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• Free training at Northwest Cadence

  - by Martin Hinshelwood

  Even though I have only been at Northwest Cadence for a short time I have already done so much. What I really wanted to do was let you guys know about a bunch of FREE training that NWC offers. These sessions are at a fantastic time for the UK as 9am PST (Seattle time) is around 5pm GMT. Its a fantastic way to finish off your Fridays and with the lack of love for developers in the UK set to continue I would love some of you guys to get some from the US instead. There are really two offerings. The first is something called Coffee talks that take you through an hours worth of detail in a specific category. Coffee Talks These coffee talks have some superb topics and you can get excellent interaction with the presenter as they are kind of informal. Date Day Time Topic Register Here 01/04/11 Tuesday 8:30AM – 9:30AM PST Real World Business and Technical Benefits of ALM with TFS 2010 150656 01/28/11 Friday 9:00AM - 10:00AM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152810 02/11/11 Friday 9:00AM - 10:00AM PST Visual Source Safe to Team Foundation Server 152844 02/25/11 Friday 2:00PM - 3:00PM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152816 03/11/11 Friday 9:00AM - 10:00AM PST Lab Manager The Ultimate “No More No Repro” Tool 152809 03/25/11 Friday 9:00AM - 10:00AM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152838 04/08/11 Friday 9:00AM - 10:00AM PST Visual Source Safe to Team Foundation Server 152846 04/22/11 Friday 9:00AM - 10:00AM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152839 05/06/11 Friday 2:00PM - 3:00PM PST Real World Business and Technical Benefits of ALM with TFS 2010 150657 05/20/11 Friday 9:00AM - 10:00AM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152842 06/03/11 Friday 9:00AM - 10:00AM PST Visual Source Safe to Team Foundation Server 152847 06/17/11 Friday 9:00AM - 10:00AM PST The Full Testing Experience Professional Quality Assurance with Visual Studio 2010 152843   ALM Training Engagement Program Microsoft has released a new program to bring free Visual Studio 2010 Training Sessions to select customers on Microsoft Visual Studio products and how Application Lifecycle Management (ALM) solutions can help drive greater business impact. For more details on this program, please see the process chart below.  To get started send an email to us; This training is paid for by Microsoft and you would need to commit to 4 sessions in order to get accepted into the program. So these have more hoops to jump through to get them, but the content is much more formal and centres around adoption.

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• Improving the speed of writing code in C#

  - by Robert Harvey

  Laugh if you want, but I used to develop substantial line-of-business applications in VB6, long before the .NET framework came along. Why, when I was your age, we used to walk two miles in the snow, uphill. Both ways... Love it or hate it, VB6 had a REPL-like feel, and a very rapid development cycle. I would like to know how to come closer to that process in C#. In VB6, I could write a function, execute it, debug it and have it fully functional in a few minutes. I am told this is how the Lisp crowd works. It's a very rapid-fire style of programming. In C# I write a function, then I write a unit test for that function (which is OK, I understand the value of that), then I right-click, run test, wait for the project to compile (takes about 10 seconds right now, which would be an eternity for a REPL loop), and get an exception. Honestly, this feels more like my junior college days, when I used to feed punch cards into a hopper and wait for a printout (exaggerating only slightly for effect). Additionally, my tendency nowadays is to make everything public while I'm testing it. Unit testing with private accessors works fine, but you can't trace through the code (unless, of course, I'm doing something wrong) while you're using them. So what I'd like to know is, what adjustments have you made to your development process in C# to streamline it, and make it possible to write and verify your code very rapidly?

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• Landed Cost Management Integration with OPM Financials

  - by Robert Story

  Upcoming WebcastTitle: Landed Cost Management Integration with OPM FinancialsDate: April 21, 2010 Time: 11:00 am EDT, 9:00 am PDT, 8:00 am MDT Product Family: EBS: Process Manufacturing Summary This one-hour session will present setup overview and detailed steps for a test case, and is recommended for functional users who are using OPM Financials module with an actual costing method. Topics will include: Overview on Landed Cost Management functionality Setup steps and a test case Some technical considerations Documentation and other reference materials available A short, live demonstration (only if applicable) and question and answer period will be included. Click here to register for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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• Adventures in Scrum: Lesson 1 &ndash; The failed Sprint

  - by Martin Hinshelwood

  I recently had a conversation with a product owner that wanted to have the Scrum team broken up into smaller units so that less time was wasted on the Scrum Ceremonies! Their complaint was around the need in Scrum to have the entire “Team” (7+-2) involved in the sizing of the work during the “Sprint Planning Meeting”.  The standard flippant answer of all Scrum professionals, “Well that's not Scrum”, does not get you any brownie points in these situations. The response could be “Well we are not doing Scrum then” which in turn leads to “We are doing Scrum…But, we have split the scrum team into units of 2/3 so that they can concentrate on a specific area of work”. While this may work, it is not Scrum and should not be called so… It is just a form of Agile. Don’t get me wrong at this stage, there is nothing wrong with Agile, just don’t call it Scrum. The reason that the Product Owner wants to do this is that, in effect, through a number of miscommunications and failings in our implementation of Scrum, there was NO unit of potentially Shippable software at the end of the first sprint. It does not matter to them that most Scrum teams will fail the first Sprint, even those that are high performing teams. Remember it is the product owners their money! We should NOT break up scrum teams into smaller units for the purpose of having less people tied up in the Scrum Ceremonies. The amount of backlog the Team selects is solely up to the Team… Only the Team can assess what it can accomplish over the upcoming Sprint. - Scrum Guide, Scrum.org The entire team must accept the work and in order to understand what they can accept they must be free to size it as a team. This both encourages common understanding and increases visibility on why team members think a task is of a particular size. This has the benefit of increasing the knowledge of the entire team in the problem domain. A new Team often first realizes that it will either sink or swim as a Team, not individually, in this meeting. The Team realizes that it must rely on itself. As it realizes this, it starts to self-organize to take on the characteristics and behaviour of a real Team. - Scrum Guide, Scrum.org This paragraph goes to the why of having the whole team at the meeting; The goal of Scrum it to produce a unit of potentially shippable software at the end of every Sprint. In order to achieve this we need high performing teams and this is what Scrum as a framework has been optimised to produce. I think that our Product Owner is understandably upset over loosing two weeks work and is losing sight the end goal of Scrum in the failures of the moment. As the man spending the money, I completely understand his perspective and I think that we should not have started Scrum on an internal project, but selected a customer  that is open to the ideas and complications of Scrum. So, what should we have NOT done on our first Scrum project: Should not have had 3 interns as the only on site resource – This lead to bad practices as the experienced guys were not there helping and correcting as they usually would. Should not have had the only experienced guys offsite – With both the experienced technical guys in completely different time zones it was difficult to get time for questions. Helping the guys on site was just plain impossible. Should not have used a part time ScrumMaster – Although the ScrumMaster attended all of the Ceremonies, because they are only in 2 full days of the week it makes it difficult for the team to raise impediments as they go. Should not have used a proxy product owner. – This was probably the worst decision that was made. Mainly because the proxy product owner did not have the same vision as the product owner. While Scrum does not explicitly reject the idea of a Proxy Product Owner, I do not think it works very well in practice. The “single wringable neck” needs to contain both the Money and the Vision as well as attending the required meetings. I will be brining all of these things up at the Sprint Retrospective and we will learn from our mistakes and move on. Do, Inspect then Adapt…   Technorati Tags: Scrum,Sprint Planing,Sprint Retrospective,Scrum.org,Scrum Guide,Scrum Ceremonies,Scrummaster,Product Owner Need Help? Professional Scrum Developer Training SSW has six Professional Scrum Developer Trainers who specialise in training your developers in implementing Scrum with Microsoft's Visual Studio ALM tools.

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• Privacy Protection in Oracle IRM 11g

  - by martin.abrahams

  Another innovation in Oracle IRM 11g is an in-built privacy policy challenge. By design, one of the many things that Oracle IRM does, of course, is collect audit information about how and where sealed documents are being used - user names, machine identifiers and so on. Many customers consider that this has privacy implications that the user should be invited to accept as a condition of service use - for the protection of both of the user and the service from avoidable controversy. So, in 11g IRM, when a new user connects to a server for the first time, they can expect to see the following privacy policy dialog. The dialog provides a configurable URL that the customer can use to publish the privacy policy for their IRM service. The policy might clarify what data is being collected and stored, what use that data might be put to, and so on as required by the service owner's legal advisers. In previous releases, you could construct an equivalent capability, and some customers did, but this innovation makes it much easier to do - you simply write a privacy policy and publish it as a web page for which the dialog automatically provides a link. This is another example of how Oracle IRM anticipates not just the security requirements of a customer, but also the broader requirements of service provisioning.

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• Big Visible Charts

  - by Robert May

  An important part of Agile is the concept of transparency and visibility. In proper functioning teams, stakeholders can look at any team at any time in the iteration or release and see how that team is doing by simply looking at what we call Big Visible Charts. If you’ve done Scrum, you’ve seen these charts. However, interpreting these charts can often be an art form. There are several different charts that can be useful. In this newsletter, I’ll focus on the Iteration Burndown and Cumulative Flow charts. I’ve included a copy of the spreadsheet that I used to create the charts, and if you don’t have a tool that creates them for you, you can use this spreadsheet to do so. Our preferred tool for managing Scrum projects is Rally. Rally creates all of these charts for you, saving you quite a bit of time. The Iteration Burndown and Cumulative Flow Charts This is the main chart that teams use. Although less useful to stakeholders, this chart is critical to the team and provides quite a bit of information to the team about how their iteration is going. Most charts are a combination of the charts below, so you may need to combine aspects of each section to understand what is happening in your iterations. Ideal Ah, isn’t that a pretty picture? Unfortunately, it’s also very unrealistic. I’ve seen iterations that come close to ideal, but never that match perfectly. If your iteration matches perfectly, chances are, someone is playing with the numbers. Reality is just too difficult to have a burndown chart that matches this exactly. Late Planning Iteration started, but the team didn’t. You can tell this by the fact that the real number of estimated hours didn’t appear until day two. In the cumulative flow, you can also see that nothing was defined in Day one and two. You want to avoid situations like this. You’ll note that the team had to burn faster than is ideal to meet the iteration because of the late planning. This often results in long weeks and days. Testing Starved Determining whether or not testing is starved is difficult without the cumulative flow. The pattern in the burndown could be nothing more that developers not completing stories early enough or could be caused by stories being too big. With the cumulative flow, however, you see that only small bites are in progress and stories were completed early, but testing didn’t start testing until the end of the iteration, and didn’t complete testing all stories in the iteration. When this happens, question whether or not your testing resources are sufficient for your team and whether or not acceptance is adequately defined. No Testing With this one, both graphs show the same thing; the team needs testers and testing! Without testing, what was completed cannot be verified to make sure that it is acceptable to the business. If you find yourself in this situation, review your testing practices and acceptance testing process and make changes today. Late Development With this situation, both graphs tell a story. In the top graph, you can see that the hours failed to burn down as quickly as the team expected. This could be caused by the team not correctly estimating their hours or the team could have had illness or some other issue that affected them. Often, when teams are tackling something that is more unknown, they’ll run into technical barriers that cause the burn down to happen slower than expected. In the cumulative flow graph, you can see that not much was completed in the first few days. This could be because of illness or technical barriers or simply poor estimation. Testing was able to keep up with everything that was completed, however. No Tool Updating When you see graphs that look like this, you can be assured that it’s because the team is not updating the tool that generates the graphs. Review your policy for when they are to update. On the teams that I run, I require that each team member updates the tool at least once daily. You should also check to see how well the team is breaking down stories into tasks. If they’re creating few large tasks, graphs can look similar to this. As a general rule, I never allow tasks, other than Unit Testing and Uncertainty, to be greater than eight hours in duration. Scope Increase I always encourage team members to enter in however much time they think they have left on a task, even if that means increasing the total amount of time left to do. You get a much better and more realistic picture this way. Increasing time remaining could explain the burndown graph, but by looking at the cumulative flow graph, we can see that stories were added to the iteration and scope was increased. Since planning should consume all of the hours in the iteration, this is almost always a bad thing. If the scope change happened late in the iteration and the hours remaining were well below the ideal burn, then increasing scope is probably o.k., but estimation needs to get better. However, with the charts above, that’s clearly not what happened and the team was required to do extra work to make the iteration. If you find this happening, your product owner and ScrumMasters need training. The team also needs to learn to say no. Scope Decrease Scope decreases are just as bad as scope increases. Usually, graphs above show that the team did a poor job of estimating their stories and part way through had to reduce scope to change the iteration. This will happen once in a while, but if you find it’s a pattern on your team, you need to re-evaluate planning. Some teams are hopelessly optimistic. In those cases, I’ll introduce a task I call “Uncertainty.” With Uncertainty, the team estimates how many hours they might need if things don’t go well with the tasks they’ve defined. They try to estimate things that could go poorly and increase the time appropriately. Having an Uncertainty task allows them to have a low and high estimate. Uncertainty should not just be an arbitrary buffer. It must correlate to real uncertainty in the tasks that have been defined. Stories are too Big Often, we see graphs like the ones above. Note that the burndown looks fairly good, other than the chunky acceptance of stories. However, when you look at cumulative flow, you can see that at one point, everything is in progress. This is a bad thing. When you see graphs like this, you’re in one of two states. You may just have a very small team and can only handle one or two stories in your iteration. If you have more than one or two people, then the most likely problem is that your stories are far too big. To combat this, break large high hour stories into smaller pieces that can be completed independently and accepted independently. If you don’t, you’ll likely be requiring your testers to do heroic things to complete testing on the last day of the iteration and you’re much more likely to have the entire iteration fail, because of the limited amount of things that can be completed. Summary There are other charts that can be useful when doing scrum. If you don’t have any big visible charts, you really need to evaluate your process and change. These charts can provide the team a wealth of information and help you write better software. If you have any questions about charts that you’re seeing on your team, contact me with a screen capture of the charts and I’ll tell you what I’m seeing in those charts. I always want this information to be useful, so please let me know if you have other questions. Technorati Tags: Agile

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• Time Passes

  - by Robert May

  It’s been half a year since my last post.  My how time flies.  My new years resolution is to post more frequently.  After a short stint at a local company, which shall remain nameless, I’m back at Veracity.  Overall, Veracity Solutions is one of the best companies I’ve worked for, and I’m relieved to be back. So, this year, I’m going to do the following on my blog: Finish the Agile posts I started (IN MAY!!!). Blog about some code for a logging helper to make debug logging easier. Blog some resharper snippets to help with logging. Blog a Unity Container helper to allow you to specify dependency mappings with attributes on interfaces. If I can accomplish all of those, I’ll have done well this year, and since I’ve put this out to the public, I’m accountable for it, right? Technorati Tags: Agile,logging

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• Wacom Bamboo CTH460L issues in Ubuntu 10.04

  - by Robert Smith

  I recently bought a Wacom Bamboo Pen & Touch CTH460L. I installed doctormo PPA, however, the pen functionality didn't work and the touch was very glitchy (when I touched it, it immediately double clicked and began to drag elements in the screen). I tried to configure it using the wacom-utility package in the Synaptic Package Manager (version 1.21-1) but that didn't work either. Then I followed this post (#621, written by aaaalex), and after some problems trying to restart Ubuntu (graphics related problems), the pen works fine (it could be better, though) but the touch functionality doesn't work anymore. Currently I have installed xserver-xorg-input-wacom (1:0.10.11-0ubuntu7), wacom-dkms (0.8.10.2-1ubuntu1) and wacom-utility. The Wacom Utility only displays an "options" field under "Wacom BambooPT 2FG 4X5" but no other option to configure it. What is the correct way to get this tablet working on Ubuntu 10.04?. By the way, currently I can't start Ubuntu properly when the tablet is connected (in that case, Ubuntu start in low graphics mode). I need to connect it later.

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• How can I fix the "TERM environment variable not set" warning in eclipse

  - by Robert

  I'm running ubuntu 12.04 LTS and working with eclipse (juno) on a c++ project. I keep getting "TERM environment variable not set" in the console while trying to run the program. I realize this means the variable needs to get set. My question is what should it be set to and how do I set it? I've read that it should be 'xterm' in a few places. So I added export TERM=xterm in my .profile and while eclipse stopped giving me the warning, instead it would output unreadable garbage everynow and then (not a side effect of the program). It did display the program output but intermixed were weird characters. This leads me to believe it's not 'xterm' I should be setting TERM to. Or I'm setting it in an incorrect way. Any help is appreciated. Sample output: **TERM environment variable not set.** Please make a selection ----------------------- 1. Create a budget 2. Edit a budget 3. Display a budget 4. Save a budget 5. Load a budget 6. Exit What is your selection: 1 **TERM environment variable not set.** Enter the name of your budget: etc The program continues to execute as expected but the message is highly annoying As someone has commented, I do use system("clear") which is likely the source of the warning? Either way, is this likely just an eclipse issue or something I can fix in ubuntu/linux

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• Programa Talleres FMW Junio 2010

  - by [email protected]

    PROGRAMA TALLERES FMW Junio 2010 Enterprise 2.0 TALLER FECHA LOCALIZACIÓN Gestion de Contenidos Web y Portales (UCM + WC Suite) 08/06/10 Madrid Digitalización (IPM) 09/06/10 Madrid Service Oriented Architecture (SOA) TALLER FECHA LOCALIZACIÓN Automatización de Procesos de Negocio con Oracle BPM 01/06/10 Madrid Oracle WebLogic 17/06/10 Madrid Inscribirse:

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• Extensible Metadata in Oracle IRM 11g

  - by martin.abrahams

  Another significant change in Oracle IRM 11g is that we now use XML to create the tamperproof header for each sealed document. This article explains what this means, and what benefit it offers. So, every sealed file has a metadata header that contains information about the document - its classification, its format, the user who sealed it, the name and URL of the IRM Server, and much more. The IRM Desktop and other IRM applications use this information to formulate the request for rights, as well as to enhance the user experience by exposing some of the metadata in the user interface. For example, in Windows explorer you can see some metadata exposed as properties of a sealed file and in the mouse-over tooltip. The following image shows 10g and 11g metadata side by side. As you can see, the 11g metadata is written as XML as opposed to the simple delimited text format used in 10g. So why does this matter? The key benefit of using XML is that it creates the opportunity for sealing applications to use custom metadata. This in turn creates the opportunity for custom classification models to be defined and enforced. Out of the box, the solution uses the context classification model, in which two particular pieces of metadata form the basis of rights evaluation - the context name and the document's item code. But a custom sealing application could use some other model entirely, enabling rights decisions to be evaluated on some other basis. The integration with Oracle Beehive is a great example of this. When a user adds a document to a Beehive workspace, that document can be automatically sealed with metadata that represents the Beehive security model rather than the context model. As a consequence, IRM can enforce the Beehive security model precisely and all rights configuration can actually be managed through the Beehive UI rather than the IRM UI. In this scenario, IRM simply supports the Beehive application, seamlessly extending Beehive security to all copies of workspace documents without any additional administration. Finally, I mentioned that the metadata header is tamperproof. This is obviously to stop a rogue user modifying the metadata with a view to gaining unauthorised access - reclassifying a board document to a less sensitive classifcation, for example. To prevent this, the header is digitally signed and can only be manipulated by a suitably authorised sealing application.

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• Setup & Usage of Document Sequencing in Oracle Receivables

  - by Robert Story

  Upcoming WebcastTitle: Setup & Usage of Document Sequencing in Oracle ReceivablesDate: May 20, 2010 Time: 11:00 am EDT Product Family: Receivables Community Summary Understanding Document Sequencing and how it can be used to generate document numbers in Oracle Receivables. This one-hour session is recommended for both technical and functional users. Topics will include: Review of important tablesRequired setup stepsUse of Oracle Diagnostics to review critical setupsHow to create gapless sequencesCommon Errors Troubleshooting Tips A short, live demonstration (only if applicable) and question and answer period will be included. Click here to register for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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• Guidance: How to layout you files for an Ideal Solution

  - by Martin Hinshelwood

  Creating a solution and having it maintainable over time is an art and not a science. I like being pedantic and having a place for everything, no matter how small. For setting up the Areas to run Multiple projects under one solution see my post on  When should I use Areas in TFS instead of Team Projects and for an explanation of branching see Guidance: A Branching strategy for Scrum Teams. Update 17th May 2010 – We are currently trialling running a single Sprint branch to improve our history. Whenever I setup a new Team Project I implement the basic version control structure. I put “readme.txt” files in the folder structure explaining the different levels, and a solution file called “[Client].[Product].sln” located at “$/[Client]/[Product]/DEV/Main” within version control. Developers should add any projects you need to create to that solution in the format “[Client].[Product].[ProductArea].[Assembly]” and they will automatically be picked up and built automatically when you setup Automated Builds using Team Foundation Build. All test projects need to be done using MSTest to get proper IDE and Team Foundation Build integration out-of-the-box and be named for the assembly that it is testing with a naming convention of “[Client].[Product].[ProductArea].[Assembly].Tests” Here is a description of the folder layout; this content should be replicated in readme files under version control in the relevant locations so that even developers new to the project can see how to do it. Figure: The Team Project level - at this level there should be a folder for each the products that you are building if you are using Areas correctly in TFS 2010. You should try very hard to avoided spaces as these things always end up in a URL eventually e.g. "Code Auditor" should be "CodeAuditor". Figure: Product Level - At this level there should be only 3 folders (DEV, RELESE and SAFE) all of which should be in capitals. These folders represent the three stages of your application production line. Each of them may contain multiple branches but this format leaves all of your branches at the same level. Figure: The DEV folder is where all of the Development branches reside. The DEV folder will contain the "Main" branch and all feature branches is they are being used. The DEV designation specifies that all code in every branch under this folder has not been released or made ready for release. And feature branches MUST merge (Forward Integrate) from Main and stabilise prior to merging (Reverse Integration) back down into Main and being decommissioned. Figure: In the Feature branching scenario only merges are allowed onto Main, no development can be done there. Once we have a mature product it is important that new features being developed in parallel are kept separate. This would most likely be used if we had more than one Scrum team working on a single product. Figure: when we are ready to do a release of our software we will create a release branch that is then stabilised prior to deployment. This protects the serviceability of of our released code allowing developers to fix bugs and re-release an existing version. Figure: All bugs found on a release are fixed on the release.  All bugs found in a release are fixed on the release and a new deployment is created. After the deployment is created the bug fixes are then merged (Reverse Integration) into the Main branch. We do this so that we separate out our development from our production ready code.  Figure: SAFE or RTM is a read only record of what you actually released. Labels are not immutable so are useless in this circumstance.  When we have completed stabilisation of the release branch and we are ready to deploy to production we create a read-only copy of the code for reference. In some cases this could be a regulatory concern, but in most cases it protects the company building the product from legal entanglements based on what you did or did not release. Figure: This allows us to reference any particular version of our application that was ever shipped.   In addition I am an advocate of having a single solution with all the Project folders directly under the “Trunk”/”Main” folder and using the full name for the project folders.. Figure: The ideal solution If you must have multiple solutions, because you need to use more than one version of Visual Studio, name the solutions “[Client].[Product][VSVersion].sln” and have it reside in the same folder as the other solution. This makes it easier for Automated build and improves the discoverability of your code and its dependencies. Send me your feedback!   Technorati Tags: VS ALM,VSTS Developing,VS 2010,VS 2008,TFS 2010,TFS 2008,TFBS

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• Cowboy Agile?

  - by Robert May

  In a previous post, I outlined the rules of Scrum.  This post details one of those rules. I’ve often heard similar phrases around Scrum that clue me in to someone who doesn’t understand Scrum.  The phrases go something like this: “We don’t do Agile because the idea of letting people just do whatever they want is wrong.  We believe in a more structured approach.” (i.e. Work is Prison, and I’m the Warden!) “I love Agile.  Agile lets us do whatever we want!” (Cowboy Agile?) “We’re Agile, but we use a process that I’ve created.” (Cowboy Agile?) All of those phrases have one thing in common:  The assumption that Agile, and I mean Scrum, lets you do whatever you want.  This is simply not true. Executing Scrum properly requires more dedication, rigor, and diligence than happens in most traditional development methods. Scrum and Waterfall Compared Since Scrum and Waterfall are two of the most commonly used methodologies, a little bit of contrasting and comparing is in order. Waterfall Scrum A project manager defines all tasks and then manages the tasks that team members are working on. The team members define the tasks and estimates of the stories for the current iteration.  Any team member may work on any task in the iteration. Usually only a few milestones that need to be met, the milestones are measured in months, and these milestones are expected to be missed.  Little work is ever done to improve estimates and poor estimators can hide behind high estimates. Stories must be delivered every iteration, milestones are measured in hours, and the team is expected to figure out why their estimates were wrong, even when they were under.  Repeated misses can get the entire team fired. Partially completed work is normal. Partially completed work doesn’t count. Nobody knows the task you’re working on. Everyone knows what you’re working on, whether or not you’re making progress and how much longer you think its going to take, in hours. Little requirement to show working code.  Prototypes are ok. Working code must be shown each iteration.  No smoke and mirrors allowed.  Testing is done in lengthy cycles at the end of development.  Developers aren’t held accountable. Testing is part of the team.  If the testers don’t accept the story as complete, the team can’t count it.  Complete means that the story’s functionality works as designed.  The team can’t have any open defects on the story. Velocity is rarely truly measured and difficult to evaluate. Velocity is integral to the process and can be seen at a glance and everyone in the company knows what it is. A business analyst writes requirements.  Designers mock up screens.  Developers hide behind “I did it just like the spec doc told me to and made the screen exactly like the picture” Developers are expected to collaborate in real time.  If a design is bad or lacks needed details, the developers are required to get it right in the iteration, because all software must be functional.  Designers and Business Analysts are part of the team and must do their work in iterations slightly ahead of the developers. Upper Management is often surprised.  “You told me things were going well two months ago!” Management receives updates at the end of every iteration showing them exactly what the team did and how that compares to what' is remaining in the backlog.  Managers know every iteration what their money is buying. Status meetings are rare or don’t occur.  Email is a primary form of communication. Teams coordinate every single day with each other and use other high bandwidth communication channels to make sure they’re making progress.  Email is used only as a last resort.  Instead, team members stand up, walk to each other, and talk, face to face.  If that’s not possible, they pick up the phone. IF someone asks what happened, its at the end of a lengthy development cycle measured in months, and nobody really knows why it happened. Someone asks what happened every iteration.  The team talks about what happened, and then adapts to make sure that what happened either never happens again or happens every time.   That’s probably enough for now.  As you can see, a lot is required of Scrum teams! One of the key differences in Scrum is that the burden for many activities is shifted to a group of people who share responsibility, instead of a single person having responsibility.  This is a very good thing, since small groups usually come up with better and more insightful work than single individuals.  This shift also results in better velocity.  Team members can take vacations and the rest of the team simply picks up the slack.  With Waterfall, if a key team member takes a vacation, delays can ensue. Scrum requires much more out of every team member and as a result, Scrum teams outperform non-Scrum teams working 60 hour weeks. Recommended Reading Everyone considering Scrum should read Mike Cohn’s excellent book, User Stories Applied. Technorati Tags: Agile,Scrum,Waterfall

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• Access Control and Accessibility in Oracle IRM 11g

  - by martin.abrahams

  A recurring theme you'll find throughout this blog is that IRM needs to balance security with usability and manageability. One of the innovations in Oracle IRM 11g typifies this, as we have introduced a new right that may be included in any role - Accessibility. When creating or modifying a role, you simply select Accessibility along with Open, Print, Edit or whatever rights you want to include in the role. You might, for example, have parallel roles of Reader and Reader with Accessibility and Contributor and Contributor with Accessibility. The effect of the Accessibility right is to relax some of the protection of content in use such that selected users can use accessibility tools. For example, a user with the Accessibility right would be able to use the screen magnification tool, which IRM would ordinarily prevent because it involves screen capture. This new right makes it easy for you to apply security to documents yet, subject to suitable approval processes, cater for the fact that a subset of users might be disproportionately inconvenienced by some of the normal usage constraints. Rather than make those users put up with the restrictions, or perhaps exempt them from using sealed documents altogether, this new right allows you to accommodate them in a controlled manner, and to balance security with corporate accessibility goals.

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• Hide email adress with JavaScript

  - by Martin Aleksander

  I read somewhere that hiding email address behind JavaScript code, could reduce spam bots harvesting the email address. <script language="javascript" type="text/javascript"> var a = "Red"; var t = "no"; var doc = document; var b = "ITpro"; var ad = a; ad += "@"; ad += b; ad += "."; ad += t; var mt = "ma"; mt += "il"; mt += "to"; var text = ""; if (text == null || text.length == 0) text = ad; doc.write("<"+"a hr"+"ef=\""+mt+":"+ad+"\">"+text+"</"+"a>"); </script> This will not display the actual email-address in the sourcecode of the page, but it will display and work like a normal link for human users. Is it any point of doing this? Will it reduce spam bots, or is it just nonsense that might slow down performance of the page because of the JavaScript?

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• What is the correct UI interface to learn for creating Windows phone 8 apps? [closed]

  - by Robert Oschler

  I am a veteran Delphi 6 programmer transitioning to C# development. My first project is a open source library that will have a minimal user interface since it is meant to be used as a Component primarily on desktop PCs running Visual Studio. My next project is going to be a Windows 8 phone app and I intend for that platform to be my primary focus for future C# development, not the desktop. My concern is that I waste as little time as possible learning a presentation framework that will benefit or distract me from writing Windows 8 phone apps. The plethora of framework names I have already encountered include, WinForms, WPF (Windows Presentation Framework), Silverlight, Silverlight Mobile, Metro and there may be others. Given my goal outlined in the first paragraph above, I have a few questions: 1) Which of the frameworks should I use for the small amount of UI work I will do with the desktop Component project that will help me the most, or hurt me the least, when I move to Windows 8 phone app development? 2) Which is the correct framework to study for developing Windows 8 phone apps? 3) Any awesome tutorials, resources or books you have run into targeted towards veteran programmers from other platforms? I read about the Portable Library Tools on this Stack Overflow thread: http://stackoverflow.com/questions/5522355/windows-phone-7-wpf-sharing-a-codebase But the reply by Simon Guindon seemed to indicate to me that it's not the best solution for writing a competitive Windows 8 phone app.

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• Knowing 11i HRMS Family Pack K Rollup 5

  - by Robert Story

  Upcoming WebcastTitle: Knowing 11i HRMS Family Pack K Rollup 5Date: 20-Apr-2010  and  27-Apr-2010Time: 11:00 AM EST / 8:00 AM PST / 8:30 PM IST  Product Family: EBS HRMSSummaryThe webcast will focus on providing customers with essential information to ensure the smooth and successful installation of 11i HRMS Family Pack K Rollup 5. All the critical 11i HRMS Family Pack K Rollup 5 information such as prerequisites and known issues will be discussed in the webcast. A close review on common patching and installation problems including frequently asked questions and regularly encountered errors are also included.Details: Session 1Date and Time 20-Apr-2010 11:00 AMTimezone (UTC-05:00) US Eastern TimeDuration 1 HourRegister for this sessionDetails: Session 2Date and Time 27-Apr-2010 6:00 AMTimezone (UTC-05:00) US Eastern TimeDuration 1 HourRegister for this sessionDetails: Session 3Date and Time 27-Apr-2010 7:00 PMTimezone (UTC-05:00) US Eastern TimeDuration 1 HourRegister for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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• Unable to install Apache 2.2.22 in Ubuntu 12.04

  - by Martin Betz

  I am not able to install Apache 2.2 in Ubuntu 12.04. Here is a snippet from my console log (sorry, it is in German): apache2 : Hängt ab von: apache2-mpm-worker (= 2.2.22-1ubuntu1) soll aber nicht installiert werden oder apache2-mpm-prefork (= 2.2.22-1ubuntu1) aber 2.2.22-1ubuntu1.1 soll installiert werden ... That means like: apache2 depends from apa..worker, but that should not get installed OR from ap...prefork..ubuntu1, but ap...prefork..ubuntu1.1 should get installed. I have no idea how to tackle that issue..

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• How to configure apache2 to just save certain POST requests without even passing them to application?

  - by Robert Grezan

  I'm running apache in front of glassfish server using BalancerMember. For performance reasons I would like that POST requests on certain endpoint are just saved to a file without passing them to application (and to return correct HTTP return code). How to configure apache to do that? EDIT: In other words, if a POST request is for path "http://example.com/upload" then the content of the post (body) should go into a file.

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• Oracle Configuration Manager for HRMS / EBS Customers

  - by Robert Story

  Upcoming WebcastTitle: Oracle Configuration Manager for HRMS / EBS CustomersDate: April 9, 2010 Time: 11:00 am EDT, 8:00 am PDT, 8:30 pm IST Product Family: EBS HRMS Summary The webcast will focus on Highlights and Benefits of using Oracle Configuration Manager for HRMS / EBS Customers. The one-hour session is recommended for functional / technical EBS HRMS users and system administrators. Along with key highlights of Oracle Configuration Manager, the usage especially in debugging EBS and HRMS issues will be discussed. Topics will include: OCM Overview Data Collection and its usage Key Benefits for HRMS / EBS customers Change History. EBS HRMS Stat Pack. Deployed Customizations. Project management and Mile Stones. Resources & References A short, live demonstration (only if applicable) and question and answer period will be included. Click here to register for this session....... ....... ....... ....... ....... ....... .......The above webcast is a service of the E-Business Suite Communities in My Oracle Support.For more information on other webcasts, please reference the Oracle Advisor Webcast Schedule.Click here to visit the E-Business Communities in My Oracle Support Note that all links require access to My Oracle Support.

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• Is shipping a Clojure desktop app realistic?

  - by Cedric Martin

  I'm currently shipping a desktop Java application. It is a plain old Java 5 Java / Swing app and so far everything worked nicely. Java 5 was targetted because some users were on OS X version / computers that shall never have Java 6 (we may lift this limitation soon and switch to a newer Java and simply abandoning my users stuck with Java 5). I'm quickly getting up to speed with Clojure but I haven't really done lots of Clojure-to-Java and Java-to-Clojure yet and I was wondering if it was realistic to ship a Clojure desktop application instead of a Java application? The application I'm shipping is currently about 12 MB with all the .jar so adding Clojure doesn't seen to be too much of an issue. My plan would be to have Clojure call Java APIs: my application is already divided in several independent jars. If I understand correctly calling Clojure from Java is harder than calling Java code from Clojure which is why I'd basically rewrite all the UI (part of the UI, mixing Swing components and self-made BufferedImages needs to be rewritten anyway due to the rise of retina display), and do all the 'wiring' from Clojure. So that's the problem I'm facing: is it realistic to ship a Clojure desktop app? (it certainly doesn't seem to be very widespread but then shipping plain Java desktop apps ain't that common either and I'm doing it anyway) Technically, what would need to be done? (compared to shipping a Java app)

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• Parallelism implies concurrency but not the other way round right?

  - by Cedric Martin

  I often read that parallelism and concurrency are different things. Very often the answerers/commenters go as far as writing that they're two entirely different things. Yet in my view they're related but I'd like some clarification on that. For example if I'm on a multi-core CPU and manage to divide the computation into x smaller computation (say using fork/join) each running in its own thread, I'll have a program that is both doing parallel computation (because supposedly at any point in time several threads are going to run on several cores) and being concurrent right? While if I'm simply using, say, Java and dealing with UI events and repaints on the Event Dispatch Thread plus running the only thread I created myself, I'll have a program that is concurrent (EDT + GC thread + my main thread etc.) but not parallel. I'd like to know if I'm getting this right and if parallelism (on a "single but multi-cores" system) always implies concurrency or not? Also, are multi-threaded programs running on multi-cores CPU but where the different threads are doing totally different computation considered to be using "parallelism"?

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• Allocating Entities within an Entity System

  - by miguel.martin

  I'm quite unsure how I should allocate/resemble my entities within my entity system. I have various options, but most of them seem to have cons associated with them. In all cases entities are resembled by an ID (integer), and possibly has a wrapper class associated with it. This wrapper class has methods to add/remove components to/from the entity. Before I mention the options, here is the basic structure of my entity system: Entity An object that describes an object within the game Component Used to store data for the entity System Contains entities with specific components Used to update entities with specific components World Contains entities and systems for the entity system Can create/destroy entites and have systems added/removed from/to it Here are my options, that I have thought of: Option 1: Do not store the Entity wrapper classes, and just store the next ID/deleted IDs. In other words, entities will be returned by value, like so: Entity entity = world.createEntity(); This is much like entityx, except I see some flaws in this design. Cons There can be duplicate entity wrapper classes (as the copy-ctor has to be implemented, and systems need to contain entities) If an Entity is destroyed, the duplicate entity wrapper classes will not have an updated value Option 2: Store the entity wrapper classes within an object pool. i.e. Entities will be return by pointer/reference, like so: Entity& e = world.createEntity(); Cons If there is duplicate entities, then when an entity is destroyed, the same entity object may be re-used to allocate another entity. Option 3: Use raw IDs, and forget about the wrapper entity classes. The downfall to this, I think, is the syntax that will be required for it. I'm thinking about doing thisas it seems the most simple & easy to implement it. I'm quite unsure about it, because of the syntax. i.e. To add a component with this design, it would look like: Entity e = world.createEntity(); world.addComponent<Position>(e, 0, 3); As apposed to this: Entity e = world.createEntity(); e.addComponent<Position>(0, 3); Cons Syntax Duplicate IDs

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• Starcraft II on Wine - Ubuntu 12.04

  - by Robert Segerson

  I know this might seem like a repeat question, but I've literally looked over 100 threads on how to get SC2 to work on ubuntu 12.04 through wine and none have worked. I downloaded wine new today, and inserted my purchased SC2 disk. When I try to open the installer (installer.exe) with wine, an error appear saying: "No installer data could be found. If this problem persists, please contact Blizzard Technical Support." I searched for solutions to mediate this issue and was directed to the following source: http://ubuntuforums.org/showthread.php?t=1435314 . I followed directions through until I got to ls I tried various combinations of (ls installer.exe, ls'/home/rothic/Desktop/Installer.exe, etc.) All come back with "no such file or directory". Im not sure what to do, the next step would be to replace the "starcraft_installer" with the starcraft installer file, which Im not sure how to do (very new to linux). I tried WINEPREFIX=~/.wine_starcraft/ wine starcraft_installer and it says "wine: cannot find L"C:\windows\system32\starcraft_installer.exe" despite it being on the desktop as advised. Any suggestions on where to go from here?

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