen various pictures of The Church of light as any student of architecture during the course of his work would have. However seeing the actual structure was a minor motivation for me to explore Ibaraki. I remember a certain disagreement that I had prior to my trip with my father. The details of which are hazy but I clearly remember the bad and restless mood I had been in. I remember dragging my feet and wanting to get away from everyone with little regard about where I was headed towards. It was with this black mood that I made my way towards the Church of light. At some point I thought I had gotten lost. If I recall correctly I didn’t particularly care. At some point I angrily muttered a few unappreciative words to Ando for selecting such a confusing location. This was when I ran into an old Japanese man. He smiled at me and said something in Japanese. His

Reasearch paper about accounting and why it interest me Essay

Reasearch paper about accounting and why it interest me - Essay Example The accountant should be perfectly skilled in the use of computer, MS Office and accounting softwares. Accountants should preferably get certified to become the certified public accountant (CPA). The individual needs to take accounting courses in the college. â€Å"As a general rule, a CPA must have a four year degree, while accountants without certification can get by with a two year degree† (Smith). An accountant should have very good interpersonal skills in order to gain success and satisfaction in the job. The accountant is supposed to frequently interact with the colleagues for necessary information. Therefore, he should have perfect mannerism, and should be extremely professional in his speech. It is very important for an accountant to be decently dressed because he has to visit the manager’s office several times a day. People like several things about the job of an accountant one of which happens to be the environment in which the work is conducted. Accounting is done inside the office. There is little to no field visit. The accountant is responsible to feed the data received from the site into the computer, update the data according to new purchases and sales on regular basis, prepare the balance sheet and forward it to the top management for information.

How Modern Medical Technology is Easing Out Standard Physical Examination Essay Example for Free

How Modern Medical Technology is Easing Out Standard Physical Examination Essay In today’s time-constrained society, medical practitioners are noticeably turning to modern technology to pinpoint health problems of patients. Most new-generation doctors who rely a great deal on sophisticated machines in ascertaining medical issues faced by their patients illustrate a startling reality: the standard physical examination stands to be eased out. While science has made possible quicker, more convenient, and non-invasive ways of spotting and treating health disorders, being overly dependent on technology has its drawbacks. The problem with technology arises when doctors rush to order tests without first performing a thorough physical exam†¦ Doctors may be overly reliant on tests because they have confidence in the results; however, tests aren’t always accurate† (Max, 2009, par. 6). A seemingly better approach that redounds to patient benefit is the combination of modern technology with age-old practices that worked, notably a thorough physical examination done prior to tests or possible confinement and as part of the doctor’s hospital rounds. There are several factors contributing to the demise or exclusion of the standard physical examination in modern medical practice. For one, there is the shortage of medical personnel in certain localities. Harried doctors and nurses end up employing measures to maximize time. â€Å"Time constraints also discourage performing a complete physical during routine office visits. The managed care system pushes doctors to see patients as briefly as possible† (Obel, 2003, par. 6). The fact is that the physical examination â€Å"can be a valuable guide in deciding which tests to order and letting specialists know where to concentrate their efforts† (Obel, 2003, par. 7). Hence, the standard physical examination can greatly aid doctors in ruling out certain health issues, thereby saving time and money on unnecessary tests. However, new-generation doctors overlook these, believing that using sophisticated equipment is more effective in reaching an accurate medical analysis than conventional routine practices. Indeed, a professional diagnosis relying first and foremost on the standard physical examination appears to have been displaced by modern devices. The downside is the loss of human contact that most patients may still prefer. â€Å"There is an intangible benefit to the contact afforded by the physical exam†¦(it) can go a long way in establishing and building a good doctor-patient relationship† (Max, 2009, par. 11), something which most patients – from the very young to the elderly – yearn for. The emotional bonding between the healthcare giver and the patient is obliterated with less time allocated to examine patients. As seasoned medical practitioners decry the demise of the physical examination, which â€Å"can be therapeutic in itself† (Obel, 2003, par. 35), concerned medical institutions have instigated efforts to train and retrain medical interns on the vast range of medical approaches – including the routine physical examination. The increasingly important role of nurses, who can assume the vital task of resuscitating the fading practice of conducting a thorough physical examination and promoting human interaction, cannot be underestimated. Well-trained nurses who realize the value of human interaction can play significant role in fostering enhanced patient care and faster recovery. The upsurge in electronic technology users is another phenomenon affecting the demise of face-to-face interaction with physicians and the traditional physical examination. With many doctors nowadays dispensing medical advice online by relying purely on patient history and description of symptoms, thereby eliminating the need for a comprehensive physical examination, it becomes clear that modern trends are taking the place of traditional medical approaches. The inescapable fact is that medical practitioners cannot always totally rely on modern technology alone to ascertain patient needs. Even in modern times, there is a need to go back to basics, ingrain patient-oriented skills among the emerging crop of doctors, and revive conventional medical approaches like the physical examination.

Role of a Palliative Care Nurse

Role of a Palliative Care Nurse Palliative Care The role of the expert palliative care nurse is complex and unique. The nurse functions as an integral part of a Multidisciplinary team, providing expert skilled assessment and nursing care, supporting the patient and the family to make informed choices thereby encouraging the patient to continue to make autonomous decisions about their care towards the end of their life. However, often the nurse will find herself dealing with difficult family dynamics with family members having differing expectations of the type of care that the patient should be receiving, staff conflict over treatment methods or strategies and high workloads. These issues can only compound the stresses on the Palliative Care Nurse and to cope with the many dilemmas she must be well armed. The complex needs of the terminally ill patients and their families make the multidisciplinary team approach the most effective method of care Staff from a range of disciplines including medical, nursing, social work, dietitian, physiotherapist, pharmacist and others bring diverse and unique skills. As a team they provide an excellent sounding board for ethical dilemmas thereby hopefully- enhancing ethical practice. (Latimer, 1998) The Nurse in her role is required to act as patient advocate and ensure that the patients rights are respected. Unfortunately this advocacy is sometimes perceived negatively as a threat or implied criticism of medical care. Doctors need to listen to the nurses more accurate perspective of patient concerns. Consistency across the team leads to better outcomes for patients. Reinforcing the same information by both medical and nursing staff help to allay patient anxiety far more than conflicting views on such things as symptom control. (Jeffrey, 1995) The members of the Multidisciplinary team sometimes make decisions regarding treatments, which they may perceive to be of the most benefit to the patient whilst in fact the patient, does not perceive the benefits in quite the same way. Nurses have more prolonged contact with the patient than most other members of the team due to the hands on patient care that they do. They often establish a close rapport with the patient and the family and are most likely to be aware of the patients likes, dislikes, hopes and dreams and are privy to often delicate and very private details of the patients life. The very fact that the nurse spends so much time with the patient makes them more likely to have knowledge of this kind of information. Doctors rounds in a Palliative Care Unit enable the doctor to spend perhaps 30minutes maximum per day in talking to the patient. In the community, appointments times with Doctors are restrictive and Home Visits limited. Patient Nurse dependency ratios in hospit als and palliative care units mean that Nurses are spending approximately four hours per day on one to one patient contact. Again, other team members are very limited in the amount of time they spend with patients due to the number of clients/patients they may have. A dietitian for example may spend 15 minutes with a patient twice during their six-week stay in a Palliative Care Unit or 30 minutes as an outpatient during the course of the Terminal illness. Social workers often spend long periods at a time with patients and/or their families in lengthy discussion however these discussions may only take place a couple of times over the period of the illness. Therefore the Nurse is far more likely to be aware of issues affecting patient care. There can be many difficulties for the Nurse expert providing high quality care to palliative patients whilst respecting their right to autonomy in the setting of the Palliative Care Unit, the role of the Nurse is to painstakingly assess the needs of patient and family. These needs may be constantly changing and there is no room for the Palliative Care Nurse to become complacent in her patient care. Symptoms may be physical such as pain, nausea, and dyspnoea or psychosocial or spiritual. In identifying care needs the nurse must be able to determine who is the most appropriate team member to refer to provide optimum management of these needs. E.g. although the expert nurse will have counselling skills, she must be aware of her limitations and refer on where appropriate to counsellors, psychologist or social worker. Mount (1993) suggests that we must first attend to physical needs and that to do this we need a detailed knowledge of therapeutics. Skilled listening and attention to detai l are paramount in Palliative Care. Our listening skills not only apply to what the patient is saying, but what they may be leaving unsaid. Nonverbal cues such as facial expressions and demeanour, the need to keep the door to their room open at all times or to constantly keeps the curtains drawn. In order for patients to make choices they need to be accurately and appropriately informed, yet Vachon (1993) suggests that whilst caregivers sometimes decide not to tell patient and family what is likely to happen, at other times they may give too much negative information not allowing the patient and family to have any hope. Patients need to know at what stage their disease is and their prognosis in order to choose where to spend their remaining time. The ethical communication of information should be timely and desired by the patient, accurate and given in words understandable to the patient and family and conveyed in a gentle, respectful and compassionate manner. (Latimer, 1998) An example of such communication would be that when asked by my patient (speaking about his fungating tumour) When will this thing on my neck stop leaking? I need to gently but truthfully explain that it will most likely continue to leak blood and fluid until he dies but also that we will continue to con tain the fluid and minimise the discomfort and attempt to disguise the drainage appliance as best we can. To not advise him of the eventuality of the fluid discharge continuing is to encourage him to have false hope and expectations and further disappointment when the discharge continues and probably worsens. However, the nurse needs to recognise that some patients do not wish to have information relayed to them e.g. a patient who did not want to talk about her illness future and continued to deny that her disease was terminal. Dont tell me that, I dont want you to say those words! Yet respect for patient autonomy demands that patients be given honest answers to their questions. Without this, patients become more uncertain and unable to make decisions about their future. Dying patients are by virtue of their physical and emotional situation, frail and vulnerable their treatment and management during this final phase of their life must be of a high standard both professionally and ethically. The Nurse and other members of the team should seek to do the best for the patient and their family. This includes respecting autonomy, through the provision of truthful information and helping them to set realistic goals while providing genuine attentive care during the full course of the illness. Provision of symptom control hinges on accurate assessment. McCafferty and Beebe (1989) suggest that we dont always make assessment easy by the fact that sometimes we dont readily believe what the patient tells us or the patient may deny having pain or refuse pain relief although they may be hurting. The expert Nurse should remember that the person with the pain is the authority- they are the one who is living the experience and we must believe them if they tell us they have pain. It is all too easy to allow ones own values and beliefs to cloud our judgement Unfortunately I have seen it happen where a nurse usually not experienced in Palliative nursing will make a statement such as He says he has pain rated 8 out of 10 but he doesnt look distressed or She was laughing and talking with her visitors 5 minutes ago and now shes buzzing for pain relief. Such comments display the Nurses ignorance and lack of understanding of pain. It seems apparent that they do not understand about adapta tion or distraction or that laughter stimulates the relaxation response throughout the body systems by lowering blood pressure, deepening breathing and releasing endorphins. Also of great importance is the need for the nurse to explore further if a patient denies pain despite indications that they are in fact suffering pain. There may various reasons for denial for example; sometimes our language when asking questions about the patients pain may be inappropriate. Some patients may not consider a dull constant ache as pain but an ache. Others may feel sore. Other words such as discomfort and pressure may be used instead of Pain We as nurses need to avoid misinterpretation by using such other words. The Nurse needs to explore the issue of pain and help to identify the source. Location. Intensity, and Quality of the pain help to identify the source. Eg. Bone, visceral or nerve pain. Identifying the source aids in determining the appropriate treatment method. The expert Nurse will be aware that nerve pain will not respond as well to opiates and that neuroleptic agents need to employed. As suggested earlier, as Nurses spend the most time with the patients they are able to obtain the most information on the patients response to pain management plans, they are able to educate patients on the need to take regular analgaesia; and they can be the most influential in management of pain (Lindley, Dalton and Fields, 1990). Of course we as nurses in Palliative Care need to be aware that not all pain will respond well to traditional or orthodox treatments. Seeing a patient in pain and trying all pharmacological methods without success is distressing for staff as well as the patient and it is then that nurses should further attempt to employ other methods such as relaxation, distraction and music. Studies have shown that that listening to music disrupts the chronic pain cycle. Laughter, Massage and relaxation therapies have also been shown to interrupt this chronic pain cycle (Owens Ehrenreich, 1991) and massaging a dying patients back or feet with oil blends incorporating lavender instils in many cases a feeling of peace, contentment and lessening of pain. Heat and cold packs are also said to be beneficial in the treatment of chronic pain however heat applications are said to be contraindicated in patients with poor vascular supply and in malignancy. Most institutions have policies related to the use of thermal applications. As most nurses working with palliative patients will know, bowel management is of MAJOR importance! The Narcotics we administer to alleviate the symptom of pain have the side effect of causing the symptom of constipation. Vigilant monitoring of a patients bowel status is essential but it is of great importance that patients are not quizzed about their bowel actions in front of visitors or during meal times. Privately and quietly please! Cameron (1992) describes the types of constipation, these being primary and secondary due to pathology or iatrogenic. The goal of bowel management should be the prevention of constipation rather than treatment of constipation and appropriate assessment, regular administration of aperients, appropriate diet and fluids and provision of conditions favourable to bowel evacuation should all be part of the nurses management plan and patient education is paramount here for without the knowledge that opioids will contribute to constipation but that regular ap erients will counteract this symptom, the patient is unable to make informed choices about his symptom control. Nausea and vomiting are other symptoms the nurse can provide valuable assistance in controlling again through adequate assessment and intervention. The nurse needs to be aware of possible causes of nausea and vomiting such as hypercalcaemia, disseminated carcinoma, renal failure and vestibular stimulation particularly in patients with primary brain tumours or secondary cancer deposits. Constipation and radiotherapy, urinary tract infection and chemotherapy- the causes are many and varied. Hogan (1990) suggests that an understanding of the various pharmacological and non-pharmacological interventions is the foundation of symptom control but that the nurses commitment to alleviate the symptoms is the most important variable. Simple techniques like minimising cooking smells, presenting small meals and ensuring offensive odours such as foul linen bags from the vicinity can all be employed in conjunction with pharmacological methods to minimise nausea and vomiting. Successful management r equires an understanding of the cause of the symptoms. Other symptoms that may prove troublesome for the terminally ill patient include oral thrush and stomatitis, diarrhoea, lethargy and insomnia. Dyspnoea can be the cause of great distress and the expert nurse will be aware of the need to employ techniques to minimise discomfort. These may include reducing exertion by the patient, positioning them to allow maximum comfort when breathing and improving air circulation by use of fans or open windows. Humidification by methods such as nebulised saline may also be helpful. Pharmacological methods such as morphine either orally, subcutaneously or as a nebulised solution have also been found to decrease the perception of breathlessness (Chater, 1991) and anxiolitics such as Lorazepam s/l are quite helpful. Reassurance and providing a calm environment are also helpful techniques to employ. Distressed relatives around the bedside can further increase the patients respiratory distress and it is at such times that the nurse needs to take them asi de and explain to them what is happening and how they can help by remaining calm and distracting the patient or helping them to relax. For the terminally ill patient, being in control is vital and the nurse must appreciate that the patient though suffering an illness from which he will eventually die must be allowed to keep his self respect. This self respect can be eroded enough by the nature of the disease its symptoms and suffering, sorrow and emotional pain. There are times when we as nurses see patients admitted to hospital who have already had their autonomy undermined. Whilst it may have been their wish to stay at home longer or until the end, families may feel the burden of care is too great and that they can no longer cope. This is usually when a new symptom presents that the family feel unable to manage. Nurses in the community may sometimes be able to prevent this situation arising by offering a more frequent or higher level of care supported by a Palliative Care Service, education of the family about the patients symptoms and how to help manage them. Sometimes admission is not what the patient wishes but the service is unable to provide appropriate management in the home. There is then an onus upon those providing the care to look at all options to enable the patient to achieve his goal of returning home. To be autonomous means to have choice and control in our own lives yet we must accept that total autonomy is hardly ever possible. Sometimes there are circumstances in which it is not possible to challenge on the patients behalf- times when the patient may wish to have their autonomy eroded. There are times when the patient may not want our advocacy and times when we may not be able to give it- for example controversial ethical issues such as euthanasia. (Coyle, 1992). The nurse may sometimes develop feelings of helplessness and insecurity because of her unrealistic expectations of herself. The complex role we play in management of the terminally ill sometimes may lead the nurse to think she should be all things to all people the doctors handmaiden the patients advocate, the families sounding board. Sometimes nurses can become over involved, infringing on the autonomy of the patient and the family (Scanlon, 1989) and must be aware of when to withdraw. At times when caring for a patient with uncontrollable physical or emotional pain the nurse may feel herself to be a failure. Add to this the likelihood of inadequate resources and staffing, staff conflict and role conflict and there is a pretty good recipe for stress. Abraham and Shandley (1992) list five main sources of work stress. These being: 1. Work overload, 2. Difficulties relating to other staff, 3. Difficulties involved in nursing critically ill patients 4.concerns over patient treatment an d 5. Nursing patients who fail to improve. This again emphasises the fact that nurses specialising in palliative care are likely to suffer high levels of stress. CONCLUSION To help cope with these high demands and continue to maintain the delicate balance between what the patients want and what the health professionals think the patient needs, nurses need to arm themselves with expert knowledge of symptom control, and be well aware of ethical issues related to palliative care. Nurses also need to maintain open active communication with their peers and other members of the facility. We must also realize that even if we do not influence a situation or supply an answer to all needs and if our patients do not maintain total autonomy, it is enough that we have been with them, supporting them as best we can in their journey to the end of their life. Bibliography:

Different Philosophies on Risk Assessment: Case Study of the United States and European Union :: Politics

Different Philosophies on Risk Assessment: Case Study of the United States and European Union Introduction â€Å"Science-based regulation should never be misunderstood to mean science converted, at its face value, into regulation.†[1] Hence, regulation based entirely on ‘sound’ science, as the United States urges its trading partners to adopt, is only theoretically possible. The values of a society will ultimately affect the outcome of science-based risk assessment. The origin of facts is contingent on what the society deems is most important for research, how it is researched, and which of the research matters in the final assessment. The interpretation of facts will be determined by regulatory institutions, official expertise, economic models, and assumptions on what constitutes a desirable society.[2] The risk assessment methodologies and risk management approaches of the United States and the European Union towards genetically modified foods demonstrate this truth, and this situation will be explored as a case study of science – based regula tion. In science lies the facts, but the origin and interpretation of the facts cannot be separated from political, social, and cultural influences. Background The European Union and the United States have different risk assessment and management policies which arise from political and socioeconomic differences within these two societies. From a political and cultural standpoint, the clout of strong consumer unions and farmers in the European Union and similar pull from the industrial sector in the United States cannot be separated from the decision-making process. Socially, we find that risk perception between the two societies is quite different. American society exhibits consumer acceptance and the European Union exhibits consumer recalcitrance towards GM-foods. More importantly, the differing philosophies in risk assessment are structured so that either entity can have their risk assessments arrive at their desired outcomes. The United States insists that risk assessment of genetically modified foods be based on ‘sound’ science and rules. Though the European Union does not directly counter this position, it did recently make clear in The EU Communiquà © on the Precautionary Principle[3] that it would reserve its sovereign right to exercise the precautionary principle when the known facts surrounding the risks of a particular GM-food were not enough to establish the food as safe for human consumption. Different Philosophies on Risk Assessment: Case Study of the United States and European Union :: Politics Different Philosophies on Risk Assessment: Case Study of the United States and European Union Introduction â€Å"Science-based regulation should never be misunderstood to mean science converted, at its face value, into regulation.†[1] Hence, regulation based entirely on ‘sound’ science, as the United States urges its trading partners to adopt, is only theoretically possible. The values of a society will ultimately affect the outcome of science-based risk assessment. The origin of facts is contingent on what the society deems is most important for research, how it is researched, and which of the research matters in the final assessment. The interpretation of facts will be determined by regulatory institutions, official expertise, economic models, and assumptions on what constitutes a desirable society.[2] The risk assessment methodologies and risk management approaches of the United States and the European Union towards genetically modified foods demonstrate this truth, and this situation will be explored as a case study of science – based regula tion. In science lies the facts, but the origin and interpretation of the facts cannot be separated from political, social, and cultural influences. Background The European Union and the United States have different risk assessment and management policies which arise from political and socioeconomic differences within these two societies. From a political and cultural standpoint, the clout of strong consumer unions and farmers in the European Union and similar pull from the industrial sector in the United States cannot be separated from the decision-making process. Socially, we find that risk perception between the two societies is quite different. American society exhibits consumer acceptance and the European Union exhibits consumer recalcitrance towards GM-foods. More importantly, the differing philosophies in risk assessment are structured so that either entity can have their risk assessments arrive at their desired outcomes. The United States insists that risk assessment of genetically modified foods be based on ‘sound’ science and rules. Though the European Union does not directly counter this position, it did recently make clear in The EU Communiquà © on the Precautionary Principle[3] that it would reserve its sovereign right to exercise the precautionary principle when the known facts surrounding the risks of a particular GM-food were not enough to establish the food as safe for human consumption.

Jews And The Cultural Life Of Fin De Siecle Vienna :: European Europe History

Jews And The Cultural Life Of Fin De Siecle Vienna "Mythenbildung ist wie kristallisation in der gesattigten salzlosung: es wird dann im entscheidenden augenblick alles mythisch" Arthur Schnitzler (Buch der Freunde) (1) Viennese Jews proportionally did have more representatives in the cultural sphere. This can be because they had the means, ways and opportunity to exploit their situation to pursue the arts. Steven Beller states quite unequivocally "Whether it be Freud, Schoenberg, Schnitzler or Wittgenstein, the number of individuals at the top level of Viennese culture - or rather that type of culture for which Vienna is today so famous - who are of at least partly Jewish descent is so large that it cannot be ignored." (2) And indeed it has not been ignored, rather it has been used to create myth.(3) with many of the authors who write on the Jews of fin-de-siecle Vienna depicting a golden age and of a homogenuous Jewish culture with a shared common identity.(4) Yet Ernst Gombrich recently controversially asserted, whilst giving a lecture on the topic of, "Fin de siecle Vienna and its Jewish Cultural influences", "I am of the opinion that the notion of Jewish Culture was, and is, an invention of Hit ler and his forerunners and after-runners. (5) There is then a controversy centered around Jewishness which likewise examines the individual and their level of faith, secularisation or assimilation.(6) For indeed what at this time did it mean to be a Jew? What also was the Cultural life in this Vienna? (7) Judaism is a religion. It is not a nationality. Nowadays Israel is synomonous with Judaism but there was no State of Israel in the 19th century and there was no holocaust in the 19th century. It is necessary to state this because they have both in their own ways changed our perceptions as to what it means to be a Jew. The Jews of Vienna despite being portrayed as a homogenous unit were in fact divided on many lines. There were firstly, major class divisions, also they had a myriad of political beliefs, they had as many nationalities as the empire and more, and even with regards religion there were differences, since even an assimilated, lapsed or aethistic Jew could still be regarded as a Jew. Throughout the history of the Habsburg Empire, Jews had been bankers to the Crown. Despite prejudice and restrictions on their movement and Jews And The Cultural Life Of Fin De Siecle Vienna :: European Europe History Jews And The Cultural Life Of Fin De Siecle Vienna "Mythenbildung ist wie kristallisation in der gesattigten salzlosung: es wird dann im entscheidenden augenblick alles mythisch" Arthur Schnitzler (Buch der Freunde) (1) Viennese Jews proportionally did have more representatives in the cultural sphere. This can be because they had the means, ways and opportunity to exploit their situation to pursue the arts. Steven Beller states quite unequivocally "Whether it be Freud, Schoenberg, Schnitzler or Wittgenstein, the number of individuals at the top level of Viennese culture - or rather that type of culture for which Vienna is today so famous - who are of at least partly Jewish descent is so large that it cannot be ignored." (2) And indeed it has not been ignored, rather it has been used to create myth.(3) with many of the authors who write on the Jews of fin-de-siecle Vienna depicting a golden age and of a homogenuous Jewish culture with a shared common identity.(4) Yet Ernst Gombrich recently controversially asserted, whilst giving a lecture on the topic of, "Fin de siecle Vienna and its Jewish Cultural influences", "I am of the opinion that the notion of Jewish Culture was, and is, an invention of Hit ler and his forerunners and after-runners. (5) There is then a controversy centered around Jewishness which likewise examines the individual and their level of faith, secularisation or assimilation.(6) For indeed what at this time did it mean to be a Jew? What also was the Cultural life in this Vienna? (7) Judaism is a religion. It is not a nationality. Nowadays Israel is synomonous with Judaism but there was no State of Israel in the 19th century and there was no holocaust in the 19th century. It is necessary to state this because they have both in their own ways changed our perceptions as to what it means to be a Jew. The Jews of Vienna despite being portrayed as a homogenous unit were in fact divided on many lines. There were firstly, major class divisions, also they had a myriad of political beliefs, they had as many nationalities as the empire and more, and even with regards religion there were differences, since even an assimilated, lapsed or aethistic Jew could still be regarded as a Jew. Throughout the history of the Habsburg Empire, Jews had been bankers to the Crown. Despite prejudice and restrictions on their movement and

Comparing Extreme Programming and Waterfall Project Results

Comparing Extreme Programming and Waterfall Project Results Feng Ji Carnegie Mellon University Silicon Valley Campus Mountain View, CA, 94035 [email  protected] com Todd Sedano Carnegie Mellon University Silicon Valley Campus Mountain View, CA, 94035 todd. [email  protected] cmu. edu Abstract Waterfall and Extreme Programming are two software project methods used for project management. Although there are a number of opinions comparing the two methods regarding how they should be applied, none have used project data to clearly conclude which one is better.In this paper, we present the results of a controlled empirical study conducted at Carnegie Mellon University in Silicon Valley to learn about the effective transition from traditional development to agile development. We conducted a comparison research against these two approaches. Multiple teams were assigned a project; some used Waterfall development, others used Extreme Programming. The purpose of this research is to look at advantages and disadvantages based upon the outcomes, generated artifacts, and metrics produced by the teams. 1. Introduction 1. 1.Agile vs Traditional Since the early 1970s, numerous software managers have explored different ways of software development methods (such as Waterfall model, evolutionary model, spiral model etc. ) those have been developed to accomplish these goals and have been widely used by the software industry [1]. Methodologists often describe the Waterfall method as a stereotypical traditional method whereas they describe Extreme Programming as the stereotypical agile method. The Waterfall model, as the oldest traditional software development method, was cited by Winston W.Royce in 1970 [2]. He divided the software development lifecycle into seven sequential and linear stages: Conception, Initiation, Analysis, Design, Construction, Testing, and Maintenance. The Waterfall model is especially used for large and complex engineering projects. Waterfall's lasting imp ression upon software engineering is seen even in the Guide to Software Engineering Body of Knowledge which introduces the first five knowledge areas based upon their sequence in the Waterfall lifecycle even though the Guide does not recommend any particular lifecycle [3].Although the Waterfall model has been adopted in many large and complex projects, it still has some inherent drawbacks, like inflexibility in the face of changing requirements [1]. If large amounts of project resources have been invested in requirements and design activities, then changes can be very costly later. High ceremony documentation is not necessary in all projects. Agile methods deal well with unstable and volatile requirements by using a number of techniques of which most notable are: low ceremony documents, short iterations, early testing, and customer collaboration.Kent Beck and Cynthia Andres define Extreme Programming 2. 0 with many practices [4], like Pair Programming, Test First Programming, and Co ntinuous Integration and so on. These characteristics enable agile methods to obtain the smallest workable piece of functionality to deliver business value early and continually improving it while adding further functionality throughout the life of the project [5]. 1. 2. PET project background Carnegie Mellon University Silicon Valley students start their masters program with the Foundations of Software Engineering course. This course is team-based, project-based, and mentored.Each team builds The Process Enactment Tool (PET). The user personas are software developers and managers. The tool helps users plan, estimate, and execute a project plan while analyzing historical data. The tool's domain encourages students to learn about software lifecycles and methods while understanding the benefit of metrics and reflection. 1. 2. 1. PET 1. 0: In 2001, Carnegie Mellon had one of the largest outsourcing firms in the world develop Pet 1. 0. Later the student teams were brought in to do the n ext release. The initial offerings of the course had the teams follow a Waterfall lifecycle.The faculty decided to use Extreme Programming as the method for the Foundations course because it was an agile method, it had good engineering practices, and it was a safe sandbox environment for engineers to try paired programming since many managers in industry were initially skeptical about its benefits. In 2005, the faculty allowed three of the sixteen teams tried our new curriculum to see if there were any serious issues in the switch, while other thirteen teams continued to follow a start point in 2004. The feedback was extremely positive so in 2006, all teams followed Extreme Programming.For the project plan duration, Waterfall teams needed fifteen weeks to finish their tasks where as Extreme Programming teams were given only thirteen weeks, a 13% reduction in time. 1. 2. 2. PET 1. 1: In 2005, the VP of Engineering advised the three teams that rewriting the code from scratch would be easier than working with the existing code base. Team 30:1 decided to use the latest in Java technologies including Swing and Hibernate. PET 1. 1, the team's product became the starting point for the students in the following year. 1. 2. 3. PET 1. 2: In 2008, the faculty switched the core technology from Java to Ruby on Rails.Ruby on Rails' convention over configuration, afforded a lower learning curve for students. For Pet 1. 2, students would build their projects from scratch. 2. Related work Much research has been done as to when to use an agile method and when to use a traditional method. For example, Boehm Turner's home grounds look at several characteristics, criticality, culture, and dynamism [6]. Our paper aims to extend these limitations to some degree by estimating Waterfall and XP in an academic case study, which provide a substantive ground for researchers before replicating their ideas in industry.Basili [7] presented a framework for analyzing most of the experimental w ork performed in software engineering. We learned that how to conduct a controlled experiment. Andrew and Nachiappan [8] reported on the results of an empirical study conducted at Microsoft by using an anonymous web-based survey. They found that one third of the study respondents use Agile methodologies to varying degrees and most view it favorably due to improved communication between team members, quick releases and the increased flexibility of agile designs.Their findings that we will consider in our future work is that developers are most worried about scaling Agile to larger projects, and coordinating agile and traditional teams. Our work is closely related to the work by Ming Huo et al [9]. They compared the Waterfall model with agile processes to show how agile methods achieve software quality. They also showed how agile methods attain quality under time pressure and in an unstable requirements environment. They presented a detailed Waterfall model showing its software qualit y support processes.Other work has only illustrates one or some Agile practices such as pair programming [10]. 3. Experimental methodology Our research was conducted primarily using Glaser's steps [11] in the constant comparison method of analysis. Step1: Begin collecting data. We collected more than 50 teams’ detailed data during a five year period as Table 1 shows. Table 1. Team building the same project 2004 2005 2005 2006 2007 2008 Method Waterfall Waterfall XP XP XP XP Language Java Java Java Java Java Ruby Project PET1. 0 PET1. 0 PET1. 0 PET1. 1 PET1. 1 PET1. 2 Numbers of Teams 10 13 3 9 6 11Step2: Look for key issues, recurrent events, or activities in the data that become categories for focus. The approach in software design makes us categorize the data into two distinctive software development methods, namely Waterfall and Extreme Programming. Step3: Collect data that provides many incidents of the categories of focus with an eye to seeing the diversity of the dimens ions under the categories. According to Basili[7], we provided some metrics to compare these two categories, Waterfall and XP. Requirements Metrics M1: Numbers of UI screens (ie. mockup) M2: Numbers of use cases (story cards)M3: Pages of Software Requirements Specification (SRS) documents M4: Pages of User Requirements Documents (URD) Design Metric M5: Pages of detailed design documents Implementation Metrics M6: Lines of code M7: Percentage of lines of comments to lines of source code M8: Lines of test cases M9: Ratio of lines of test code to lines of program code Step4: Write about the categories that we are exploring, attempting to describe and account for all the incidents we have in our data while continually searching for new incidents. Step5: Work with the data and emerging model to discover basic social processes and relationships.Step6: Engage in sampling, coding, and writing as the analysis focuses on the core categories. During 2005, there were 13 teams following Waterfal l and 3 teams following XP during the same period of time. These three teams, team Absorb, GT11 and 30:1 are interesting teams to examine as we can compare their data against the Waterfall teams doing the exact same project. 4. Experimental results 4. 1. UI screens (M1) and Story cards (M2) comparison These wide ranges can be seen in Table 2 and Table 3 where the standard deviation of the UI mockups is often half the document size.Comparing use cases to story cards in Table 3, we see that the standard deviation for use cases is much lower than the standard deviation for story cards. This is expected since use cases are a higher ceremony document when compared to story cards. Teams might give little consideration to how to represent each feature on a story card whereas a team writing a use case step by step how a user will use the system will spend much more time thinking about the coupling and cohesion of each use case. Table 2. Average numbers and Standard Deviation of mockups Year 004 2005 Absorb GT11 30:1 2006 2007 2008 Average mockups 15. 5 11. 8 17 18 9 15 12. 8 17. 7 Standard Deviation of mockups 6. 6 6. 3 5. 4 3. 1 8. 8 Table 3. Average numbers and Standard Deviation of use cases/story cards Year Average Number Standard Deviation 2004 User cases 18. 7 2005 User cases 18. 9 2. 3 Absorb Story cards 15 1. 6 GT11 Story cards 13 30:1 Story cards 18 2006 Story cards 16. 6 2007 Story cards 18. 3 2008 Story cards 16. 6 7. 5 6. 8 8. 0 4. 2. Requirement documents (M3&M4) Starting with PET 1. 0, Waterfall teams on average add 1. 7 use cases and modified 2. use cases. Teams were given a 28 page System Requirements Specification (SRS) and on averaged finished with a 34 page SRS. XP teams starting with PET 1. 0 were given the same starting documents. Instead of modifying them, the teams created story cards that represented each new feature. Instead of spending time on writing use cases, XP teams started coding sooner. Because XP has an emphasis on low ceremony docume nts, they had more time to code resulting in an effort savings for the teams. 4. 3. Comparing the size of the detail design documents (M5) There are some insights from Table 4.Waterfall teams using Pet 1. 0 started with a 21 page Detailed Design Document (DDD), which they altered to reflect their new use cases. Waterfall teams typically did not update their design documents at the end of the project. Given the scope of the project, Waterfall teams’ final code matched the original design with respect to new classes. Table 4. Average pages and Standard Deviation of Detail Design Documents Year 2004 2005 Absorb GT11 30:1 2006 2007 2008 Starting Point 21 21 21 21 0 14 14 0 Average DDD 25. 8 31. 1 18 22 14 18. 3 12. 5 9. 5 Standard Deviation 8. 39 7. 48 7. 70 7. 8 5. 19 XP teams increased their design documents with each iteration. Because the XP teams followed Test-Driven Development, they wrote their code and had an emergent design. At the end of each iteration, the teams were a sked to update the design document to reflect important design decisions they had made during that iteration. Therefore, the design document serves a different purpose in XP. It is not a template or blueprint for future construction. Instead, it can be a guide for understanding why certain decisions were made. In this regard, it is a biography of the development, ot a plan of action. 4. 4. New lines of source code and comments, Percentage of comments in codes Table 5 shows that Waterfall teams starting with Pet 1. 0 produced lines of code with a wide variance. The two XP teams starting with Pet 1. 0 fell right within the middle of the average. Because instead of producing some documents up front, the XP teams spent a longer time coding, one would expect them to produce more lines of code. The research results also show that XP Teams had a higher percentage of comments in source code. Table 5. Average and Standard Deviation of new lines in code YearLanguage Average new lines in code Standard Deviation Lines of test codes Ratio of test codes to program code 2004 2005 Absorb GT11 30:1 2006 2007 2008 Java Java Java Java Java Java Java Ruby 9,429 11,910 13,288 14,689 0 9,628 8,572 3,670 7,946 9,851 4,920 5,465 1,507 3378 4164 1380 3186 947 3555 2212 3,255 8% 13% 4% 8% 8% 16% 10% 90% 4. 5. Submitted lines of test codes and ratio of test code to program code The observation of these two metrics in Table 5 shows that the amount of test code written by the Waterfall teams equals the amount of test code written by the XP teams.Initially the faculty thought that Test-Driven Development would increase the amount of testing code, however, given a slow adoption rate of Test-Driven Development, programmers resorted to what was familiar and thus produced similar results. 5. Conclusion In this paper, we observed and presented the data from five years of 50 teams developing the same project each year and the affects of transitioning from Waterfall to Extreme Programming. The ch aracteristics between these two methods were evaluated and compared.Waterfall teams spent more time creating high ceremony documents where as Extreme Programming teams spent more time writing code and documenting their design in their code. Surprisingly, the amount of code and features completed were roughly the same for both methods suggesting that on a three month project with three to four developers it doesn't matter the method used. It is challenging to conduct this kind of analysis of the data in hindsight. Given that this is not a toy problem, and the freedom teams have in the execution of their projects, setting up this kind of experiment properly in advance is also challenging. . References [1] Sommerville, Software engineering, 8th ed. , New York: Addison-Wesley, Harlow, England, 2006. [2] W. Royce, Managing the Development of Large Software Systems, IEEE WESTCON, Los Angeles, 1970. [3] A. Abran and J. W. Moore, Guide to the software engineering body of knowledge: trial ve rsion (version 0. 95) IEEE Computer Society Press, Los Alamitos, CA, USA, 2001. [4] Kent Beck and Cynthia Andres, Extreme programming eXplained: embrace change, Second Edition, MA: Addison-Wesley, 2004. 5] Mike Cohn, Agile estimating and planning, Prentice Hall Professional Technical Reference, Nov 11, 2005. [6] Barry, Boehm and Richard Turner, Balancing Agility and Discipline: A Guide for the Perplexed, Addison Wesley, August 15, 2003. [7] Basil, V. R. , Selby, R. and Hutchens, D. , Experimentation in Software Engineering, IEEE Transactions on Software Engineering (invited paper), July 1986. [8] Andrew Begel and Nachiappan Nagappan, Usage and Perceptions of Agile Software Development in an Industrial Context: An Exploratory Study, MiIEEE Computer Society MSR-TR-2007-09, no. 2007): 10. [9] Ming Huo, June Verner, Muhammad Ali Babar, and Liming Zhu, How does agility ensure quality? , IEEE Seminar Digests 2004, (2004):36. [10] Jan Chong, Robert Plummer, Larry Leifer, Scott R. Klemmer, and George Toye. Pair Programming: When and Why it Works, In Proceedings of Psychology of Programming Interest Group 2005 Workshop, Brighton, UK, June 2005. [11] Glaser, Barney G, Strauss, and Anselm L. , The Discovery of Grounded Theory: Strategies for Qualitative Research, Aldine Publishing Company, Chicago, 1967. Comparing Extreme Programming and Waterfall Project Results Comparing Extreme Programming and Waterfall Project Results Feng Ji Carnegie Mellon University Silicon Valley Campus Mountain View, CA, 94035 [email  protected] com Todd Sedano Carnegie Mellon University Silicon Valley Campus Mountain View, CA, 94035 todd. [email  protected] cmu. edu Abstract Waterfall and Extreme Programming are two software project methods used for project management. Although there are a number of opinions comparing the two methods regarding how they should be applied, none have used project data to clearly conclude which one is better.In this paper, we present the results of a controlled empirical study conducted at Carnegie Mellon University in Silicon Valley to learn about the effective transition from traditional development to agile development. We conducted a comparison research against these two approaches. Multiple teams were assigned a project; some used Waterfall development, others used Extreme Programming. The purpose of this research is to look at advantages and disadvantages based upon the outcomes, generated artifacts, and metrics produced by the teams. 1. Introduction 1. 1.Agile vs Traditional Since the early 1970s, numerous software managers have explored different ways of software development methods (such as Waterfall model, evolutionary model, spiral model etc. ) those have been developed to accomplish these goals and have been widely used by the software industry [1]. Methodologists often describe the Waterfall method as a stereotypical traditional method whereas they describe Extreme Programming as the stereotypical agile method. The Waterfall model, as the oldest traditional software development method, was cited by Winston W.Royce in 1970 [2]. He divided the software development lifecycle into seven sequential and linear stages: Conception, Initiation, Analysis, Design, Construction, Testing, and Maintenance. The Waterfall model is especially used for large and complex engineering projects. Waterfall's lasting imp ression upon software engineering is seen even in the Guide to Software Engineering Body of Knowledge which introduces the first five knowledge areas based upon their sequence in the Waterfall lifecycle even though the Guide does not recommend any particular lifecycle [3].Although the Waterfall model has been adopted in many large and complex projects, it still has some inherent drawbacks, like inflexibility in the face of changing requirements [1]. If large amounts of project resources have been invested in requirements and design activities, then changes can be very costly later. High ceremony documentation is not necessary in all projects. Agile methods deal well with unstable and volatile requirements by using a number of techniques of which most notable are: low ceremony documents, short iterations, early testing, and customer collaboration.Kent Beck and Cynthia Andres define Extreme Programming 2. 0 with many practices [4], like Pair Programming, Test First Programming, and Co ntinuous Integration and so on. These characteristics enable agile methods to obtain the smallest workable piece of functionality to deliver business value early and continually improving it while adding further functionality throughout the life of the project [5]. 1. 2. PET project background Carnegie Mellon University Silicon Valley students start their masters program with the Foundations of Software Engineering course. This course is team-based, project-based, and mentored.Each team builds The Process Enactment Tool (PET). The user personas are software developers and managers. The tool helps users plan, estimate, and execute a project plan while analyzing historical data. The tool's domain encourages students to learn about software lifecycles and methods while understanding the benefit of metrics and reflection. 1. 2. 1. PET 1. 0: In 2001, Carnegie Mellon had one of the largest outsourcing firms in the world develop Pet 1. 0. Later the student teams were brought in to do the n ext release. The initial offerings of the course had the teams follow a Waterfall lifecycle.The faculty decided to use Extreme Programming as the method for the Foundations course because it was an agile method, it had good engineering practices, and it was a safe sandbox environment for engineers to try paired programming since many managers in industry were initially skeptical about its benefits. In 2005, the faculty allowed three of the sixteen teams tried our new curriculum to see if there were any serious issues in the switch, while other thirteen teams continued to follow a start point in 2004. The feedback was extremely positive so in 2006, all teams followed Extreme Programming.For the project plan duration, Waterfall teams needed fifteen weeks to finish their tasks where as Extreme Programming teams were given only thirteen weeks, a 13% reduction in time. 1. 2. 2. PET 1. 1: In 2005, the VP of Engineering advised the three teams that rewriting the code from scratch would be easier than working with the existing code base. Team 30:1 decided to use the latest in Java technologies including Swing and Hibernate. PET 1. 1, the team's product became the starting point for the students in the following year. 1. 2. 3. PET 1. 2: In 2008, the faculty switched the core technology from Java to Ruby on Rails.Ruby on Rails' convention over configuration, afforded a lower learning curve for students. For Pet 1. 2, students would build their projects from scratch. 2. Related work Much research has been done as to when to use an agile method and when to use a traditional method. For example, Boehm Turner's home grounds look at several characteristics, criticality, culture, and dynamism [6]. Our paper aims to extend these limitations to some degree by estimating Waterfall and XP in an academic case study, which provide a substantive ground for researchers before replicating their ideas in industry.Basili [7] presented a framework for analyzing most of the experimental w ork performed in software engineering. We learned that how to conduct a controlled experiment. Andrew and Nachiappan [8] reported on the results of an empirical study conducted at Microsoft by using an anonymous web-based survey. They found that one third of the study respondents use Agile methodologies to varying degrees and most view it favorably due to improved communication between team members, quick releases and the increased flexibility of agile designs.Their findings that we will consider in our future work is that developers are most worried about scaling Agile to larger projects, and coordinating agile and traditional teams. Our work is closely related to the work by Ming Huo et al [9]. They compared the Waterfall model with agile processes to show how agile methods achieve software quality. They also showed how agile methods attain quality under time pressure and in an unstable requirements environment. They presented a detailed Waterfall model showing its software qualit y support processes.Other work has only illustrates one or some Agile practices such as pair programming [10]. 3. Experimental methodology Our research was conducted primarily using Glaser's steps [11] in the constant comparison method of analysis. Step1: Begin collecting data. We collected more than 50 teams’ detailed data during a five year period as Table 1 shows. Table 1. Team building the same project 2004 2005 2005 2006 2007 2008 Method Waterfall Waterfall XP XP XP XP Language Java Java Java Java Java Ruby Project PET1. 0 PET1. 0 PET1. 0 PET1. 1 PET1. 1 PET1. 2 Numbers of Teams 10 13 3 9 6 11Step2: Look for key issues, recurrent events, or activities in the data that become categories for focus. The approach in software design makes us categorize the data into two distinctive software development methods, namely Waterfall and Extreme Programming. Step3: Collect data that provides many incidents of the categories of focus with an eye to seeing the diversity of the dimens ions under the categories. According to Basili[7], we provided some metrics to compare these two categories, Waterfall and XP. Requirements Metrics M1: Numbers of UI screens (ie. mockup) M2: Numbers of use cases (story cards)M3: Pages of Software Requirements Specification (SRS) documents M4: Pages of User Requirements Documents (URD) Design Metric M5: Pages of detailed design documents Implementation Metrics M6: Lines of code M7: Percentage of lines of comments to lines of source code M8: Lines of test cases M9: Ratio of lines of test code to lines of program code Step4: Write about the categories that we are exploring, attempting to describe and account for all the incidents we have in our data while continually searching for new incidents. Step5: Work with the data and emerging model to discover basic social processes and relationships.Step6: Engage in sampling, coding, and writing as the analysis focuses on the core categories. During 2005, there were 13 teams following Waterfal l and 3 teams following XP during the same period of time. These three teams, team Absorb, GT11 and 30:1 are interesting teams to examine as we can compare their data against the Waterfall teams doing the exact same project. 4. Experimental results 4. 1. UI screens (M1) and Story cards (M2) comparison These wide ranges can be seen in Table 2 and Table 3 where the standard deviation of the UI mockups is often half the document size.Comparing use cases to story cards in Table 3, we see that the standard deviation for use cases is much lower than the standard deviation for story cards. This is expected since use cases are a higher ceremony document when compared to story cards. Teams might give little consideration to how to represent each feature on a story card whereas a team writing a use case step by step how a user will use the system will spend much more time thinking about the coupling and cohesion of each use case. Table 2. Average numbers and Standard Deviation of mockups Year 004 2005 Absorb GT11 30:1 2006 2007 2008 Average mockups 15. 5 11. 8 17 18 9 15 12. 8 17. 7 Standard Deviation of mockups 6. 6 6. 3 5. 4 3. 1 8. 8 Table 3. Average numbers and Standard Deviation of use cases/story cards Year Average Number Standard Deviation 2004 User cases 18. 7 2005 User cases 18. 9 2. 3 Absorb Story cards 15 1. 6 GT11 Story cards 13 30:1 Story cards 18 2006 Story cards 16. 6 2007 Story cards 18. 3 2008 Story cards 16. 6 7. 5 6. 8 8. 0 4. 2. Requirement documents (M3&M4) Starting with PET 1. 0, Waterfall teams on average add 1. 7 use cases and modified 2. use cases. Teams were given a 28 page System Requirements Specification (SRS) and on averaged finished with a 34 page SRS. XP teams starting with PET 1. 0 were given the same starting documents. Instead of modifying them, the teams created story cards that represented each new feature. Instead of spending time on writing use cases, XP teams started coding sooner. Because XP has an emphasis on low ceremony docume nts, they had more time to code resulting in an effort savings for the teams. 4. 3. Comparing the size of the detail design documents (M5) There are some insights from Table 4.Waterfall teams using Pet 1. 0 started with a 21 page Detailed Design Document (DDD), which they altered to reflect their new use cases. Waterfall teams typically did not update their design documents at the end of the project. Given the scope of the project, Waterfall teams’ final code matched the original design with respect to new classes. Table 4. Average pages and Standard Deviation of Detail Design Documents Year 2004 2005 Absorb GT11 30:1 2006 2007 2008 Starting Point 21 21 21 21 0 14 14 0 Average DDD 25. 8 31. 1 18 22 14 18. 3 12. 5 9. 5 Standard Deviation 8. 39 7. 48 7. 70 7. 8 5. 19 XP teams increased their design documents with each iteration. Because the XP teams followed Test-Driven Development, they wrote their code and had an emergent design. At the end of each iteration, the teams were a sked to update the design document to reflect important design decisions they had made during that iteration. Therefore, the design document serves a different purpose in XP. It is not a template or blueprint for future construction. Instead, it can be a guide for understanding why certain decisions were made. In this regard, it is a biography of the development, ot a plan of action. 4. 4. New lines of source code and comments, Percentage of comments in codes Table 5 shows that Waterfall teams starting with Pet 1. 0 produced lines of code with a wide variance. The two XP teams starting with Pet 1. 0 fell right within the middle of the average. Because instead of producing some documents up front, the XP teams spent a longer time coding, one would expect them to produce more lines of code. The research results also show that XP Teams had a higher percentage of comments in source code. Table 5. Average and Standard Deviation of new lines in code YearLanguage Average new lines in code Standard Deviation Lines of test codes Ratio of test codes to program code 2004 2005 Absorb GT11 30:1 2006 2007 2008 Java Java Java Java Java Java Java Ruby 9,429 11,910 13,288 14,689 0 9,628 8,572 3,670 7,946 9,851 4,920 5,465 1,507 3378 4164 1380 3186 947 3555 2212 3,255 8% 13% 4% 8% 8% 16% 10% 90% 4. 5. Submitted lines of test codes and ratio of test code to program code The observation of these two metrics in Table 5 shows that the amount of test code written by the Waterfall teams equals the amount of test code written by the XP teams.Initially the faculty thought that Test-Driven Development would increase the amount of testing code, however, given a slow adoption rate of Test-Driven Development, programmers resorted to what was familiar and thus produced similar results. 5. Conclusion In this paper, we observed and presented the data from five years of 50 teams developing the same project each year and the affects of transitioning from Waterfall to Extreme Programming. The ch aracteristics between these two methods were evaluated and compared.Waterfall teams spent more time creating high ceremony documents where as Extreme Programming teams spent more time writing code and documenting their design in their code. Surprisingly, the amount of code and features completed were roughly the same for both methods suggesting that on a three month project with three to four developers it doesn't matter the method used. It is challenging to conduct this kind of analysis of the data in hindsight. Given that this is not a toy problem, and the freedom teams have in the execution of their projects, setting up this kind of experiment properly in advance is also challenging. . References [1] Sommerville, Software engineering, 8th ed. , New York: Addison-Wesley, Harlow, England, 2006. [2] W. Royce, Managing the Development of Large Software Systems, IEEE WESTCON, Los Angeles, 1970. [3] A. Abran and J. W. Moore, Guide to the software engineering body of knowledge: trial ve rsion (version 0. 95) IEEE Computer Society Press, Los Alamitos, CA, USA, 2001. [4] Kent Beck and Cynthia Andres, Extreme programming eXplained: embrace change, Second Edition, MA: Addison-Wesley, 2004. 5] Mike Cohn, Agile estimating and planning, Prentice Hall Professional Technical Reference, Nov 11, 2005. [6] Barry, Boehm and Richard Turner, Balancing Agility and Discipline: A Guide for the Perplexed, Addison Wesley, August 15, 2003. [7] Basil, V. R. , Selby, R. and Hutchens, D. , Experimentation in Software Engineering, IEEE Transactions on Software Engineering (invited paper), July 1986. [8] Andrew Begel and Nachiappan Nagappan, Usage and Perceptions of Agile Software Development in an Industrial Context: An Exploratory Study, MiIEEE Computer Society MSR-TR-2007-09, no. 2007): 10. [9] Ming Huo, June Verner, Muhammad Ali Babar, and Liming Zhu, How does agility ensure quality? , IEEE Seminar Digests 2004, (2004):36. [10] Jan Chong, Robert Plummer, Larry Leifer, Scott R. Klemmer, and George Toye. Pair Programming: When and Why it Works, In Proceedings of Psychology of Programming Interest Group 2005 Workshop, Brighton, UK, June 2005. [11] Glaser, Barney G, Strauss, and Anselm L. , The Discovery of Grounded Theory: Strategies for Qualitative Research, Aldine Publishing Company, Chicago, 1967.