Search Results

Search found 5335 results on 214 pages for 'agile processes'.

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

Page 10/214 | < Previous Page | 6 7 8 9 10 11 12 13 14 15 16 17  | Next Page >

  • How do you remind your Scrum Product Owner about his promises/actions?

    - by Felix Ogg
    ** EDIT: Rephrased the question to re-focus ** Our Scrum team meets as seldomly as possible, but we meet with the product owner every chance we get. We track everyone's agreed action points (particularly theirs). We are 100% agile, but our product owner lives in traditional world, we remain off-site. We facilitate him in crossing over to our fast-paced world. There's not much wrong. The team and the PO are in good spirits. PO is present at every meeting and positively energized. Just imagine this person as a 70 year old, slow grandpa, who is forgetful, yet kind. In reality he isn't, but he is used to a working environment (public servants) that is much slooooower. Manyana-manyana etc. It is frustrating for my team to cooperate: PO lives in a non-prioritized environment, and everyone in it has learned the productivity-technique of NGTD (Not Getting Things Done). He WANTS to, it's just that he forgets or 'sinks' somewhere along the away. We have experimented with a text file, maintained by the Scrum master (low-tech), which he broadcasts by e-mail every day JIRA, our issue tracker. Turns out this is nice for programmers, but too steep for 'regular people' I Googled for Issue tracking webtools but came up empty handed: All tools are aimed at IT issue tracking, instead of meeting action point tracking/planning for mere mortals. I did find TODO-lists like RememberTheMilk, but they don't track comments, and - to be honest - I doubt we could get our product owner to use it (too complicated). We have three requirements: Register action points, assign to a team member and a deadline Offer anyone to 'comment' on progress of any action point Do not build our own tool from scratch We do not need: - impressive authorization models, - multi-project, - workflow, - crosslinking. Is there any trick/tool you use to assist your product owner 'fly' like the rest of the rest of the team? Communication before tools I agree with the general consensus that one should not try to apply technology to a communication problem, however in this case I am merely looking for a tool to save me time in setting up prioritized lists. I found www.thymer.com today, may be what I am looking for. The guys are cool. It is getting rather feature-bloated though.

    Read the article

  • How should I host our scalable worker processes?

    - by Pieter Breed
    We are designing a new architecture for an enterprise business. The principles we've followed so far is not to develop what you can (possible buy and) deploy, ie, don't reinvent any wheels. In this way we've decided on CQRS, RabbitMQ, Riak and a bunch of other things. We still need to write /some/ business code though and these will be in the form of worker processes, which will consume commands from a message queue and after any side-effects, produce events onto another message queue. The idea behind this is that via the competing-consumers design we will have a scalable design right out of the box. One option is of writing a management infrastructure that will know how to: deploy code instantiate processes kill processes update configuration etc IE provide fault tolerance and scalability. Also, this is exactly what something like GAE and Heroku does for you, but in a public setting and in our organization, public is bad. My question is, is there an out-of-the-box solution that we can use to host our consumers in? Like a private cloud or private platform-as-a-service. Private Heroku or GAE. Is there some kind of software or software product with which we can do all of these things and thereby get scalability and fault tolerance over our consumers?

    Read the article

  • Technically why is processes in Erlang more efficient than OS threads?

    - by Jonas
    Spawning processes seam to be much more efficient in Erlang than starting new threads using the OS (i.e. by using Java or C). Erlang spawns thousands and millions of processes in a short period of time. I know that they are different since Erlang do per process GC and processes in Erlang are implemented the same way on all platforms which isn't the case with OS threads. But I don't fully understand technically why Erlang processes are so much more efficient and has much smaller memory footprint per process. Both the OS and Erlang VM has to do scheduling, context switches and keep track of the values in the registers and so on... Simply why isn't OS threads implemented in the same way as processes in Erlang? Does it have to support something more? and why does it need a bigger memory footprint? Technically why is processes in Erlang more efficient than OS threads? And why can't threads in the OS be implemented and managed in the same efficient way?

    Read the article

  • tfs 2010 RC Agile Process template update New Task progress report

    Maybe my next post will just be about why I am so excited and impressed with the out of the box templates.  But, for this first blog with my new focus, I thought I would just walk through the process I went through to create a task progress report (to enhance the out of the box Agile template). So, I started with the MSF for Agile Development 5.0 RC template.  After reviewing the template, I came away pretty excited about many of the new reports.  I am especially excited about the reporting services reports.  The big advantage I see here is that these are querying the Warehouse directly instead of the Analysis Services Cube which means that they are much closer to real-time which I find very important for reports like Burndown and task status.  One report that I focused on right away was the User Story Progress Report.  An overview is shown below: This report is very useful, but a lot of our internal managers really prefer to manage at the task level and either dont have stories in TFS or would like to view this type of report for tasks in addition to the User Stories.  So, what did I do? Step 1: Download the Agile Template In VS 2010 RC, open Process Template Manager from Team->Team Project Collection Settings.  Download the MSF for Agile Development template to your local file system.  A project template is a folder of xml files.  There is a ProcessTemplate.xml in the root and then a bunch of directories for things like Work Item Definitions and Queries, Reports, Shared Documents and Source Control Settings.  Step 2: Copy the folder My plan here is to make a new template with all of my modifications.  You can also just enhance update the MSF template.  However, I think it is cleaner when you start making modifications to make your own template.  So, copy the folder and name it with your new template name. Step 3: Change Template Name Open ProcessTemplate.xml and change the <name> of the template. Step 4: Copy the rdl of the Report you want to use a starting point In my case, I copied Stories Progress.rdl and named the file Task Progress Breakdown.rdl.  I reviewed the requirements for the new report with some of the users here and came up with this plan.  Should show tasks and be expandable to show subtasks.  Should add Assigned To and Estimated Finish Date as 2 extra columns. Step 5: Walkthrough the existing report to understand how it works The main thing that I do here is try to get the sql to run in SQL Management Studio.  So, I can walkthrough the process of building up the data for the report. After analyzing this particular report I found a couple of very useful things.  One, this report is already built to display subtasks if I just flip the IncludeTasks flag to 1.  So, if you are using Stories and have tasks assigned to each story.  This might give you everything you want.  For my purposes, I did make that change to the Stories Progress report as I find it to be a more useful report to be able to see the tasks that comprise each story.  But, I still wanted a task only version with the additional fields. Step 6: Update the report definition I tend to work on rdl in visual studio directly as xml.  Especially when I am just altering an existing report, I find it easier than trying to deal with the BI Studio designer.  For my report I made the following changes. Updated Fields Removed Stack Rank and Replaced with Priority since we dont use Stack Rank Added FinishDate and AssignedTo Changed the root deliverable SQL to pull @tasks instead of @deliverablecategory and added a join CurrentWorkItemView for FinishDate and Assigned to SELECT cwi.[System_Id] AS ID FROM [CurrentWorkItemView] cwi             WHERE cwi.[System_WorkItemType] IN (@Task)             AND cwi.[ProjectNodeGUID] = @ProjectGuid SELECT lh.SourceWorkItemID AS ID FROM FactWorkItemLinkHistory lh             INNER JOIN [CurrentWorkItemView] cwi ON lh.TargetWorkItemID = cwi.[System_Id]             WHERE lh.WorkItemLinkTypeSK = @ParentWorkItemLinkTypeSK                 AND lh.RemovedDate = CONVERT(DATETIME, '9999', 126)                 AND lh.TeamProjectCollectionSK = @TeamProjectCollectionSK                 AND cwi.[System_WorkItemType] NOT IN (@DeliverableCategory) Added AssignedTo and FinishDate columns to the @Rollups table Added two columns to the table used for column headers <Tablix Name="ProgressTable">         <TablixBody>           <TablixColumns>             <TablixColumn>               <Width>2.7625in</Width>             </TablixColumn>             <TablixColumn>               <Width>0.5125in</Width>             </TablixColumn>             <TablixColumn>               <Width>3.4625in</Width>             </TablixColumn>             <TablixColumn>               <Width>0.7625in</Width>             </TablixColumn>             <TablixColumn>               <Width>1.25in</Width>             </TablixColumn>             <TablixColumn>               <Width>1.25in</Width>             </TablixColumn>           </TablixColumns> Added Cells for the two new headers Added Cells to the data table to include the two new values (Assigned to & Finish Date) Changed a bunch of widths that would change the format of the report to display landscape and have room for the two additional columns Set the Value of the IncludeTasks Parameter to 1 <ReportParameter Name="IncludeTasks">       <DataType>Integer</DataType>       <DefaultValue>         <Values>           <Value>=1</Value>         </Values>       </DefaultValue>       <Prompt>IncludeTasks</Prompt>       <Hidden>true</Hidden>     </ReportParameter> Change a few descriptions on how the report should be used This is the resulting report I have attached the final rdl. Step 7: Update ReportTasks.xml Last step before the template is ready for use is to update the reportTasks.xml file in the reports folder.  This file defines the reports that are available in the template.           <report name="Task Progress Breakdown" filename="Reports\Task Progress Breakdown.rdl" folder="Project Management" cacheExpiration="30">             <parameters>               <parameter name="ExplicitProject" value="" />             </parameters>             <datasources>               <reference name="/Tfs2010ReportDS" dsname="TfsReportDS" />             </datasources>           </report> Step 8: Upload the template Open the process Template Manager just like Step 1.  And upload the new template. Thats it.  One other note, if you want to add this report to existing team project you will have to go into reportmanager (the reporting services portal) and upload the rdl to that projects directory.Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

    Read the article

  • New TFS Template Available - "Agile Dev in a Waterfall Environment"–GovDev

    - by Hosam Kamel
      Microsoft Team Foundation Server (TFS) 2010 is the collaboration platform at the core of Microsoft’s application lifecycle management solution. In addition to core features like source control, build automation and work-item tracking, TFS enables teams to align projects with industry processes such as Agile, Scrum and CMMi via the use of customable XML Process Templates. Since 2005, TFS has been a welcomed addition to the Microsoft developer tool line-up by Government Agencies of all sizes and missions. However, many government development teams consistently struggle with leveraging an iterative development process all while providing the structure, visibility and status reporting that is required by many Government, waterfall-centric, project methodologies. GovDev is an open source, TFS Process Template that combines the formality of CMMi/Waterfall with the flexibility of Agile/Iterative: The GovDev for TFS Accelerator also implements two new custom reports to support the customized process and provide the real-time visibility across the lifecycle with full traceability and drill down to tasks, tests and code: The TFS Accelerator contains: A custom TFS process template that implements a requirements centric, yet iterative process with extreme traceability throughout the lifecycle. A custom “Requirements Traceability Report” that provides a single view of traceability for the project.   Within the Traceability Report, you can also view live status indicators and “click-through” to the individual assets (even changesets). A custom report that focuses on “Contributions by Team Member” tracking things like “number of check-ins” and “Net lines added”.  Fully integrated documentation on the entire process and features. For a 45min demo of GovDev, visit: https://msevents.microsoft.com/CUI/EventDetail.aspx?EventID=1032508359&culture=en-us Download it from Codeplex here.     Originally posted at "Hosam Kamel| Developer & Platform Evangelist" http://blogs.msdn.com/hkamel

    Read the article

  • What does it mean to be agile?

    - by JD01
    We have a project that everyone says we will be doing in a agile way but I doubt we have clearly understood what agile is. In previous projects we had planning meetings, then defined the product back log and allocated the work to developers in 2 to 3 week sprints. Every morning we had scrum meetings (which seemed to go on for 1/2 an hour each time) and each developer got on with it after that. Hardly anyone wrote any tests until at the end of sprint and work that was not completed was added on to the next sprint. Developers hardly spoke to each other and there was no TDD involved in development. In fact most developers had a spec at the start and just got on with it for the 2 or 3 weeks the sprint was arranged for. There was hardly any communication with the client/stake holder. QA got involved usually a few months later and by then we found missing requirements which further increased the amount of work we had to do. Clearly there was no feedback loop. So my question is, where did we go wrong and how can I prevent the team from making the same mistakes.

    Read the article

  • Connecting People, Processes, and Content: An Online Event

    - by Brian Dirking
    This morning we announced a new online event, “Transform Your Business by Connecting People, Processes, and Content.” At this event you will learn how an integrated approach to business process management (BPM), portals, content management, and collaboration can help you make more accurate and timely decisions based on the collective knowledge across your organization. But more than that, this event will focus on how customers have been successful transforming to a social enterprise. We’ve blogged about a few of the in the past few weeks – Balfour Beatty, New Look, Texas A&M. This event will give you an opportunity to learn about other customers and their successes, as well as an opportunity to: Watch Oracle executives participate in a roundtable discussion on the state of the social enterprise Hear industry experts discuss best practices and case studies of leveraging BPM, portals, and content management to transform and improve business processes Engage the experts by having your questions answered in real time Register today and learn how Oracle Fusion Middleware provides the most complete, open, integrated, and best-of-breed solution in the industry for transforming your business.

    Read the article

  • MySQLwith mutiple threads and processes

    - by Abhan
    I'm developing a telecom messaging platform in C, and I'm going to need multiple processes to be working with MySQL DB. How can I make two processes read/write to/from a Mysql DB and, if/when one of them goes down, get the other to seamlessly take over the work until the dead process gets back to work? I was thinking/googling some options and am stuck in place where I don't know which one to choose. What I think so far is that table lock is not the best option to go for, as it will stall the other process until the table is unlocked. The other option is to use row-level locks or manual locks, but I can't find the best way to do it.

    Read the article

  • Mulitple processes aware of each other

    - by Abhan
    Hope you can help me with this, I've searched a lot and I got really confused of what to do here. I'm building a program in C and I need to run it multiple time as I need. So it's going to be like below, process 1 handle all rows on DB table test where process_flag=1 process 2 handle all rows on DB table test where process_flag=2 process 3 handle all rows on DB table test where process_flag=3 and so on How can I make the processes aware of each other, so if process 3 goes down then processes 2 & 3 start working on process_flag=3?

    Read the article

  • MySQL with mutiple threads and processes

    - by Abhan
    I'm developing a telecom messaging platform in C, and I'm going to need multiple processes to be working with MySQL DB. How can I make two processes read/write to/from a Mysql DB and, if/when one of them goes down, get the other to seamlessly take over the work until the dead process gets back to work? I was thinking/googling some options and am stuck in place where I don't know which one to choose. What I think so far is that table lock is not the best option to go for, as it will stall the other process until the table is unlocked. The other option is to use row-level locks or manual locks, but I can't find the best way to do it.

    Read the article

  • Do background processes get a SIGHUP when logging off?

    - by Massimo
    This is a followup to this question. I've run some more tests; looks like it really doesn't matter if this is done at the physical console or via SSH, neither does this happen only with SCP; I also tested it with cat /dev/zero > /dev/null. The behaviour is exactly the same: Start a process in the background using & (or put it in background after it's started using CTRL-Z and bg); this is done without using nohup. Log off. Log on again. The process is still there, running happily, and is now a direct child of init. I can confirm both SCP and CAT quits immediately if sent a SIGHUP; I tested this using kill -HUP. So, it really looks like SIGHUP is not sent upon logoff, at least to background processes (can't test with a foreground one for obvious reasons). This happened to me initially with the service console of VMware ESX 3.5 (which is based on RedHat), but I was able to replicate it exactly on CentOS 5.4. The question is, again: shouldn't a SIGHUP be sent to processes, even if they're running in background, upon logging off? Why is this not happening? Edit I checked with strace, as per Kyle's answer. As I was expecting, the process doesn't get any signal when logging off from the shell where it was launched. This happens both when using the server's console and via SSH.

    Read the article

  • As an Agile Java developer, what should I be looking for when hiring a C++ developer?

    - by agoudzwaard
    I come from an effective team of Agile Java developers. We've had a lot of success in hiring more people like ourselves - people passionate about technology with experience primarily in the Agile Java/J2EE space. We're looking to hire our first C++ developer to serve as an on-shore resource for maintaining and adding to the C++ portion of our code base. Up until now the entirety of our C++ development has been done out of an off-shore location. We consider our interview process to be fairly thorough: A phone screen centered on Object-Oriented Programming and Java A non-trivial at-home code project using Java An in-person interview covering technical and behavioral competency We look for a demonstration of Agile best practices (expressive code, test-driven development, continuous integration) throughout the entire process, however there is a common conception that Agility is primarily practiced by Java developers. If we retrofit our interview process for C++, should we still expect Agile qualities when interviewing for a C++ role? I'm asking on behalf of a team that has worked with Java too long to know what a good C++ developer looks like. Specifically we're looking to answer the following questions: Can we expect a demonstrated understanding of OO design and Separation of Concerns? In the code project we want the candidate to write unit tests. Would a good C++ developer be surprised by this expectation? Are there any "extra" competencies we can look for? For example with Java developers we always look for a familiarity with Dependency Injection.

    Read the article

  • Does Extreme Programming Need Diagramming Tools?

    - by Ygam
    I have been experimenting with some concepts from XP, like the following: Pair Programming Test First Programming Incremental Deliveries Ruthless Refactoring So far so good until I had a major stump: How do I design my test cases when there aren't any code yet? From what basis do I have to design them? From simple assumptions? From the initial requirements? Or is this where UML diagrams and the "analysis phase" fits in? Just had to ask because in some XP books I've read, there was little to no discussion of any diagramming tool (there was one which suggested I come up with pseudocodes and some sort of a flowchart...but it did not help me in writing my tests)

    Read the article

  • How do you measure the value of your software?

    - by Mike
    Hi, One of the principles of agile is that you should measure working software: Working software is the primary measure of progress - 12 principles of Agile The thing is, while I can measure my software in terms of stories done, bugs squashed or the volume of defect reports decreasing, I'm stuck on how to measure the value of my software. If I use Mike Cohn as an example and his helping SalesForce.com deliver 500% more value to it's customers compared to the previous year* - how do I measure that increase? How do I measure where I am right now? Other metrics he uses are the number of features and the number of features per developer. This is something I could work out if my backlog was in good order and the stories were cut up by 'feature', but we're just starting out with Agile, so I need some way of working out what the value is we deliver now, then use a similar metric in say, six months, to see if we've increased our output. I've heard about measuring value of software by an uptick in revenue, or an increase in customer satisfaction (how would you measure that though?) but those increases could be attributed to anything in the company (sales, accounting, support) and not directly to the work my department is doing. So, how do you guys measure the value of your software and how did you start? Thanks, Mike *Succeeding With Agile - Mike Cohn

    Read the article

  • Spending a good fortune on a certificate holding Scrum Master or a Veteran XP coach?

    - by ashy_32bit
    There is a very prestigious company that delivers a well-sold software about financial systems. It has more that 20 years of history, and is staffed with about 20 programmers and much larger number of managerial staff. Dissatisfied customers have reported strange bugs and no one has a clue what is wrong, hard to read code, and customization is prohibitively expensive. In a word, the software is rotten. The company decided to spend a fortune and found the Agile thing as the remedy but they are stuck about what it is they need most urgently. Is it about the process or the developers or both? The challenge breaks down to the following options: They can hire a certificate holding Scrum Master to teach them Scrum. When asked about the value of doing it, the SM responded: "I will prepare them to embrace Agile and only then they can go Agile and save the product". They can as well hire a veteran XP coach. When posed with the same question he responded : "The most urgent problem is with the programmers and not the management, XP will save the product from rot and only then Scrum will make sense" Developers are far from capable of doing agile programming practices at the moment. No unit tests, no pair programmings, no CI (huh? what is it?) ... you get the idea. Some say they would be far better trying to improve their programming first (hire option 2) and then go with the process. Many say quite the opposite. Any insights ?

    Read the article

  • Agile - When does it work well, and when doesn't it?

    - by Randy Minder
    Our team is debating whether we want to become Agile or not. None of us are really fluent in Agile. I'd like some thoughts on when Agile works well, and when it doesn't? To give a little background, we are a small group of developers, six in total. We have far more work that we can handle. Our priorities change often. What is a high priority today, may not be tomorrow. We have many applications to create and maintain. If you need more information to answer this, please feel free to ask. Thanks.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

  • John Hitchcock of Pace Describes the Oracle Agile PLM Customer Experience

    John Hitchcock, Senior Manager of Configuration Management at Pace (formerly 2Wire, Inc.), sat down for an interview during Oracle's Innovation Summit with Kerrie Foy, Manager of PLM Product Marketing at Oracle. Learn why his organization upgraded to the latest version of Agile and expanded the footprint to achieve impressive savings and productivity gains across the global, networked product value-chain.

    Read the article

facebook twitter digg google delicious technorati stumbleupon myspace wordpress linkedin gmail igoogle windows live tumblr viadeo yahoo buzz yahoo mail yahoo bookmarks favorites email print

< Previous Page | 6 7 8 9 10 11 12 13 14 15 16 17  | Next Page >