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  • Substitution for display='table-cell' in IE 7

    - by Jeny
    Hi friends, document.getElementById(id).style.display ='table-cell'. This gives error message in IE, this is IE bug or any other solutions please give any other solutions. IE7 doesn't support this property. this is my coding. Even Firefox and Chrome are accepted. My problem is IE. Please friends give solution... var cont2 = document.createElement('div'); cont2.style.display = "table-cell"; cont2.style.verticalAlign = "middle"; cont2.style.lineHeight = 100+"%"; cont2.style.padding = 10+"px"; cont2.appendChild(body);

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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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  • Joomla - Warning! Failed to move file error

    - by Sixfoot Studio
    Hi Guys, I have found some solutions to this error and tried implementing them but none of which has worked and hope that some here at SO might have a different answer. I get this error, "Warning! Failed to move file" when I try install modules into my new installation of Joomla here: http://sun-eng.sixfoot.co.za Here's some solutions I have tried to no avail: http://forum.joomla.org/viewtopic.php?f=199&t=223206 http://www.saibharadwaj.com/blog/2008/03/warning-failed-to-move-file-joomla-10x-joomla-15x/ Anyone know of another solution to this please? Thanks!

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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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  • Implementing an Online Waiting Room

    - by saalon
    My organization is building a new version of our ticketing site and is looking for the best way to build an online waiting room when the number of users in our purchase path exceeds a certain limit. The best version of this queue would let new users in after existing users have either completed their purchase or have exceeded a timeout limit after entering the path. I'm trying to get an idea of how this has been implemented by other organizations. Has anyone out there done something similar or have any experience with this? We have some ideas, but I'd like to get a sense of what solutions have been tried and what problems those solutions have run up against. Just to be complete, this site is being built in Ruby on Rails, though I'd love to hear about how people have solved this regardless of platform.

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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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  • simple and reliable centralized logging inside Amazon VPC

    - by Nakedible
    I need to set up centralized logging for a set of servers (10-20) in an Amazon VPC. The logging should be as to not lose any log messages in case any single server goes offline - or in the case that an entire availability zone goes offline. It should also tolerate packet loss and other normal network conditions without losing or duplicating messages. It should store the messages durably, at the minimum on two different EBS volumes in two availability zones, but S3 is a good place as well. It should also be realtime so that the messages arrive within seconds of their generation to two different availability zones. I also need to sync logfiles not generated via syslog, so a syslog-only centralized logging solution would not fulfill all the needs, although I guess that limitation could be worked around. I have already reviewed a few solutions, and I will list them here: Flume to Flume to S3: I could set up two logservers as Flume hosts which would store log messages either locally or in S3, and configure all the servers with Flume to send all messages to both servers, using the end-to-end reliability options. That way the loss of a single server shouldn't cause lost messages and all messages would arrive in two availability zones in realtime. However, there would need to be some way to join the logs of the two servers, deduplicating all the messages delivered to both. This could be done by adding a unique id on the sending side to each message and then write some manual deduplication runs on the logfiles. I haven't found an easy solution to the duplication problem. Logstash to Logstash to ElasticSearch: I could install Logstash on the servers and have them deliver to a central server via AMQP, with the durability options turned on. However, for this to work I would need to use some of the clustering capable AMQP implementations, or fan out the deliver just as in the Flume case. AMQP seems to be a yet another moving part with several implementations and no real guidance on what works best this sort of setup. And I'm not entirely convinced that I could get actual end-to-end durability from logstash to elasticsearch, assuming crashing servers in between. The fan-out solutions run in to the deduplication problem again. The best solution that would seem to handle all the cases, would be Beetle, which seems to provide high availability and deduplication via a redis store. However, I haven't seen any guidance on how to set this up with Logstash and Redis is one more moving part again for something that shouldn't be terribly difficult. Logstash to ElasticSearch: I could run Logstash on all the servers, have all the filtering and processing rules in the servers themselves and just have them log directly to a removet ElasticSearch server. I think this should bring me reliable logging and I can use the ElasticSearch clustering features to share the database transparently. However, I am not sure if the setup actually survives Logstash restarts and intermittent network problems without duplicating messages in a failover case or similar. But this approach sounds pretty promising. rsync: I could just rsync all the relevant log files to two different servers. The reliability aspect should be perfect here, as the files should be identical to the source files after a sync is done. However, doing an rsync several times per second doesn't sound fun. Also, I need the logs to be untamperable after they have been sent, so the rsyncs would need to be in append-only mode. And log rotations mess things up unless I'm careful. rsyslog with RELP: I could set up rsyslog to send messages to two remote hosts via RELP and have a local queue to store the messages. There is the deduplication problem again, and RELP itself might also duplicate some messages. However, this would only handle the things that log via syslog. None of these solutions seem terribly good, and they have many unknowns still, so I am asking for more information here from people who have set up centralized reliable logging as to what are the best tools to achieve that goal.

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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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  • Using a service registry that doesn’t suck Part III: Service testing is part of SOA governance

    - by gsusx
    This is the third post of this series intended to highlight some of the principles of modern SOA governance solution. You can read the first two parts here: Using a service registry that doesn’t suck part I: UDDI is dead Using a service registry that doesn’t suck part II: Dear registry, do you have to be a message broker? This time I’ve decided to focus on what of the aspects that drives me ABSOLUTELY INSANE about traditional SOA Governance solutions: service testing or I should I say the lack of...(read more)

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  • How fast are my services? Comparing basicHttpBinding and ws2007HttpBinding using the SO-Aware Test Workbench

    - by gsusx
    When working on real world WCF solutions, we become pretty aware of the performance implications of the binding and behavior configuration of WCF services. However, whether it’s a known fact the different binding and behavior configurations have direct reflections on the performance of WCF services, developers often struggle to figure out the real performance behavior of the services. We can attribute this to the lack of tools for correctly testing the performance characteristics of WCF services...(read more)

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  • Oracle Introduces Oracle Optimized Solution for Oracle E-Business Suite for Mission-Critical Environments

    - by uwes
    On 28th of September Oracle announced the Oracle Optimized Solution for Oracle E-Business Suite. Designed, tuned, tested and fully documented, the Oracle Optimized Solution for Oracle E-Business Suite is based on Oracle SPARC SuperCluster T4-4, Oracle Solaris and Oracle VM Server for SPARC, and is ideal for customers looking to modernize their mission-critical Oracle E-Business Suite environments, lower operating expenses and maximize user productivity. For more details read ... Oracle Press release Oracle Optimized Solutions Solution Brief: Modernize Global Oracle E-Business Suite Environments SPARC SuperCluster

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  • Tellago is still hiring….

    - by gsusx
    Tellago 's SOA practice is rapidly growing and we are still hiring. In that sense, we are looking to for Connected Systems (WCF, BizTalk, WF) experts who are passionate about building game changing solutions with the latest Microsoft technologies. You will be working alongside technology gurus like DonXml , Pablo Cibraro or Dwight Goins . If you are interested and not afraid of working with a bunch of crazy people ;)please drop me a line at jesus dot rodriguez at tellago dot com. Hope to hear from...(read more)

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  • We are hiring (take a minute to read this, is not another BS talk ;) )

    - by gsusx
    I really wanted to wait until our new website was out to blog about this but I hope you can put up with the ugly website for a few more days J. Tellago keeps growing and, after a quick break at the beginning of the year, we are back in hiring mode J. We are currently expanding our teams in the United States and Argentina and have various positions open in the following categories. .NET developers: If you are an exceptional .NET programmer with a passion for creating great software solutions working...(read more)

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  • SO-Aware at the Atlanta Connected Systems User Group

    - by gsusx
    Today my colleague Don Demsak will be presenting a session about WCF management, testing and governance using SO-Aware and the SO-Aware Test Workbench at the Connected Systems User Group in Atlanta . Don is a very engaging speaker and has prepared some very cool demos based on lessons of real world WCF solutions. If you are in the ATL area and interested in WCF, AppFabric, BizTalk you should definitely swing by Don’s session . Don’t forget to heckle him a bit (you can blame it for it ;) )...(read more)

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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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