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  • work question how to start working as a programmer what do i need!

    - by giorgo
    Hi i am learning java and php i have some projects from uni.(Gui,s in java with mysql and a web application in php with mysql ++ more things like this.) i have started learning mvc struts spring and i also lerning php +zend +++++ more stuff etc....you can't learn everything!!!!!!!!!!!!!!!!!!!!!!! I would like to ask how can i find a job as a programmer-software eng because i have send my cv in many companys but all of them said me that i need work expirience. How All of you started your programming expirience. Did you make some projects and send them did you you have somebody that help you ...??? i am totaly alone i do everything by my self. can anyone answer this?everybody starts from somewhere but what if this somewhere don't come?what to do ?? how to start !!!!!!! Thanks

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  • Distributing requests to Selenium Grid RC's?

    - by intervigil
    I've got a situation here where I have a central selenium grid hub, and several RC's running on my gogrid account. When I access it to run tests, it basically queues all the incoming test requests and executes them serially on only one of the RC's, instead of spreading them out to use available RC's. The tests come from multiple projects, so I'm not looking to parallelize the tests themselves, just to split the requests that come from multiple projects across the multiple RC's. From everything I've read, it seems like selenium grid should be doing this already, yet I only see one RC used to run every single test. Is there something I'm missing?

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  • Game Objects Talking To Each Other

    - by PhilCK
    What is a good way of dealing with objects and having them talk to each other? Up until now all my games hobby/student have been small so this problem was generally solved in a rather ugly way, which lead to tight integration and circular dependencies. Which was fine for the size of projects I was doing. However my projects have been getting bigger in size and complexity and now I want to start re-using code, and making my head a simpler place. The main problem I have is generally along the lines of Player needs to know about the Map and so does the Enemy, this has usually descended into setting lots of pointers and having lots of dependencies, and this becomes a mess quickly. I have thought along the lines of a message style system. but I cant really see how this reduces the dependencies, as I would still be sending the pointers everywhere. Thanks. PS: I guess this has been discussed before, but I don't know what its called just the need I have.

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  • Can you have a web application project produce multiple DLLS?

    - by chris
    I have a VS 2008 web application project that is getting large. My structure looks like: - WebRoot - Common/ - Foo/ - Bar/ - Baz/ so I end up with a single Webroot.dll that contains the code for common, foo, bar, and baz. Is it possible to set it so that I end up with common/ in webroot.dll, and code in foo ends up in foo.dll, bar in bar.dll, etc? Update: A couple of suggestions to move some stuff into class libraries. We already have a dozen or so separate class library projects as part of the solution; Foo, Bar and Baz contain nothing but web forms and the associated code-behinds, so moving them into separate class library projects is not feasible.

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  • Class library modification / migration

    - by Clint
    I have 3 class libraries. A BBL, a DAL, and a DATA (about 15 datasets). Currently 4 [major] applications utilize the functionality in these DLL's. I'm rewriting one of those applications and I need to (1) Use some of the existing functionality in the libraries (2) Change some of it (3) Add new functionality (4) Add new datasets. I'm back and forth about the best way to do this, while keeping my risks at a minimum. Some thoughts.. 1) Use the existing projects and don't make any modifications, only additions 2) Make new libraries, bring over the code I can use, and make additions as needed 3) Implement partial classes in the existing projects Eventually all 4 applications will use the newest functionality, but it will be a slow migration; so the old code can't be depricated yet. Any thoughts?

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  • How to prevent unit test from using util from test project?

    - by calucier
    I am using eclipse and I have two projects, project1 and project1-test. Below is the example layout of my projects: project1 -src --my.package ----MyClass.java --my.package.util ----util.java project1-test -src --my.package ----MyClassTest.java --my.package.util ----util.java MyClass.java makes a static call to the util.java in project1. MyClassTests.java is testing MyClass.java. When the test class runs, it fails and complains that MyClass.java is referencing a method in util.java that doesn't exist. Under project1, the method being referenced exists in util.java but under project1-test, the method doesn't. When I run MyClassTests.java, the util.java that is being referenced from MyClass.java is from project1-test when it should be project1. Is there some way to make MyClass.java not reference util.java from project1-test when running MyClassTest.java?

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  • Compiling without setting up a project in NetBeans or Visual Studio

    - by aLostMonkey
    Hi, In short: is there a way to compile and run single file in NetBeans or Visual Studio without having to setup and tinker with projects? I'm currently using code::blocks as my IDE. It's fast and very simple: perfect for my needs as a begginner. I wanted to dive a little deeper and try out a more advanced IDE such as NetBeans or Visual Studio. It appears I have to mess with projects and have a setup that seems overkill for having to compile and run one very simple .c/.cpp source file that contains less than 50-100 lines of code etc. Is there a way around this?

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  • Java Package, Project , NoSuchMethod error

    - by hamam
    I have 2 projects linked and these 2 projects each have a package under them. XProject - XPackage - XClass - X1Method(); X2Method(); YProject - YPackage - YClass - Y1Method(); I'm trying to call X1 and X2 methods from Y1 Method. I can call X1 Method but when I call X2 method I get a runtime error (java.lang.NoSuchMethodError:) All methods are public and there is nothing wrong with method names. It is just nonsense to have one of them working while other is giving runtime errors. Any help would be appreciated. Thanks.

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  • XCode 3.2.5 Cocoa project modifies linked 3rd party dylib. Why?

    - by Barrie
    I'm linking a 3rd party dylib into a cocoa project. And I arrange for XCode to copy it into the Frameworks directory of the app. But when I cmp the original dylib with the dylib in Frameworks I discover the 3rd party dylib has been modified. I have some old XCode cocoa projects which don't do this, i.e. the dylib in Frameworks is the same as the original. I've tried modifying the XCode projects to isolate what is causing the dylib to be modified but so far no luck. Any ideas?

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  • jquery bind an event to a class, or something to the same effect?

    - by mna
    hi, I'd like to bind an event to a class, or any alternative to the redundant code I posted below. Any ideas? thanks, mna (function(){ $( "button", "body" ).button(); var submenu=false; $( "#about" ).click(function() { $( "#content" ).fadeOut(1000); $( "#content" ).load('about.html'); $( "#content" ).fadeIn(1000); }); $( "#community" ).click(function() { $( "#content" ).fadeOut(1000); $( "#content" ).load('community.html'); $( "#content" ).fadeIn(1000); }); $( "#store" ).click(function() { $( "#content" ).fadeOut(1000); $( "#content" ).load('store.html'); $( "#content" ).fadeIn(1000); }); $( "#projects" ).click(function() { $( "#content" ).fadeOut(1000); $( "#content" ).load('projects.html'); $( "#content" ).fadeIn(1000); }); });

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  • Related Models in Rails 3

    - by Jack
    Hi, I am just starting my first Rails 3 project and am having some difficulties. I have two related models, projects and clients. I have set up the relationships as has_many and belongs_to. However in my projects views I can only access the client_id of the project. I would like to access the client's name and other parameters. I am sure that previously in rails, I could just use project.client.name, but this is not working. Is there a new feature of Rails 3 that I have missed? Cheers

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  • How can I clone a .NET solution?

    - by tobinharris
    Starting new .NET projects always involves a bit of work. You have to create the solution, add projects for different tiers (Domain, DAL, Web, Test), set up references, solution structure, copy javascript files, css templates and master pages etc etc. What I'd like is an easy way of cloning any given solution. If you use copy/paste, the problem is that you need to then go through renaming namespaces, assembly names, solution names, GUIDs etc. Is there a way of automating this? Something like this would be great: solutionclone.exe --solution=c:\code\abc\template.sln --to=c:\code\xyz --newname=MySolution I'm aware that Visual Studio has project templates, but I've not seen solution templates. Ideas welcome, thanks in advance folks!

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  • Is SubSonic dying

    - by JimBobBillyBoy
    I'm real interested in using SubSonic, I've downloaded it and I'm enjoying it so far, but looking at the activity on github and googlegroups it doesn't seem to be very active and looks a lot like a project that's dying. There's no videos about it on tekpub and Rob seems to be using nHibernate for all his projects these days. I don't want to focus on learning SubSonic and integrating it into my projects if it's not going to live much longer. So my question is what's happening with subsonic development, is there a new release imminent is there lots going on behind the scenes or is it as inactive as it seems?

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  • Apache config that uses two document roots based on whether the requested resource exists in the first

    - by mattalexx
    Background I have a client site that consists of a CakePHP installation and a Magento installation: /web/example.com/ /web/example.com/app/ <== CakePHP /web/example.com/app/webroot/ <== DocumentRoot /web/example.com/app/webroot/store/ <== Magento /web/example.com/config/ <== Site-wide config /web/example.com/vendors/ <== Site-wide libraries The server runs Apache 2.2.3. The problem The whole company has FTP access and got used to clogging up the /web/example.com/, /web/example.com/app/webroot/, and /web/example.com/app/webroot/store/ directories with their own files. Sometimes these files need HTTP access and sometimes they don't. In any case, this mess makes my job harder when it comes to maintaining the site. Code merges, tarring the live code, etc, is very complicated and usually requires a bunch of filters. Abandoned solution At first, I thought I would set up a new subdomain on the same server, move all of their files there, and change their FTP chroot. But that wouldn't work for these reasons: Firstly, I have no idea (and neither do they remember) what marketing materials they've sent out that contain URLs to certain resources they've uploaded to the server, using the main domain, and also using abstract subdomains that use the main virtual host because it has ServerAlias *.example.com. So suddenly having them only use static.example.com isn't feasible. Secondly, The PHP scripts in their projects are potentially very non-portable. I want their files to stay in as similar an environment as they were built as I can. Also, I do not want to debug their code to make it portable. Half-baked solution After some thought, I decided to find a way to section off the actual website files into another directory that they would not touch. The company's uploaded files would stay where they were. This would ensure that I didn't break any of their projects that needed HTTP access. It would look something like this: /web/example.com/ <== A bunch of their files are in here /web/example.com/app/webroot/ <== 1st DocumentRoot; A bunch of their files are in here /web/example.com/app/webroot/store/ <== Some more are in here /web/example.com/site/ <== New dir; Contains only site files /web/example.com/site/app/ <== CakePHP /web/example.com/site/app/webroot/ <== 2nd DocumentRoot /web/example.com/site/app/webroot/store/ <== Magento /web/example.com/site/config/ <== Site-wide config /web/example.com/site/vendors/ <== Site-wide libraries After I made this change, I would not need to pay attention to anything except for the stuff within /web/example.com/site/ and my job would be a lot easier. I would be the only one changing stuff in there. So here's where the Apache magic would happen: I need an HTTP request to http://www.example.com/ to first use /web/example.com/app/webroot/ as the document root. If nothing is found (no miscellaneous uploaded company projects are found), try finding something within /web/example.com/site/app/webroot/. Another thing to keep in mind is, the site might have some problems if the $_SERVER['DOCUMENT_ROOT'] variable reads /web/example.com/app/webroot/ but the actual files are within /web/example.com/site/app/webroot/. It would be better if the DOCUMENT_ROOT environment variable could be /web/example.com/site/app/webroot/ for anything within the /web/example.com/site/app/webroot/ directory. Conclusion Is my half-baked solution possible with Apache 2.2.3? Is there a better way to solve this problem?

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  • Back from Teched US

    - by gsusx
    It's been a few weeks since I last blogged and, trust me, I am not happy about it :( I have been crazily busy with some of our projects at Tellago which you are going to hear more about in the upcoming weeks :) I was so busy that I didn't even have time to blog about my sessions at Teched US last week. This year I ended up presenting three sessions on three different tracks: BIE403 | Real-Time Business Intelligence with Microsoft SQL Server 2008 R2 Session Type: Breakout Session Real-time business...(read more)

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  • Scrum in 5 Minutes

    - by Stephen.Walther
    The goal of this blog entry is to explain the basic concepts of Scrum in less than five minutes. You learn how Scrum can help a team of developers to successfully complete a complex software project. Product Backlog and the Product Owner Imagine that you are part of a team which needs to create a new website – for example, an e-commerce website. You have an overwhelming amount of work to do. You need to build (or possibly buy) a shopping cart, install an SSL certificate, create a product catalog, create a Facebook page, and at least a hundred other things that you have not thought of yet. According to Scrum, the first thing you should do is create a list. Place the highest priority items at the top of the list and the lower priority items lower in the list. For example, creating the shopping cart and buying the domain name might be high priority items and creating a Facebook page might be a lower priority item. In Scrum, this list is called the Product Backlog. How do you prioritize the items in the Product Backlog? Different stakeholders in the project might have different priorities. Gary, your division VP, thinks that it is crucial that the e-commerce site has a mobile app. Sally, your direct manager, thinks taking advantage of new HTML5 features is much more important. Multiple people are pulling you in different directions. According to Scrum, it is important that you always designate one person, and only one person, as the Product Owner. The Product Owner is the person who decides what items should be added to the Product Backlog and the priority of the items in the Product Backlog. The Product Owner could be the customer who is paying the bills, the project manager who is responsible for delivering the project, or a customer representative. The critical point is that the Product Owner must always be a single person and that single person has absolute authority over the Product Backlog. Sprints and the Sprint Backlog So now the developer team has a prioritized list of items and they can start work. The team starts implementing the first item in the Backlog — the shopping cart — and the team is making good progress. Unfortunately, however, half-way through the work of implementing the shopping cart, the Product Owner changes his mind. The Product Owner decides that it is much more important to create the product catalog before the shopping cart. With some frustration, the team switches their developmental efforts to focus on implementing the product catalog. However, part way through completing this work, once again the Product Owner changes his mind about the highest priority item. Getting work done when priorities are constantly shifting is frustrating for the developer team and it results in lower productivity. At the same time, however, the Product Owner needs to have absolute authority over the priority of the items which need to get done. Scrum solves this conflict with the concept of Sprints. In Scrum, a developer team works in Sprints. At the beginning of a Sprint the developers and the Product Owner agree on the items from the backlog which they will complete during the Sprint. This subset of items from the Product Backlog becomes the Sprint Backlog. During the Sprint, the Product Owner is not allowed to change the items in the Sprint Backlog. In other words, the Product Owner cannot shift priorities on the developer team during the Sprint. Different teams use Sprints of different lengths such as one month Sprints, two-week Sprints, and one week Sprints. For high-stress, time critical projects, teams typically choose shorter sprints such as one week sprints. For more mature projects, longer one month sprints might be more appropriate. A team can pick whatever Sprint length makes sense for them just as long as the team is consistent. You should pick a Sprint length and stick with it. Daily Scrum During a Sprint, the developer team needs to have meetings to coordinate their work on completing the items in the Sprint Backlog. For example, the team needs to discuss who is working on what and whether any blocking issues have been discovered. Developers hate meetings (well, sane developers hate meetings). Meetings take developers away from their work of actually implementing stuff as opposed to talking about implementing stuff. However, a developer team which never has meetings and never coordinates their work also has problems. For example, Fred might get stuck on a programming problem for days and never reach out for help even though Tom (who sits in the cubicle next to him) has already solved the very same problem. Or, both Ted and Fred might have started working on the same item from the Sprint Backlog at the same time. In Scrum, these conflicting needs – limiting meetings but enabling team coordination – are resolved with the idea of the Daily Scrum. The Daily Scrum is a meeting for coordinating the work of the developer team which happens once a day. To keep the meeting short, each developer answers only the following three questions: 1. What have you done since yesterday? 2. What do you plan to do today? 3. Any impediments in your way? During the Daily Scrum, developers are not allowed to talk about issues with their cat, do demos of their latest work, or tell heroic stories of programming problems overcome. The meeting must be kept short — typically about 15 minutes. Issues which come up during the Daily Scrum should be discussed in separate meetings which do not involve the whole developer team. Stories and Tasks Items in the Product or Sprint Backlog – such as building a shopping cart or creating a Facebook page – are often referred to as User Stories or Stories. The Stories are created by the Product Owner and should represent some business need. Unlike the Product Owner, the developer team needs to think about how a Story should be implemented. At the beginning of a Sprint, the developer team takes the Stories from the Sprint Backlog and breaks the stories into tasks. For example, the developer team might take the Create a Shopping Cart story and break it into the following tasks: · Enable users to add and remote items from shopping cart · Persist the shopping cart to database between visits · Redirect user to checkout page when Checkout button is clicked During the Daily Scrum, members of the developer team volunteer to complete the tasks required to implement the next Story in the Sprint Backlog. When a developer talks about what he did yesterday or plans to do tomorrow then the developer should be referring to a task. Stories are owned by the Product Owner and a story is all about business value. In contrast, the tasks are owned by the developer team and a task is all about implementation details. A story might take several days or weeks to complete. A task is something which a developer can complete in less than a day. Some teams get lazy about breaking stories into tasks. Neglecting to break stories into tasks can lead to “Never Ending Stories” If you don’t break a story into tasks, then you can’t know how much of a story has actually been completed because you don’t have a clear idea about the implementation steps required to complete the story. Scrumboard During the Daily Scrum, the developer team uses a Scrumboard to coordinate their work. A Scrumboard contains a list of the stories for the current Sprint, the tasks associated with each Story, and the state of each task. The developer team uses the Scrumboard so everyone on the team can see, at a glance, what everyone is working on. As a developer works on a task, the task moves from state to state and the state of the task is updated on the Scrumboard. Common task states are ToDo, In Progress, and Done. Some teams include additional task states such as Needs Review or Needs Testing. Some teams use a physical Scrumboard. In that case, you use index cards to represent the stories and the tasks and you tack the index cards onto a physical board. Using a physical Scrumboard has several disadvantages. A physical Scrumboard does not work well with a distributed team – for example, it is hard to share the same physical Scrumboard between Boston and Seattle. Also, generating reports from a physical Scrumboard is more difficult than generating reports from an online Scrumboard. Estimating Stories and Tasks Stakeholders in a project, the people investing in a project, need to have an idea of how a project is progressing and when the project will be completed. For example, if you are investing in creating an e-commerce site, you need to know when the site can be launched. It is not enough to just say that “the project will be done when it is done” because the stakeholders almost certainly have a limited budget to devote to the project. The people investing in the project cannot determine the business value of the project unless they can have an estimate of how long it will take to complete the project. Developers hate to give estimates. The reason that developers hate to give estimates is that the estimates are almost always completely made up. For example, you really don’t know how long it takes to build a shopping cart until you finish building a shopping cart, and at that point, the estimate is no longer useful. The problem is that writing code is much more like Finding a Cure for Cancer than Building a Brick Wall. Building a brick wall is very straightforward. After you learn how to add one brick to a wall, you understand everything that is involved in adding a brick to a wall. There is no additional research required and no surprises. If, on the other hand, I assembled a team of scientists and asked them to find a cure for cancer, and estimate exactly how long it will take, they would have no idea. The problem is that there are too many unknowns. I don’t know how to cure cancer, I need to do a lot of research here, so I cannot even begin to estimate how long it will take. So developers hate to provide estimates, but the Product Owner and other product stakeholders, have a legitimate need for estimates. Scrum resolves this conflict by using the idea of Story Points. Different teams use different units to represent Story Points. For example, some teams use shirt sizes such as Small, Medium, Large, and X-Large. Some teams prefer to use Coffee Cup sizes such as Tall, Short, and Grande. Finally, some teams like to use numbers from the Fibonacci series. These alternative units are converted into a Story Point value. Regardless of the type of unit which you use to represent Story Points, the goal is the same. Instead of attempting to estimate a Story in hours (which is doomed to failure), you use a much less fine-grained measure of work. A developer team is much more likely to be able to estimate that a Story is Small or X-Large than the exact number of hours required to complete the story. So you can think of Story Points as a compromise between the needs of the Product Owner and the developer team. When a Sprint starts, the developer team devotes more time to thinking about the Stories in a Sprint and the developer team breaks the Stories into Tasks. In Scrum, you estimate the work required to complete a Story by using Story Points and you estimate the work required to complete a task by using hours. The difference between Stories and Tasks is that you don’t create a task until you are just about ready to start working on a task. A task is something that you should be able to create within a day, so you have a much better chance of providing an accurate estimate of the work required to complete a task than a story. Burndown Charts In Scrum, you use Burndown charts to represent the remaining work on a project. You use Release Burndown charts to represent the overall remaining work for a project and you use Sprint Burndown charts to represent the overall remaining work for a particular Sprint. You create a Release Burndown chart by calculating the remaining number of uncompleted Story Points for the entire Product Backlog every day. The vertical axis represents Story Points and the horizontal axis represents time. A Sprint Burndown chart is similar to a Release Burndown chart, but it focuses on the remaining work for a particular Sprint. There are two different types of Sprint Burndown charts. You can either represent the remaining work in a Sprint with Story Points or with task hours (the following image, taken from Wikipedia, uses hours). When each Product Backlog Story is completed, the Release Burndown chart slopes down. When each Story or task is completed, the Sprint Burndown chart slopes down. Burndown charts typically do not always slope down over time. As new work is added to the Product Backlog, the Release Burndown chart slopes up. If new tasks are discovered during a Sprint, the Sprint Burndown chart will also slope up. The purpose of a Burndown chart is to give you a way to track team progress over time. If, halfway through a Sprint, the Sprint Burndown chart is still climbing a hill then you know that you are in trouble. Team Velocity Stakeholders in a project always want more work done faster. For example, the Product Owner for the e-commerce site wants the website to launch before tomorrow. Developers tend to be overly optimistic. Rarely do developers acknowledge the physical limitations of reality. So Project stakeholders and the developer team often collude to delude themselves about how much work can be done and how quickly. Too many software projects begin in a state of optimism and end in frustration as deadlines zoom by. In Scrum, this problem is overcome by calculating a number called the Team Velocity. The Team Velocity is a measure of the average number of Story Points which a team has completed in previous Sprints. Knowing the Team Velocity is important during the Sprint Planning meeting when the Product Owner and the developer team work together to determine the number of stories which can be completed in the next Sprint. If you know the Team Velocity then you can avoid committing to do more work than the team has been able to accomplish in the past, and your team is much more likely to complete all of the work required for the next Sprint. Scrum Master There are three roles in Scrum: the Product Owner, the developer team, and the Scrum Master. I’v e already discussed the Product Owner. The Product Owner is the one and only person who maintains the Product Backlog and prioritizes the stories. I’ve also described the role of the developer team. The members of the developer team do the work of implementing the stories by breaking the stories into tasks. The final role, which I have not discussed, is the role of the Scrum Master. The Scrum Master is responsible for ensuring that the team is following the Scrum process. For example, the Scrum Master is responsible for making sure that there is a Daily Scrum meeting and that everyone answers the standard three questions. The Scrum Master is also responsible for removing (non-technical) impediments which the team might encounter. For example, if the team cannot start work until everyone installs the latest version of Microsoft Visual Studio then the Scrum Master has the responsibility of working with management to get the latest version of Visual Studio as quickly as possible. The Scrum Master can be a member of the developer team. Furthermore, different people can take on the role of the Scrum Master over time. The Scrum Master, however, cannot be the same person as the Product Owner. Using SonicAgile SonicAgile (SonicAgile.com) is an online tool which you can use to manage your projects using Scrum. You can use the SonicAgile Product Backlog to create a prioritized list of stories. You can estimate the size of the Stories using different Story Point units such as Shirt Sizes and Coffee Cup sizes. You can use SonicAgile during the Sprint Planning meeting to select the Stories that you want to complete during a particular Sprint. You can configure Sprints to be any length of time. SonicAgile calculates Team Velocity automatically and displays a warning when you add too many stories to a Sprint. In other words, it warns you when it thinks you are overcommitting in a Sprint. SonicAgile also includes a Scrumboard which displays the list of Stories selected for a Sprint and the tasks associated with each story. You can drag tasks from one task state to another. Finally, SonicAgile enables you to generate Release Burndown and Sprint Burndown charts. You can use these charts to view the progress of your team. To learn more about SonicAgile, visit SonicAgile.com. Summary In this post, I described many of the basic concepts of Scrum. You learned how a Product Owner uses a Product Backlog to create a prioritized list of tasks. I explained why work is completed in Sprints so the developer team can be more productive. I also explained how a developer team uses the daily scrum to coordinate their work. You learned how the developer team uses a Scrumboard to see, at a glance, who is working on what and the state of each task. I also discussed Burndown charts. You learned how you can use both Release and Sprint Burndown charts to track team progress in completing a project. Finally, I described the crucial role of the Scrum Master – the person who is responsible for ensuring that the rules of Scrum are being followed. My goal was not to describe all of the concepts of Scrum. This post was intended to be an introductory overview. For a comprehensive explanation of Scrum, I recommend reading Ken Schwaber’s book Agile Project Management with Scrum: http://www.amazon.com/Agile-Project-Management-Microsoft-Professional/dp/073561993X/ref=la_B001H6ODMC_1_1?ie=UTF8&qid=1345224000&sr=1-1

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  • Daily tech links for .net and related technologies - Apr 26-28, 2010

    - by SanjeevAgarwal
    Daily tech links for .net and related technologies - Apr 26-28, 2010 Web Development MVC: Unit Testing Action Filters - Donn ASP.NET MVC 2: Ninja Black Belt Tips - Scott Hanselman Turn on Compile-time View Checking for ASP.NET MVC Projects in TFS Build 2010 - Jim Lamb Web Design List of 25+ New tags introduced in HTML 5 - techfreakstuff 15 CSS Habits to Develop for Frustration-Free Coding - noupe Silverlight, WPF & RIA Essential Silverlight and WPF Skills: The UI Thread, Dispatchers, Background...(read more)

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  • c++ ide & tools with clang integration

    - by lurscher
    recently i read this blog about google integrating clang parser into their code analysis tools This is something in which c++ is at least a decade behind other languages like java, but now that llvm-clang is almost c++ iso-ready, i think its possible for c++ code analysis tools to begin using the c++ parser effectively, since it has been designed from the ground up precisely for this so i'm wondering if there are existing open source or known commercial projects taking this path, integrating with clang to provide higher-level analysis tools?

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  • TinyFluidGrid – a clean and lightweight css framework

    - by Guy Harwood
    I've been using the 960 Grid system for a while on some of my personal projects and if like me you are no css ninja its convenient for sidestepping the usual nightmare of a good cross browser layout, and allows you to move on to the nitty gritty code and functionality. I just stumbled across a new layout generator that looks rather snazzy and has the functionality to back it up.  TinyFluidGrid generates exactly that – a tiny fluid grid! Worth a look.

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