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  • Agile SOA Governance: SO-Aware and Visual Studio Integration

    - by gsusx
    One of the major limitations of traditional SOA governance platforms is the lack of integration as part of the development process. Tools like HP-Systinet or SOA Software are designed to operate by models on which the architects dictate the governance procedures and policies and the rest of the team members follow along. Consequently, those procedures are frequently rejected by developers and testers given that they can’t incorporate it as part of their daily activities. Having SOA governance products...(read more)

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  • NDC 2010: Eric Evans Folding together DDD into Agile

    One of the most puzzling emails Eric have received was one claiming that his book really proved that up front design was important. In large this is a miss conception on how modeling happens. A tremendous amount of knowledge comes from actually implementing the software. You have the most insight at the end of the [...]...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.

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  • NDC 2010: Eric Evans Folding together DDD into Agile

    One of the most puzzling emails Eric have received was one claiming that his book really proved that up front design was important. In large this is a miss conception on how modeling happens. A tremendous amount of knowledge comes from actually implementing the software. You have the most insight at the end of the [...]...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.

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  • Resources for using TFS for Agile Project Development?

    - by Amy P
    Our company just installed TFS for us to start using for project development processes and source control. They want us to start using it to manage our projects as well. We have a small team, no current bug or task tracking software, and 2 developers of the 3 have experience with any actual methodologies. What books, websites, and/or other information can you recommend for us to use to get started?

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  • Agile Data Book from O'Reilly Media

    - by Compudicted
    Originally posted on: http://geekswithblogs.net/Compudicted/archive/2013/07/01/153309.aspxAs part of my ongoing self-education and approaching of some free time, yeah, both is a must for every IT person and geek! I have carefully examined the latest trends in the Computersphere with whatever tools I had at my disposal (nothing really fancy was used) and came to a conclusion that for a database pro the *hottest* topic today is undoubtedly the #BigData and all the rapidly growing and spawning ecosystem around it. Having recently immersed myself into the NoSQL world (let me tell here right away NoSQL means Not Only SQL) one book really stood out of the crowd: Book site: http://shop.oreilly.com/product/0636920025054.doDespite being a new book I am sure it will end up on the tables of many Big Data Generalists.In a few dozen words, it is primarily for two reasons:1) The author understands that a  typical business today cannot wait for a Data Scientist for too long to deliver results demanding as usual a very quick turnaround on investments (ROI), and 2) The book covers all the needed and proven modern brick and mortar offerings to get the job done by a relatively newcomer to the Big Data World.It certainly enables such a professional to grow and expand based on the acquired knowledge, and one can truly do it very fast.

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  • Beyond Cloud Technology, Enabling A More Agile and Responsive Organization

    - by sxkumar
    This is the second part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain”. In the first part,  I was sharing with you how a broad-based transformation makes cloud more than a technology initiative, I will describe in this section how it requires people (organizational) and process changes as well, and these changes are as critical as is the choice of right tools and technology. People: Most IT organizations have a fairly complex organizational structure. There are different groups, managing different pieces of the puzzle, and yet, they don't always work together. Provisioning a new application therefore may require a request to float endlessly through system administrators, DBAs and middleware admin worlds – resulting in long delays and constant finger pointing.  Cloud users expect end-to-end automation - which requires these silos to be greatly simplified, if not completely eliminated.  Most customers I talk to acknowledge this problem but are quick to admit that such a transformation is hard. As hard as it may be, I am afraid that the status quo is no longer an option. Sticking to an organizational structure that was created ages back will not only impede cloud adoption,  it also risks making the IT skills increasingly irrelevant in a world that is rapidly moving towards converged applications and infrastructure.   Process: Most IT organizations today operate with a mindset that they must fully "control" access to any and all types of IT services. This in turn leads to people clinging on to outdated manual approval processes .  While requiring approvals for scarce resources makes sense, insisting that every single request must be manually approved defeats the very purpose of cloud. Not only this causes delays, thereby at least partially negating the agility benefits, it also results in gross inefficiency. In a cloud environment, self-service access should be governed by policies, quotas that the administrators can define upfront . For a cloud initiative to be successful, IT organizations MUST be ready to empower users by giving them real control rather than insisting on brokering every single interaction between users and the cloud resources. Technology: From a technology perspective, cloud is about consolidation, standardization and automation. A consolidated and standardized infrastructure helps increase utilization and reduces cost. Additionally, it  enables a much higher degree of automation - thereby providing users the required agility while minimizing operational costs.  Obviously, automation is the key to cloud. Unfortunately it hasn’t received as much attention within enterprises as it should have.  Many organizations are just now waking up to the criticality of automation and it still often gets relegated to back burner in favor of other "high priority" projects. However, it is important to understand that without the right type and level of automation, cloud will remain a distant dream for most enterprises. This in turn makes the choice of the cloud management software extremely critical.  For a cloud management software to be effective in an enterprise environment, it must meet the following qualifications: Broad and Deep Solution It should offer a broad and deep solution to enable the kind of broad-based transformation we are talking about.  Its footprint must cover physical and virtual systems, as well as infrastructure, database and application tiers. Too many enterprises choose to equate cloud with virtualization. While virtualization is a critical component of a cloud solution, it is just a component and not the whole solution. Similarly, too many people tend to equate cloud with Infrastructure-as-a-Service (IaaS). While it is perfectly reasonable to treat IaaS as a starting point, it is important to realize that it is just the first stepping stone - and on its own it can only provide limited business benefits. It is actually the higher level services, such as (application) platform and business applications, that will bring about a more meaningful transformation to your enterprise. Run and Manage Efficiently Your Mission Critical Applications It should not only be able to run your mission critical applications, it should do so better than before.  For enterprises, applications and data are the critical business assets  As such, if you are building a cloud platform that cannot run your ERP application, it isn't truly a "enterprise cloud".  Also, be wary of  vendors who try to sell you the idea that your applications must be written in a certain way to be able to run on the cloud. That is nothing but a bogus, self-serving argument. For the cloud to be meaningful to enterprises, it should adopt to your applications - and not the other way around.  Automated, Integrated Set of Cloud Management Capabilities At the root of many of the problems plaguing enterprise IT today is complexity. A complex maze of tools and technology, coupled with archaic  processes, results in an environment which is inflexible, inefficient and simply too hard to manage. Management tool consolidation, therefore, is key to the success of your cloud as tool proliferation adds to complexity, encourages compartmentalization and defeats the very purpose that you are building the cloud for. Decision makers ought to be extra cautious about vendors trying to sell them a "suite" of disparate and loosely integrated products as a cloud solution.  An effective enterprise cloud management solution needs to provide a tightly integrated set of capabilities for all aspects of cloud lifecycle management. A simple question to ask: will your environment be more or less complex after you implement your cloud? More often than not, the answer will surprise you.  At Oracle, we have understood these challenges and have been working hard to create cloud solutions that are relevant and meaningful for enterprises.  And we have been doing it for much longer than you may think. Oracle was one of the very first enterprise software companies to make our products available on the Amazon Cloud. As far back as in 2007, we created new cloud solutions such as Cloud Database Backup that are helping customers like Amazon save millions every year.  Our cloud solution portfolio is also the broadest and most deep in the industry  - covering public, private, hybrid, Infrastructure, platform and applications clouds. It is no coincidence therefore that the Oracle Cloud today offers the most comprehensive set of public cloud services in the industry.  And to a large part, this has been made possible thanks to our years on investment in creating cloud enabling technologies. I will dedicated the third and final part of the blog “Clouds, Clouds Everywhere But not a Drop of Rain” to Oracle Cloud Technologies Building Blocks and how they mapped into our vision of Enterprise Cloud. Stay Tuned.

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  • What initial modelling/design activities on Agile Projects do you do??

    - by dalton
    When developing an application using agile techniques, what if any initial modelling/architecture activities do you do, and how do you capture that knowledge?? I'm not after a bullet list about XP, Scrum, Crystal, DSDM..etc as I'm familiar with the methodologies. But what do you do above and beyond the guidance given by these. I find I work best by thinking the system through first, but also like the benefits of timeboxing, story cards, pairing, tdd. The closest thing I've seen so far is Scott Ambler's Initial Architecture Modelling, but was wondering what alternatives are used out there?

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  • Acceptance tests done first...how can this be accomplished?

    - by Crazy Eddie
    The basic gist of most Agile methods is that a feature is not "done" until it's been developed, tested, and in many cases released. This is supposed to happen in quick turnaround chunks of time such as "Sprints" in the Scrum process. A common part of Agile is also TDD, which states that tests are done first. My team works on a GUI program that does a lot of specific drawing and such. In order to provide tests, the testing team needs to be able to work with something that at least attempts to perform the things they are trying to test. We've found no way around this problem. I can very much see where they are coming from because if I was trying to write software that targeted some basically mysterious interface I'd have a very hard time. Although we have behavior fairly well specified, the exact process of interacting with various UI elements when it comes to automation seems to be too unique to a feature to allow testers to write automated scripts to drive something that does not exist. Even if we could, a lot of things end up turning up later as having been missing from the specification. One thing we considered doing was having the testers write test "scripts" that are more like a set of steps that must be performed, as described from a use-case perspective, so that they can be "automated" by a human being. This can then be performed by the developer(s) writing the feature and/or verified by someone else. When the testers later get an opportunity they automate the "script" for regression purposes mainly. This didn't end up catching on in the team though. The testing part of the team is actually falling behind us by quite a margin. This is one reason why the apparently extra time of developing a "script" for a human being to perform just did not happen....they're under a crunch to keep up with us developers. If we waited for them, we'd get nothing done. It's not their fault really, they're a bottle neck but they're doing what they should be and working as fast as possible. The process itself seems to be set up against them. Very often we end up having to go back a month or more in what we've done to fix bugs that the testers have finally gotten to checking. It's an ugly truth that I'd like to do something about. So what do other teams do to solve this fail cascade? How can we get testers ahead of us and how can we make it so that there's actually time for them to write tests for the features we do in a sprint without making us sit and twiddle our thumbs in the meantime? As it's currently going, in order to get a feature "done", using agile definitions, would be to have developers work for 1 week, then testers work the second week, and developers hopefully being able to fix all the bugs they come up with in the last couple days. That's just not going to happen, even if I agreed it was a reasonable solution. I need better ideas...

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  • Using Scrum on small projects where Owner doesn't want to be involved

    - by Andrej Mohar
    Recently I've been reading and learning quite a lot about scrum and I like it a lot. However, I do have a couple of likely scenarios in my head to which I don't know the solution. So let's say that I might want to organize an agile team of (for instance) four web developers (one of them UI/UX designer). This team would operate on scrum principles. Initially we would probably be working on projects like landing pages for ordinary people's small businesses, like renting apartments, selling cookies... Such customers simply can't be set with Product Owner role (IMHO), because they usually expect to hire a company, give them the overall project goal with some details, and then expect the job to be done (including a lot of decision making) with as little of their involvement as possible (in their opinion, they have more important things to do). Let's say I'd like to engage myself in a developer/scrum master role (I know that even that is debatable, being a team member and scrum master at once), so I simply shouldn't take the role of the product owner as well. So as for my questions: If I'm my company's business owner, do I simply need to be a product owner as well (do these roles include each other)? Can I employ a sales person which might have the product owner role? Would it be better if it is an experienced developer instead of a sales person? Is this even a smart move? Lastly, is there another agile approach that might better suit my position? EDIT: Thank you everyone for good inputs. I added some comments, any aditional info will be greatly appreciated.

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  • Dealing with selfish team member(s)

    - by thegreendroid
    My team is facing a difficult quandary, a couple of team members are essentially selfish (not to be confused with dominant!) and are cherry-picking stories/tasks that will give them the most recognition within the company (at sprint reviews etc. when all the stakeholders are present). These team members are very good at what they do and are fully aware of what they are doing. When we first started using agile about a year ago, I can say I was quite selfish too (coming from a very individual-focused past). I took ownership of certain stories and didn't involve anyone else in it, which in hindsight wasn't the right thing to do and I learnt from that experience almost immediately. We are a young team of very ambitious twenty somethings so I can understand the selfishness to some extent (after all everyone should be ambitious!). But the level to which this selfishness has reached of late has started to bother me and a few others within my team. The way I see it, agile/scrum is all about the team and not individuals. We should be looking out for each other and helping each other improve. I made this quite clear during our last retrospective, that we should be fair and give everyone a chance. I'll wait and see what comes out of it in the next few sprints. In the meantime, what are some of the troubles that you have faced with selfish members and how did you overcome them?

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  • SQL Rally Pre-Con: Data Warehouse Modeling – Making the Right Choices

    - by Davide Mauri
    As you may have already learned from my old post or Adam’s or Kalen’s posts, there will be two SQL Rally in North Europe. In the Stockholm SQL Rally, with my friend Thomas Kejser, I’ll be delivering a pre-con on Data Warehouse Modeling: Data warehouses play a central role in any BI solution. It's the back end upon which everything in years to come will be created. For this reason, it must be rock solid and yet flexible at the same time. To develop such a data warehouse, you must have a clear idea of its architecture, a thorough understanding of the concepts of Measures and Dimensions, and a proven engineered way to build it so that quality and stability can go hand-in-hand with cost reduction and scalability. In this workshop, Thomas Kejser and Davide Mauri will share all the information they learned since they started working with data warehouses, giving you the guidance and tips you need to start your BI project in the best way possible?avoiding errors, making implementation effective and efficient, paving the way for a winning Agile approach, and helping you define how your team should work so that your BI solution will stand the test of time. You'll learn: Data warehouse architecture and justification Agile methodology Dimensional modeling, including Kimball vs. Inmon, SCD1/SCD2/SCD3, Junk and Degenerate Dimensions, and Huge Dimensions Best practices, naming conventions, and lessons learned Loading the data warehouse, including loading Dimensions, loading Facts (Full Load, Incremental Load, Partitioned Load) Data warehouses and Big Data (Hadoop) Unit testing Tracking historical changes and managing large sizes With all the Self-Service BI hype, Data Warehouse is become more and more central every day, since if everyone will be able to analyze data using self-service tools, it’s better for him/her to rely on correct, uniform and coherent data. Already 50 people registered from the workshop and seats are limited so don’t miss this unique opportunity to attend to this workshop that is really a unique combination of years and years of experience! http://www.sqlpass.org/sqlrally/2013/nordic/Agenda/PreconferenceSeminars.aspx See you there!

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  • At what point would you drop some of your principles of software development for the sake of more money?

    - by MeshMan
    I'd like to throw this question out there to interestingly see where the medium is. I'm going to admit that in my last 12 months, I picked up TDD and a lot of the Agile values in software development. I was so overwhelmed with how much better my development of software became that I would never drop them out of principle. Until...I was offered a contracting role that doubled my take home pay for the year. The company I joined didn't follow any specific methodology, the team hadn't heard of anything like code smells, SOLID, etc., and I certainly wasn't going to get away with spending time doing TDD if the team had never even seen unit testing in practice. Am I a sell out? No, not completely... Code will always been written "cleanly" (as per Uncle Bob's teachings) and the principles of SOLID will always be applied to the code that I write as they are needed. Testing was dropped for me though, the company couldn't afford to have such a unknown handed to the team who quite frankly, even I did create test frameworks, they would never use/maintain the test framework correctly. Using that as an example, what point would you say a developer should never drop his craftsmanship principles for the sake of money/other benefits to them personally? I understand that this can be a very personal opinion on how concerned one is to their own needs, business needs, and the sake of craftsmanship etc. But one can consider that for example testing can be dropped if the company decided they would rather have a test team, than rather understand unit testing in programming, would that be something you could forgive yourself for like I did? So given that there is something you would drop, there usually should be an equal cost in the business that makes up for what you drop - hopefully, unless of course you are pretty much out for lining your own pockets and not community/social collaborating ;). Double your money, go back to RAD? Or walk on, and look for someone doing Agile, and never look back...

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  • What are the common mistakes in 'tailored Scrum approaches'?

    - by Clark Gable
    I have seen this before. Management wants to be agile and be scrummified, but does not want to step out of the status quo. My latest observation is no different; here, the Scrum is 'tailored' to the organization; specifically into a weird many-people-process. The diagram showing the different participants. I am putting together a document listing why this will not work. Here are the obvious ones: 1. There are product owner agents (an obvious WTF), who report to the product owner: causing dilution of decision making capability 2. There is a role that looks similar to a manager in the traditional approach - development manager: an obvious attempt at command-and-control model 3. The ScrumMaster's role includes collecting timesheets, which are used to track progress instead of burndown charts: detrimental to agile's efforts to build teams with motivated individuals Leaving the question "how would you convince the management?", my question is more at, "what else do you see as failures in this/similar 'tailored Scrum approaches'? EDIT: The diagram might use a few more details 1. The development manager is not part of the development team, with not very clearly defined responsibilities, except: developer performance assessemnt, recruitment, etc., 2. There are more than two teams (with ScrumMaster+development manager+dev team) with the same product owner for all teams!

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  • Most effective way to do daily standup meeting when a few people are remote

    - by Burhan Ali
    I am a software developer in a small team of seven. We are not an Agile (with a big 'A') team but are experimenting with some aspects of agile. One of these is the daily "standup" meeting. The difficulty here is that for two days of the week we have at least one person working from home so the full team isn't available in the same room. What is the best way to carry out a daily standup in this situation? Some facts that may be relevant: We all work in a single open plan room. We use Skype in our company. We don't have any video conferencing capability. We all work the same hours so there are no timezone complexities involved. The development manager is one of the people who works from home one day a week. Things we have tried: Conference call using Skype: This is tricky for those in the office because you can hear people speak in the room and then a split second later through the headset. This can e very distracting. Conference phone: Awful experience. Hard to get them to work and poor quality audio. Text-based updates using Skype. This is not as engaging and is no different than just firing off a status email in the morning. I have seen other questions about remote collaboration but they are mainly about completely remote teams and/or teams that span multiple time zones. We are not affected by either of these problems. What can we do to make our standup meetings better in these circumstances?

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  • Agile Testing Days 2012 – Day 1 – The birth of the #unicorn…

    - by Chris George
    Still riding the high from the tutorial day, I arrived at the conference venue eager to get cracking with the days talks. The opening Keynote was “Disciplined Agile Delivery: The Foundation for Scaling Agile” presented by Scott Ambler. The general ideas behind the methodology such as not re-inventing the wheel, and being goal driven, not prescriptive in how you work certainly struck chords with how we are trying to work in my team. Scott made some interesting observations about how scrum is quite prescriptive and is this really agile? I agreed with quite a few of his points on how what works for one team may not work for another. How a team works should be driven by context and reflection, not process and prescription. However was somewhat dubious about some of the statistics he rolled out towards the end. However, out of this keynote was born something that was to transcend this one presentation. During the talk, Scott mentioned on more than one occasion “In the real world”, and at one point made reference to people living in the land of unicorns and rainbows. The challenge was then laid down on twitter for all speakers to include a unicorn in their presentations… and for the most part this happened! It became an identity for this years conference, and I’m sure something that any attendee will always associate with Agile Testing Days 2012! Following this keynote, I attended “Going agile with Automated GUI Testing – Some personal insights” by Jan Zdunek from codecentric on the vendor track. My speciality is test automation, and in particular GUI testing, so this drew me to this talk more than the others. Thankfully, it was made clear from the very start that this was not peddling any particular product (even though it was on the vendor track), and Jan faithfully stuck to that. Most of the content was not new to me, but it was really comforting to hear someone else with very similar experiences to my own. In particular, things like how GUI testing is hard and is not a silver bullet; how record & replay is NOT a good thing to do (which drew a somewhat inflammatory tweet from an automation company when I tweeted that!). Something that I have started hearing around the place, and has certainly been murmuring at work is to push more of the automation coding onto the developers. After all they are the coding experts. I agree with this to a degree, but I personally enjoy coding and find it very rewarding doing so, therefore I’d be reluctant to give it up. I think there are some better alternatives such as pairing with a developer. Lastly, Jan mentioned, almost in passing, that we should consider virtualisation for gui testing for covering configuration combinations. On my project we’ve been running our win32/.NET GUI tests in cloud virtualisation for a couple of years now… I really should write about that! After lunch the second keynote of the day was by Lisa Crispin and Janet Gregory,”Myths about Agile Testing, De-Bunked”. It started off well… with the two ladies donning Medusa style head bands whilst they disbanding several myths about agile testing! I got the impression that it was perhaps not as slick as they would have liked, but then Janet was suffering with a very sore throat so kept losing her voice. Nevertheless, the presentation was captivating, and they debunked several myths such as : “Testing is dead”, “Testers must write code”, “Agile teams always deliver faster”. I didn’t take many notes for this because it was being recorded, but unfortunately the recordings have not been posted yet so I’ll write more about this when they are. The TestLab was held during a somewhat free for all time during most of the afternoon. It looked intriguing and proved to be one of the surprising experiences of the conference for me. Run by James Lyndsay and Bart Knaack, it consisted of a number of ‘stations’ that offered different testing problems. I opted for testing a mathematical drawing app call Geogebra, the task being to pair up and exploratory test it. After an allotted time, we discussed issues we’d found and decided if we wanted to continue ‘playing’ to which we all agreed! It was fun! The last track talk of the day was “Developers Exploratory Testing – Raising the bar” by Sigge Birgisson. One of the teams at Red Gate have tried Dev or Team exploratory testing a couple of times, and I was really interested to go to the presentation that prompted that. I was not disappointed! Sigge gave a first class presentation, and not only explained what DET was all about, but also how to go about implementing it. Little tips like calling it a ‘workshop’ rather than ‘testing’ I can really see working! Monday evening saw the presentation of the award for the Most Influential Agile Testing Professional Person go to a much deserved Lisa Crispin. The evening was great, with acrobatics, magic and music. My Takeaway Triple from Day 1:  Some of the cool stuff that was suggested in the GUI Testing talk, we are already doing. I should write about that! Testing is not dead! Perhaps testing will become more of a skill than a specific role, but it is certainly not dead. Team/Developer exploratory testing… seems like a no-brainer assuming you have a team who is willing.  Day 2 – Coming soon…

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  • Learning PostgreSql: First Steps

    - by Alexander Kuznetsov
    In this series of blog posts we shall migrate some functionality from SQL Server to PostgreSql 9.2. The emphasis of these blog posts will be on what PostgreSql does differently from Sql Server - I assume that the reader has considerable knowledge of Sql Server, but might know nothing of PostgreSql. Also we shall concentrate on development, not administration. In a true agile fashion, we shall learn only what we need to get this particular job done, and nothing else, but we shall strive to learn it...(read more)

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  • AgileDotNet in Dallas

    - by PeterBrunone
    This conference was a big hit last time, and now it's better then ever.  If you're wondering about how Agile applies to your daily business, or if you just want to see how it looks when it's done right, you owe it to yourself to check out AgileDotNet on April 30th.

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