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• How important is to sacrifice your free time for accomplishing goals? [closed]

  - by Darf Zon

  I was reading a book about XP programming and about agile teams. While I was reading, I saw this scenario. I've never worked with a development team (just in school). So I would like what do you opine on this situation: Your boss has asked you to deliver software in a time that can only be possible to meet the project team asking if you want to work overtime without pay. All team members have young children. Discuss whether it should accept this request from your boss or should persuade the team to give their time to the organization rather than their families. What could be significant factors in the decision? As a programmer, you are offered an upgrade as project manager, but his feeling is that you can have a more effective contribution in a technical role in one administrative. Write when you should accept that promotion. Somethimes, I sacrifice my free time for accomplishing hits at work, so it's very important to me to know your opinion base of your experience.

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• Reasons for Pair Programming

  - by Jeff Langemeier

  I've worked in a few shops where management has passed the idea of pair programming either to me or another manager/developer, and I can't get behind it at all. From a developer stand-point I can't find a reason why moving to this coding style would be beneficial, nor as a manager of a small team have I seen any benefit. I understand that it helps on basic syntax errors and can be helpful if you need to hash something out, but managers that are out of the programming loop seem to keep seeing it as a way of keeping their designers from going to Facebook or Reddit than as a design tool. As someone close to the development floor that apparently can't quite understand from a book tossed my way or a wiki page on the subject... from a high level management position, what are the benefits of Pair Programming when dealing with Scrum or Agile environments?

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• How to stop gold-plating and just be content to release working developments

  - by Andy Bowskill

  The development team that I'm a member of has recently adapted to work according to Agile practices. This has personally highlighted the fact that I can't stop myself gold-plating code (and documentation) and I consequently exceed original estimates, when I could've delivered solutions that meet the requirements much earlier. I think my ethic is bordering on the obsessive in that I become too attached to my code and am rarely content to release before I've refactored and perfected it to the nth degree. I am happy that I have realised this but how can I change my attitude/mentality to be content with my progress and release on-time instead?

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• Learning PostgreSql: Embracing Change With Copying Types and VARCHAR(NO_SIZE_NEEDED)

  - by Alexander Kuznetsov

  PostgreSql 9.3 allows us to declare parameter types to match column types, aka Copying Types. Also it allows us to omit the length of VARCHAR fields, without any performance penalty. These two features make PostgreSql a great back end for agile development, because they make PL/PgSql more resilient to changes. Both features are not in SQL Server 2008 R2. I am not sure about later releases of SQL Server. Let us discuss them in more detail and see why they are so useful. Using Copying Types Suppose...(read more)

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• What is a "cross-functional team" actually?

  - by Idsa

  The general meaning of "cross-functional team" is a team which combines specialists in different fields that are required to reach the goal. But it looks like in Agile cross-functionality means not only combining different specialists, but making them mix. Henrik Kniberg defines cross-functional team this way: "Cross-functional just means that the team as a whole has all skills needed to build the product, and that each team member is willing to do more than just their own thing." But where is the line drawn? Is it normal to ask developers to become testers for an iteration if it is required?

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• What is Continous Integration (CI) and how is it useful?

  - by Geek

  Can some one explain to me the concept of Continious Integration, how it works in an easy to understand way? And why should a company adopt CI in their code delivery workflow? I am a developer and my company (mainly the build team ) uses Team City. As a developer I always checkout, update and commit code to SVN but never really had to bother about TeamCity or CI in general. So I would like to understand what is the usefulness of CI? Is CI a part of Agile methodologies?

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• How to properly shield a PO from outside?

  - by xsAce

  Update: We are a very small team (3 people) and thus I (SM) and the PO are also developers doing some coding. We are aware of this situation and we are actively trying to recruit some new talents. But it's hard! Meanwhile... we need to adapt... so my question: The PO complains about having too much outside noise (mainly stakeholders feature requests), and he can't focus on the sprint realisation. We agree that we should try to educate people on our process implications (sprint durations and product backlog), to reduce the noise. But as a ScrumMaster, how am I supposed to shield a PO from outside? Isn't he supposed to be in contact with the management and business? Also, if people outside don't want to waste too much time learning agile, what is the best way to educate them?

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• How to properly shield a Product Owner from outside?

  - by xsAce

  Update: We are a very small team (3 people) and thus I (Scrum Master) and the Product Owner are also developers doing some coding. We are aware of this situation and we are actively trying to recruit some new talents. But it's hard! Meanwhile... we need to adapt... so my question: The Product Owner complains about having too much outside noise (mainly stakeholders feature requests), and he can't focus on the sprint realisation. We agree that we should try to educate people on our process implications (sprint durations and product backlog), to reduce the noise. But as a Scrum Master, how am I supposed to shield a PO from outside? Isn't he supposed to be in contact with the management and business? Also, if people outside don't want to waste too much time learning agile, what is the best way to educate them?

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• Winforms Which Design Pattern / Agile Methodology to choose

  - by ZedBee

  I have developed desktop (winforms) applications without following any proper design pattern or agile methodologies. Now I have been given the task to re-write an existing ERP application in C# (Winforms). I have been reading about Domain Driven Design, scrum, extreme programming, layered architecture etc. Its quite confusing and really hard (because of time limitations) to go and try each and every method and then deciding which way to go. Its very hard for me to understand the bigger picture and see which pattern and agile methodology to follow. To be more specific about what I want to know is that: Is it possible to follow Domain Driven Design and still be agile. Should I choose Extreme programming or scrum in this specific scenario Where does MVP and MVVM fits, which one would be a better option for me

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• Agile and code release

  - by ring bearer

  Do you know of any agile process that is created for code releases? One of the main theme of agile is frequent releases and each company/client would have their own test/approval processes that control code releases. Most of the time these slow down the pace of "frequent releases" Currently we have a proprietary tool based workflow. The team who needs a code promotion needs to create a promotion request to one of the final UAT servers. Once this is complete, and once tests are done, certain customers, technical/non-technical managers need to approve, then it goes in to production deploy stage. Meanwhile no sprint planning meeting or anything of that sort. What is the code release process (Which is agile) that has worked for you?

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• Can an agile shop really score 12 on the Joel Test?

  - by Simon

  I really like the Joel test, use it myself, and encourage my staff and interviewees to consider it carefully. However I don't think I can ever score more than 9 because a few points seem to contradict the Agile Manifesto, XP and TDD, which are the bedrocks of my world. Specifically: the questions about schedule, specs, testers and quiet working conditions run counter to what we are trying to create and the values that we have adopted in being genuinely agile. So my question is: is it possible for a true Agile shop to score 12?

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• Using Completed User Stories to Estimate Future User Stories

  - by David Kaczynski

  In Scrum/Agile, the complexity of a user story can be estimated in story points. After completing some user stories, a programmer or team of programmers can use those experiences to better estimate how much time it might take to complete a future user story. Is there a methodology for breaking down the complexity of user stories into quantifiable or quantifiable attributes? For example, User Story X requires a rich, new view in the GUI, but User Story X can perform most of its functionality using existing business logic on the server. On a scale of 1 to 10, User Story X has a complexity of 7 on the client and a complexity of 2 on the server. After User Story X is completed, someone asks how long would it take to complete User Story Y, which has a complexity of 3 on the client and 6 on the server. Looking at how long it took to complete User Story X, we can make an educated estimate on how long it might take to complete User Story Y. I can imagine some other details: The complexity of one attribute (such as complexity of client) could have sub-attributes, such as number of steps in a sequence, function points, etc. Several other attributes that could be considered as well, such as the programmer's familiarity with the system or the number of components/interfaces involved These attributes could be accumulated into some sort of user story checklist. To reiterate: is there an existing methodology for decomposing the complexity of a user story into complexity of attributes/sub-attributes, or is using completed user stories as indicators in estimating future user stories more of an informal process?

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• Want to work at Typemock? We’re Hiring

  - by RoyOsherove

  We are looking for a .NET\C++ developer to join the growing Typemock ranks. You need to: Live in Israel know .NET very well (at least 3 years .NET experience – VB.NET or C#, and willing to learn the other one) Have some C++ experience (recent – sometime in the past couple of years) Be interested in Agile development, unit testing and TDD (you don’t have to be an expert. You’ll become one on the job.) have very good english PASSION for programming Advantage to C++ hardcore devs but you don’t have to be one Advantage to Open source contributors   but you don’t have to be one Advantage to public figures (bloggers, speakers..) but you don’t have to be one   You will be working on one of our products, or several of them along the way. Including Typemock Isolator, Test Lint, TeamMate and future products we are working on! We are counting on all our developers to be part of the design process, to take active part in support and customer meetings, and the first day of every two weeks is dedicated to pet projects – you work on anything you want (even if it’s not to do with Typemock)! send an email with your ENGLISH CV to royo AT typemock.com

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• What kind of users stories should be written in the initial stages of a project?

  - by Domenic

  When just starting a project, you have nothing---no UI, no data layer, nothing in between. Thus, a single story like "users should be able to view their foos" will entail a lot of work. Once you have that story, one like "users should be able to edit their foos" is more realistic, but that first story will involve setting up a UI layer, a presentation logic layer, a domain logic layer, and a data access layer. This doesn't fit with my concept of "tasks": to me, I'd rather have something like the following "tasks": Show dummy data for a user's foos in HTML, derived from JavaScript objects. Set up a presentation logic layer, and connect the JavaScript objects to it. Set up a domain logic layer, and connect the presentation logic layer to it. Set up a data access layer, and connection the domain logic layer to it. Do all of these fall under the single "story" above? If so, I feel like stories are not a terribly useful framework in the early stages of a project. If so, that's fine---I just want to make sure I'm not missing something, since I'm really trying to learn this agile methodology as best I can.

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• Software management for 2 programmers

  - by kajo

  Hi all, me and my very good friend do a small bussiness. We have company and we develop web apps using Scala. We have started 3 months ago and we have a lot of work now. We cannot afford to employ another programmer because we can't pay him now. Until now we try to manage entire developing process very simply. We use excel sheets for simple bug tracking and we work on client requests on the fly. We have no plan for next week or something similar. But now I find it very inefficient and useless. I am trying to find some rules or some methodology for small team or for only two guys. For example Scrum is, imo, unadapted for us. There are a lot of roles (ScrumMaster, Product Owner, Team...) and it seems overkill. Can you something advise me? Have you any experiences with software management in small teams? Is any methodology of current agile development fitten for pair of programmers? Is there any software management for simple bug tracking, maybe wiki or time management for two coders? thanks a lot for sharing.

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• TDD/Tests too much an overhead/maintenance burden?

  - by MeshMan

  So you've heard it many times from those who do not truly understand the values of testing. Just to start things out, I'm a follower of Agile and Testing... I recently had a discussion about performing TDD on a product re-write where the current team does not practice unit testing on any level, and probably have never heard of the dependency injection technique or test patterns/design etc (we won't even get on to clean code). Now, I am fully responsible for the rewrite of this product and I'm told that attempting it in the fashion of TDD, will merely make it a maintenance nightmare and impossible for the team maintain. Furthermore, as it's a front-end application (not web-based), adding tests is pointless, as the business drive changes (by changes they mean improvements of course), the tests will become out of date, other developers who come on to the project in the future will not maintain them and become more of a burden for them to fix etc. I can understand that TDD in a team that does not currently hold any testing experience doesn't sound good, but my argument in this case is that I can teach my practice to those around me, but further more, I know that TDD makes BETTER software. Even if I was to produce the software using TDD, and throw all the tests away on handing it over to a maintenance team, it surely would be a better approach than not using TDD at all from the start? I've been shot down as I've mentioned doing TDD on most projects for a team that have never heard of it. The thought of "interfaces" and strange looking DI constructors scares them off... Can anyone please help me in what is normally a very short conversation of trying to sell TDD and my approach to people? I usually have a very short window of argument before falling at the knees to the company/team.

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• Are project managers useful in Scrum?

  - by Martin Wickman

  There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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• Does waterfall require code complete before QA steps in?

  - by P.Brian.Mackey

  The process used at a certain company consists of: Create a layout according to some designs made in a web page design tool. (CSS, html) Requirements come in with "functional requirements". These consist of 100's of lines of business directions. E.G. Create a Table on page X. Column1 has numeric data. Column1 is the client code. Column2 is a string...etc. Write code to meet all functional requirements. When all code is checked in, send to QA (which is the BA that wrote the requirements) for inspection, bug finds and change requests. Punt back to developer with a list of X bugs and Y change requests. While bug finds or change requests 0 go to step 4. The agile development environments I have worked in allow, if not demand, early QA inspection and early user acceptance. So, pieces of the program can be refined and redefined before the entire application is in place. Not only that, but the process leaves little room for error or people changing their minds. Instead, those "change requests" come in at the last stage when they do the most damage. And being that a bug-fix's cost increases over time, this is a costly way to write code. I am no waterfall expert. As described, is this waterfall being mishandled in some way? How does waterfall address my concerns?

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• Are project managers useful in Scrum?

  - by Martin Wickman

  There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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• Online betting system design [closed]

  - by Rafal

  I am a Computer Science student, preparing for my exam in software engineering. I am strugging with answering one of the sample questions to the scenario below. My understanding is that the system design approach should probably be a mixture of agile and plan driven elements but - since I've no practical experience - it's hard for me to decide on the balance and tolls that should be used. I will appreciate any hints from experienced business analysts who were involved in similar kind of projects. Ray Sing is the owner of “Last Betz", a bookmakers with 7 outlets across Louth and Meath. With the advent of smartphones Ray would now like to allow his clients to place their bets online using their mobile devices. Clients would register for an account and password and would log their credit card details via the Last Betz website. To begin using the facility customers must 'load' their accounts with 100 euros. Any winnings, minus commission, will be placed in the account whilst any losses will be automatically deducted from the account. Assuming you have been selected to develop the above system: How would you approach the design of this system? Discuss the design methods and models you would use.

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• What electronic user-story-mapping tools can you recommend?

  - by azheglov

  Agile software development relies heavily on a work item type called user stories. For example, you have a backlog full of user stories and you can select a few of them to work on during the next sprint. But where and how do you find user stories to put into the backlog? There is a popular technique for doing that called story mapping. Jeff Patton invented it and here is the definitive guide on how to do it. The question is, what electronic tools are out there that support Patton's story-mapping technique? I've done a bit of research, found Pivotal and Rally plug-ins (but I'm not a customer of either) and I'm currently experimenting with SilverStories. What other tools are out there? What have you used? What do you (not) recommend? Why? UPDATE: Some people who wrote comments seem to lean towards an answer that applying this technique is simply impossible with an electronic tool and we should just accept that. Can't someone write it up as an answer?

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• Software management for 2 programmers

  - by kajo

  me and my very good friend do a small bussiness. We have company and we develop web apps using Scala. We have started 3 months ago and we have a lot of work now. We cannot afford to employ another programmer because we can't pay him now. Until now we try to manage entire developing process very simply. We use excel sheets for simple bug tracking and we work on client requests on the fly. We have no plan for next week or something similar. But now I find it very inefficient and useless. I am trying to find some rules or some methodology for small team or for only two guys. For example Scrum is, imo, unadapted for us. There are a lot of roles (ScrumMaster, Product Owner, Team...) and it seems overkill. Can you something advise me? Have you any experiences with software management in small teams? Is any methodology of current agile development fitten for pair of programmers? Is there any software management for simple bug tracking, maybe wiki or time management for two coders? thanks a lot for sharing.

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• How to integrate technical line/functional manager into Scrum team?

  - by thegreendroid

  We have recently had a new line manager start who is managing our Scrum team. He is immensely experienced in our field but is relatively inexperienced at Agile/Scrum. He has extensive technical expertise in embedded software (the team's domain) that would go to waste if not utilised properly. However, the team is wary of making a line manager part of the Scrum team. The general consensus is that the line manager should not be part of the Scrum team at all. There are a number of issues that may crop up, e.g. the team may start "reporting" to the manager (i.e. a daily status update!), the manager may start to micro-manage team members etc etc. As it currently stands, he has already said that he feels like an outsider within the team. We really want to make use of his technical skills, we'd be foolish if we didn't because we are a relatively inexperienced and young team of twenty somethings. What would be the best approach to integrate a senior "technical" line manager in a Scrum team and make him feel like he is part of the team?

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• Finishing an iteration early

  - by f1dave

  I'd like some input on this on those working with agile methodologies... A current project is finding that development on our planned user stories is finishing some time before the end of the iteration, and that the testing effort and business acceptance is what's actually dragging us out longer towards the end. This means that the devs in question have spare time, and they're essentially going out to the iteration+1 backlog and starting work on cards there before our current iteration cards are 'done'. As iteration manager, I want to put a stop to this - I want a more team-orientated approach where the group takes ownership of getting all the cards done, as opposed to "Well, dev's done so what do I dev next?" The problem I face is convincing the team of this. On one hand, I understand why the devs don't want to test the code they've written (there are unit tests they write of course, but the manual testing to be done could be influenced by their bias). The team sees working ahead as making our next iterations easier, because a lot of the work is done before we start. I see this as screwing with the whole system of planning/actuals - but it's difficult to convince the team as to why this matters. What advice can you guys and girls give? How do we stop devs reaching ahead? What should they be doing instead? How much of a problem is this in the scheme of things, if things are still getting done?

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• How to promote an open-source project?

  - by Shehi

  First of all, I apologize if this is the wrong section of network to post this question. If it is, please feel free to move it to more appropriate location... Question: I would like to hear your ideas regarding the ways of open source projects being started and run. I have an open-source content management system project and here some questions arise: How should I act? Shall I come up with a viable pre-alpha edition with working front- and back-ends first and then announce the project publicly? Or shall I announce it right away from the scratch? As a developer I know that one should use versioning system like Git or SVN, which I do, no problems there. And the merit of unit-testing is also something to remember, which, to be frank, I am not into at all... Project management - I am a beginner in that, at best. Coding techniques and experiences such as Agile development is something I want to explore... In short, any ideas for a developer who is new to open-source world, is most welcome.

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