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• Are there good resources for leading documentation for an existing software product having none?

  - by Ben Rose

  Hello. I'm a software developer at a technology company. I have been tasked with leading the documentation effort for the product I work on, both internal to developers as well as spilling over into facilitating the business side of requirements documentation. This internal product has been around for at least 6 years. One challenge is that this software application has no form of documentation other than some small, outdated pieces here and there. There are comments in the code, but they are technical and do not convey any over-arching behavior (even on technical side). As a consequence of having little to no documentation, this product is often unnecessarily complex under the covers adding to the challenge. We are very limited on time that will be given to us to work on documentation. Another thing about me is that I've displayed some ability in writing/communication around the office, but I'm not coming from any sort of documentation or formal writing background (beyond my academic career). Please share your advise or recommend resources, book/website/forum/whatever, for helping me come up with a plan with milestones, best practices, task delegation, templates, buy-in, etc. I'm hoping for a resource targeting or giving special mention of introducing good documentation on existing projects where there previously was none. I would be very grateful for your responses. Ben

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• How do you manage the testing of your Android software on physical devices?

  - by Philip Regan

  I'm in charge of managing mobile application development at my company, and I am currently building a mobile device "library" for testing. Essentially, we want to have a representative device in-house for each of the OSes we are developing for, currently iOS (iPhone-only), Blackberry, and Android. Simulators only go so far, but I'm placing into the process a step to test software on the devices themselves. The problem we're finding is with Android. I don't think any of us here ever really understood just how fragmented the whole platform is until we started looking at devices to acquire. We are going to wait until v2.3 of Android is released, but which products to choose? Do we go by the most popular by market share? Do we get a small range of products by specs from least to most powerful overall? We're trying to avoid having to manage a dozen different devices to test each app, if not because of cost if only for the repeated time sink. How do you manage the testing of your Android software on physical devices?

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• Emacs/Vim/Vi - do they have a place in modern software development ecosystem? [closed]

  - by Anton Gogolev

  Watching all those screencasts (and listening all those podcasts) with more-or-less famous hackers/programmers I hear that many of those use emacs/vi(m) for their daily work. Now, I myself tried using both emacs and vim, and I honestly cannot understand why would anybody use these for any kind of serious development. The most advertised feature is something along the lines of "you'll be able to work with text (meaning cutting, pasting, duplicating, moving, etc) up to ten times faster than with conventional IDEs", but I don't buy that. When has the success of a software project been defined by how fast a programmer can juggle lines in a text editor or by saving a couple of keystrokes here and there? Plugins and extensions? I bet nothing comes close to R# or IDEA in terms of refactoring support ("Rename" refactoring implemented by means of "Search and Replace" is not a refactoring IMO); others are trivial. Ubiquitous and available everywhere? So what? How often do you find yourself editing files over a 300 baud connection on an esoteric *nix installation without a VCS? So here goes: do said editors have a justified place in a modern software development ecosystem?

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• In Social Relationship Management, the Spirit is Willing, but Execution is Weak

  - by Mike Stiles

  In our final talk in this series with Aberdeen’s Trip Kucera, we wanted to find out if enterprise organizations are actually doing anything about what they’re learning around the importance of communicating via social and using social listening for a deeper understanding of customers and prospects. We found out that if your brand is lagging behind, you’re not alone. Spotlight: How was Aberdeen able to find out if companies are putting their money where their mouth is when it comes to implementing social across the enterprise? Trip: One way to think about the relative challenges a business has in a given area is to look at the gap between “say” and “do.” The first of those words reveals the brand’s priorities, while the second reveals their ability to execute on those priorities. In Aberdeen’s research, we capture this by asking firms to rank the value of a set of activities from one on the low end to five on the high end. We then ask them to rank their ability to execute those same activities, again on a one to five, not effective to highly effective scale. Spotlight: And once you get their self-assessments, what is it you’re looking for? Trip: There are two things we’re looking for in this analysis. The first is we want to be able to identify the widest gaps between perception of value and execution. This suggests impediments to adoption or simply a high level of challenge, be it technical or otherwise. It may also suggest areas where we can expect future investment and innovation. Spotlight: So the biggest potential pain points surface, places where they know something is critical but also know they aren’t doing much about it. What’s the second thing you look for? Trip: The second thing we want to do is look at specific areas in which high-performing companies, the Leaders, are out-executing the Followers. This points to the business impact of these activities since Leaders are defined by a set of business performance metrics. Put another way, we’re correlating adoption of specific business competencies with performance, looking for what high-performers do differently. Spotlight: Ah ha, that tells us what steps the winners are taking that are making them winners. So what did you find out? Trip: Generally speaking, we see something of a glass curtain when it comes to the social relationship management execution gap. There isn’t a single social media activity in which more than 50% of respondents indicated effectiveness, which would be a 4 or 5 on that 1-5 scale. This despite the fact that 70% of firms indicate that generating positive social media mentions is valuable or very valuable, a 4 or 5 on our 1-5 scale. Spotlight: Well at least they get points for being honest. The verdict they’re giving themselves is that they just aren’t cutting it in these highly critical social development areas. Trip: And the widest gap is around directly engaging with customers and/or prospects on social networks, which 69% of firms rated as valuable but only 34% of companies say they are executing well. Perhaps even more interesting is that these two are interdependent since you’re most likely to generate goodwill on social through happy, engaged customers. This data also suggests that social is largely being used as a broadcast channel rather than for one-to-one engagement. As we’ve discussed previously, social is an inherently personal media. Spotlight: And if they’re still using it as a broadcast channel, that shows they still fail to understand the root of social and see it as just another outlet for their ads and push-messaging. That’s depressing. Trip: A second way to evaluate this data is by using Aberdeen’s performance benchmarking. The story is both a bit different, but consistent in its own way. The first thing we notice is that Leaders are more effective in their execution of several key social relationship management capabilities, namely generating positive mentions and engaging with “influencers” and customers. Based on the fact that Aberdeen uses a broad set of performance metrics to rank the respondents as either “Leaders” (top 35% in weighted performance) or “Followers” (bottom 65% in weighted performance), from website conversion to annual revenue growth, we can then correlated high social effectiveness with company performance. We can also connect the specific social capabilities used by Leaders with effectiveness. We spoke about a few of those key capabilities last time and also discuss them in a new report: Social Powers Activate: Engineering Social Engagement to Win the Hidden Sales Cycle. Spotlight: What all that tells me is there are rewards for making the effort and getting it right. That’s how you become a Leader. Trip: But there’s another part of the story, which is that overall effectiveness, even among Leaders, is muted. There’s just one activity in which more than a majority of Leaders cite high effectiveness, effectiveness being the generation of positive buzz. While 80% of Leaders indicate “directly engaging with customers” through social media channels is valuable, the highest rated activity among Leaders, only 42% say they’re effective. This gap even among Leaders shows the challenges still involved in effective social relationship management. @mikestilesPhoto: stock.xchng

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• What relationship do software Scrum or Lean have to industrial engineering concepts like theory of constraints?

  - by DeveloperDon

  In Scrum, work is delivered to customers through a series of sprints in which project work is time boxed to a fixed number of days or weeks, usually 30 days. In lean software development, the goal is to deliver as soon as possible, permitting early feedback for the next iteration. Both techniques stress the importance of workflow in which software work product does not accumulate in development awaiting release at some future date. Both permit new or refined requirements and feedback from QA and customers to be acted on with as little delay as possible based on priority. A few years ago I heard a lecture where the speaker talked briefly about a family of concepts from industrial engineering called theory of constraints. In the factory, they use an operations model based on three components: drum, buffer, and rope. The drum synchronizes work product as it flows through the system. Buffers that protect the system by holding output from one stage as it waits to be consumed by the next. The rope pulls product from one work station to the next. Historically, are these ideas part of the heritage of Scrum and Lean, or are they on a separate track? It we wanted to think about Scrum and Lean in terms of drum-buffer-rope, what are the parts? Drum = {daily scrum meeting, monthly release)? Buffer = {burn down list, source control system)? Rope = { daily meeting, constant integration server, monthly releases}? Industrial engineers define work flow in terms of different kinds of factories. I-Factories: straight pipeline. One input, one output. A-Factories: many inputs and one output. V-Factories: one input, many output products. T-Plants: many inputs, many outputs. If it applies, what kind of factory is most like Scrum or Lean and why?

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• Submitting software to a competition, it becomes their property?

  - by myrkos

  So I'm about to submit a game to a competition, but as I looked through the rules a chunk grabbed my attention: All Entries become the sole and exclusive property of Sponsor and will not be acknowledged or returned. Sponsor shall own all right, title and interest in and to each Entry, including without limitation all results and proceeds thereof and all elements or constituent parts of Entry (including without limitation the Mobile App, the Design Documents, the Video Trailer, the Playable and all illustrations, logos, mechanicals, renderings, characters, graphics, designs, layouts or other material therein) and all copyrights and renewals and extensions of copyrights therein and thereto. Without limitation of the foregoing, each Eligible Entrant shall and hereby does absolutely and irrevocably assign and transfer all of his or her right, title and interest in his or her Entry to Sponsor, and Sponsor shall have the right and may authorize others to use, copy, sublicense, transmit, modify, manipulate, publish, delete, reproduce, perform, distribute, display and otherwise exploit the Entry (and to create and exploit derivative works thereof) in any manner, including without limitation to embody the Entry, in whole or in part, in apps and other works of any kind or nature created, developed, published or distributed by Sponsor and to and register as a trademark in any country in Sponsor’s name any component of the Entry, without such Eligible Entrant reserving any rights or claims with respect thereto. Sponsor shall have the exclusive right, in perpetuity, throughout the Territory to change, adapt, modify, use, combine with other material and otherwise exploit the Entry in all media now known or hereafter devised and in any manner, in its sole and absolute discretion, without the need for any payment or credit to Entrant. So the game will become the sponsor's property; however, they don't ask for source code. So will I still own the rights to the source code, whatever that means? And if it doesn't win said competition, will I be able to publish it myself without their trademarks? I am very new to software legality stuff, so I would appreciate any clarification. Since there's a possibility I won't even own the source, is it possible to make the game core engine open source software with a not-very-restrictive license and include that in the project, so I at least still own the game engine? Or does it not work that way?

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• Hey, Programmers! We Got No Theory!

  Good software looks different than bad software Business - Technology - Retailers - Accounting - Industry-Specific

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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 should happen at the start of a software project startup?

  - by Willem

  A quick introduction My college semesters include a 8 week project working for an actual company with a software need in order to get some much needed practical experience. I have just started such a project with 5 other students. We're required to spend roughly 40 hours a week per student on this project. We're working with SCRUM as the software development method, this was assigned by our teachers. The question Day one of the project just ended which has created some questions for me as to how to start a project in the 'real world'. Our first day included working on a project planning document (not sure what the English term is), creating a appointment with the company for an introduction and the opportunity to start specifying the requirements and setting up some standards for the behavior within the group. However these items didn't take that long to finish. We've made some concrete plans for tomorrow and the day after we'll meet the company. This still leaves several hours of 'work-time' unspent. Is it usual not being able to fill every hour of a day for work at the start of a project or are we simply too inexperienced to see what work needs to be done at this stage of a project, or are we, perhaps, going through the above list too fast? How does this work in the 'real world'? Do you spend your time wondering 'what should I do now', or do you have a clear view of what you're supposed to do at that moment?

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• Get Fanatical About Your Followers

  - by Mike Stiles

  In the fourth of our series of discussions with Aberdeen’s Trip Kucera, we touch on what fans of your brand have come to expect in exchange for their fandom. Spotlight: Around the Oracle Social office, we live for football. So when we think of a true “fan” of a brand, something on the level of a football fan is what comes to mind. But are brands trying to invest fans on that same level? Trip: Yeah, if you’re a football fan, this is definitely your time of year. And if you’ve been to any NFL games recently, especially if you hadn’t been for a few years previously, you may have noticed that from the cup holders to in-stadium Wi-Fi, there’s an increasing emphasis being placed on “fan-focused” accommodations. That’s what they’re known as in the stadium business. Spotlight: How are brands doing in that fan-focused arena? Trip: Remember fan is short for “fanatical.” Brands can definitely learn from the way teams have become fanatical about their fans, or in the social media world, their followers. Many companies consider a segment of their addressable social audience as true fans; I’ve even heard the term “super-fans” used. So just as fans know and can tell you nearly everything about their favorite team, our research shows that there’s a lot value from getting to know your social audience—your followers—at a deeper level. Spotlight: So did your research show there’s a lot to be gained by making fandom a two-way street? Trip: Aberdeen’s new social relationship management research suggests that companies should develop capabilities to better analyze their social audience at a more granular level. Countless “ripped from the headlines” examples, from “United Breaks Guitars” to the most recent British Airways social fiasco we talked about a few weeks ago show how social can magnify the impact of a single customer voice. Spotlight: So how do the companies who are executing social most successfully do that? Trip: Leaders, which are the top-performing companies in Aberdeen’s study, are showing the value of identifying and categorizing your social audience. You should certainly treat every customer as if they have 10,000 followers, because they just might, but you can also proactively engage with high-value customer and high-value influencers. Getting back to the football analogy, it’s like how teams strive to give every guest a great experience, but they really roll out the red carpet for those season ticket and luxury box holders. Spotlight: I’m not allowed in luxury boxes, so you’ll have to tell me what that’s like. But what is the brand equivalent of rolling out the red carpet? Trip: Leaders are nearly three times more likely than Followers to have a process in place that identifies key social influencers for engagement, and more than twice as likely to identify customer advocates for social outreach. This is the kind of knowledge that gives companies the ability to better target social messaging and promotions like we talked about in our last discussion, as well as a basis for understanding how to measure the impact of their social media programs. I’ll give you an example. I hosted an event at one of my favorite restaurants recently. I had mentioned them in a Tweet several weeks before the event, and on the day of the event, they Tweeted out that they were looking forward to seeing me that evening for the event. It’s a small thing, but it had a big impact and I’d certainly go back as a result. Spotlight: So what specifically can brands use and look at to determine where their potential super-fans are? Trip: Social graph analysis, which looks at both the demographic/psychographic trends as well as the behavioral connections, can surface important brand value. Aberdeen’s PR and Brand Management research indicated that top-performing companies are more than three times more likely than Followers to both determine demographic trends through social listening (44% vs. 13%), and to identify meaningful customer segments through social (44% vs. 12%). This kind of brand-level insight can complement and enrich traditional market research. But perhaps even more importantly, it can serve as an early warning system for customer experience failures. @mikestilesPhoto: freedigitalphotos.net

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• Releasing software/Using Continuous Integration - What do most companies seem to use?

  - by Sagar

  I've set up our continuous integration system, and it has been working for about a year now. We have finally reached a point where we want to do releases using the same. Before our CI system, the process(es) that was used was: (Develop) -> Ready for release -> Create a branch -> (Build -> Fix bugs as QA finds them) Loop -> Final build -> Tag (Develop) -> Ready for release -> (build -> fix bugs) Loop -> Tag Our CI setup: 1 server for development (DEV) 1 server for qa/release (QA) The second one has integrated into CI perfectly. I create a branch when the software is ready for release, and the branch never changes thereafter, which means the build is reproduceable without having to change the CI job. Any future development takes place on HEAD, and even maintainence releases get a completely new branch and a completely new job, which remains on the CI system forever, and then some. The first method is harder to adapt. If the branch changes, the build is not reproduceable unless I use the tag to build [jobs on the CI server uses the branch for QA/RELEASE, and HEAD for development builds]. However, if I use the tag to build, I have to create a new CI job to build from the tag (lose changelog on server), or change the existing job (lose original job configuration). I know this sounds complicated, and if required, I will rewrite/edit to explain the situation better. However, my question: [If at all] what process does your company use to release software using continuous integration systems. Is it even done using the CI system, or manually?

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• Lead Programmer definition clarification

  - by Junaid

  I am working on PHP and MySQL based web application for more than 5 years now. I started my career from Intern - Jr Developer - Software Developer - Sr. Software Engineer [Team Lead] that's what I am nowadays. I was looking at the link at Wikipedia regarding who is a lead programmer. The link states the following: A lead programmer is a software engineer in charge of one or more software projects. Alternative titles include Development Lead, Technical Lead, Senior Software Engineer, Software Design Engineer Lead (SDE Lead), Software Manager, or Senior Applications Developer. When primarily contributing in a high-level enterprise software design role, the title Software Architect (or similar) is often used. All of these titles can have different meanings depending on the context. My current job responsibilities are more or less like a Development Lead and to some extent near Software Architect because I usually design the core structure of new products and managing 2-3 project simultaneously and in the meantime involved in assisting other teams regarding the structural design of their projects, I am usually on call with clients along with project managers, I code most of the time when my team stuck somewhere / workload / integrating some third party API and etc. Primary reason of this writing is to know if I qualify for a Development Lead Title? in accordance with my above mentioned job descriptions?

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• Case studies for successful service (project) based software development businesses without constant overtime from its employees [closed]

  - by Ryan Taylor

  I work for an IT company that is primarily services (project) based rather than product based. All software engineers are salaried. The company has set new expectations that everyone should work 48 hours per week instead of 40. Note, this isn't occasional overtime due to crunches. This is the new 40. The reasoning is that this enables the company to provide benefits to its employees such as monetary incentives and training because the company is more profitable. more hours worked = more billable hours = larger profit I understand the need for profitability and the occasional crunch time and have put in the extra hours when it was needed and beneficial to the project. However, I am also very sensitive to work life balance and have raised my concerns about the the new expectation. My employer is open to other methods to increase profitability so I hold hope that we can turn things around before it becomes a horrible place to work. How does a services based company become more profitable without increasing the number of hours expected from it's salaried employees? Are there any case studies showing the pros and cons of consistent overtime? Are there any case studies for a successful service based business model (for software development companies) that does not require consistent overtime from its employees?

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• How to learn to deliver quality software designs when working on a tight deadline?

  - by chester89

  I read many books about how to design great software, but I kind of struggle to come up with a good design decisions when it comes to business apps, especially when the timeframe is tough. In the company I currently work for, the following situation happen all the time: my teamlead tells me that there's a task to do, I call some guy or a girl from business who tells me exactly what is it they want, and then I start coding. The task always fits in some existing application (we do only web apps or web services), usually it's purpose is to pull data from one datasource and put into the other one, with some business logic attached in the process. I start coding and then, after spending some time on a problem, my code didn't work as expected - either because of technical mistake or my lack of knowledge of the domain. The business is ringing me 2-3 times a day to hurry me up. I ask my team lead to help, he comes up, sees my code and goes like 'What's this?'. Then he throws away about half of my code, including all the design decisions I made, writes 2-3 methods that does the job (each of them usually 200-300 lines long or more, by the way), and task is complete, code works as it should have. The guy is smarter than me, obviously, and I'm aware of that. My goal is to be better software developer, that means write better code, not finish the job quicker with some crappy code. And the thing is, when I have enough time to tackle a problem, I can come up with a design that is good (in my opinion, of course), but I fall short to do so when I'm on a tight deadline. What should I do? I am fully aware that it's rather vague explanation, but please bear with me

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• How to handle the fear of future licensing issues of third-party products in software development?

  - by Ian Pugsley

  The company I work for recently purchased some third party libraries from a very well-known, established vendor. There is some fear among management that the possibility exists that our license to use the software could be revoked somehow. The example I'm hearing is of something like a patent issue; i.e. the company we purchased the libraries from could be sued and legally lose the ability to distribute and provide the libraries. The big fear is that we get some sort of notice that we have to cease usage of the libraries entirely, and have some small time period to do so. As a result of this fear, our ability to use these libraries (which the company has spent money on...) is being limited, at the cost of many hours worth of development time. Specifically, we're having to develop lots of the features that the library already incorporates. Should we be limiting ourselves in this way? Is it possible for the perpetual license granted to us by the third party to be revoked in the case of something like a patent issue, and are there any examples of something like this happening? Most importantly, if this is something to legitimately be concerned about, how do people ever go about taking advantage third-party software while preparing for the possibility of losing that capability entirely? P.S. - I understand that this will venture into legal knowledge, and that none of the answers provided can be construed as legal advice in any fashion.

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• Agile team with no dedicated Tester members. Insane or efficient?

  - by MetaFight

  I'm a software developer. I've been thinking a lot about the efficiency of the Software Testers I've worked with so far in my career. In fact, I've been thinking a lot about the Software Testers role in general and have reached a potentially contentious conclusion: Non-developer Software Testers staff are less efficient at software testing than developers. Now, before everyone gets upset, hear me out. This isn't mere opinion: Software Testing and Software Development both require a lot of skills in common: Problem solving Thinking about corner cases Analytical skills The ability to define clear and concise step-by-step scenarios What developers have in addition to this is the ability to automate their tests. Yes, I know non-dev testers can automate their tests too, but that often then becomes a test maintenance issue. Because automating UI tests is essentially programming, non-dev members encounter all the same difficulties software developers encounter: Copy-pasta, lack of code reusibility/maintainability, etc. So, I was wondering. Why not replace all non-dev roles with developer roles? Developers have the skills required to perform Software Testing tasks, and they have the skills to automate tests and keep them maintainable. Would the following work: Hire a bunch of developers and split them into 2 roles: Software developers Software developers doing testing (some manual, mostly automated by writing integration tests, unit tests, etc) Software developers doing application support. (I've removed this as it is probably a separate question altogether) And, in our case since we're doing Agile development, rotate the roles every sprint or two. Also, if at all possible, try to have people spend their Developer stints and Testing stints on different projects. Ideally you would want to reduce the turnover rate per rotation. So maybe you could have 2 groups and make sure the rotation cycles of the groups are elided. So, for example, if each rotation was two sprints long, the two groups would have their rotations 1 sprint apart. That way there's only a 50% turn-over rate per sprint. Am I crazy, or could this work? (Obviously a key component to this working is that all devs want to be in the 3 roles. Let's assume I'm starting a new company and I can hire these ideal people) Edit I've removed the phrase "QA", as apparently we are using it incorrectly where I work.

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• How to make software which will work like torrent?

  - by Nitz

  Hey guys How to make software work like torrent work? Bcz always when i see that torrent software then i am really amazed by their sizes and what they do in that sizes? How they managed the download by parts and then all together as soon as u downloaded full part? and as soon as you had great speed then your download speed automatically goes up? How to make software which will work like torrent means peer-to-peer? how to make this kind of software which can download from different servers and managed to know each users download and upload? and how they have pretty small size? which tech. they have used in that kind of software? Sorry i had asked many question. I know how downloading is happening means peer-to-peer all that.. but i don't know how they have built that kind of thing?

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• Wired component null in seam EntityHome action

  - by rangalo

  I have a custom EntityHome class. I wire the dependent entity in the wire method, but when I call the action (persist) the wired component is always null. What could be the reason, similar code generated by seam gen is apparently working. Here is the entity class. I have overrden persist method to log the value of the wired element. @Name("roundHome") @Scope(ScopeType.CONVERSATION) public class RoundHome extends EntityHome<Round>{ @In(required = false) private Golfer currentGolfer; @In(create = true) private TeeSetHome teeSetHome; @Override public String persist() { logger.info("Persist called"); if (null != getInstance().getTeeSet() ) { logger.info("teeSet not null in persist"); } else { logger.info("teeSet null in persist"); // wire(); } String retVal = super.persist(); //To change body of overridden methods use File | Settings | File Templates. return retVal; } @Logger private Log logger; public void wire() { logger.info("wire called"); TeeSet teeSet = teeSetHome.getDefinedInstance(); if (null != teeSet) { getInstance().setTeeSet(teeSet); logger.info("Successfully wired the teeSet instance with color: " + teeSet.getColor()); } } public boolean isWired() { logger.info("is wired called"); if(null == getInstance().getTeeSet()) { logger.info("wired teeSet instance is null, the button will be disabled !"); return false; } else { logger.info("wired teeSet instance is NOT null, the button will be enabled !"); logger.info("teeSet color: "+getInstance().getTeeSet().getColor()); return true; } } @RequestParameter public void setRoundId(Long id) { super.setId(id); } @Override protected Round createInstance() { Round round = super.createInstance(); round.setGolfer(currentGolfer); round.setDate(new java.sql.Date(System.currentTimeMillis())); return round; } } Here the xhtml <?xml version="1.0" encoding="UTF-8"?> <!DOCTYPE composition PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> <ui:composition xmlns="http://www.w3.org/1999/xhtml" xmlns:s="http://jboss.com/products/seam/taglib" xmlns:ui="http://java.sun.com/jsf/facelets" xmlns:f="http://java.sun.com/jsf/core" xmlns:h="http://java.sun.com/jsf/html" xmlns:a="http://richfaces.org/a4j" xmlns:rich="http://richfaces.org/rich" template="layout/template.xhtml"> <ui:define name="body"> <h:form id="roundform"> <rich:panel> <f:facet name="header>"> #{roundHome.managed ? 'Edit' : 'Add' } Round </f:facet> <s:decorate id="dateField" template="layout/edit.xhtml"> <ui:define name="label">Date:</ui:define> <rich:calendar id="date" datePattern="dd/MM/yyyy" value="#{round.date}"/> </s:decorate> <s:decorate id="notesField" template="layout/edit.xhtml"> <ui:define name="label">Notes:</ui:define> <h:inputTextarea id="notes" cols="80" rows="3" value="#{round.notes}" /> </s:decorate> <s:decorate id="totalScoreField" template="layout/edit.xhtml"> <ui:define name="label">Total Score:</ui:define> <h:inputText id="totalScore" value="#{round.totalScore}" /> </s:decorate> <s:decorate id="weatherField" template="layout/edit.xhtml"> <ui:define name="label">Weather:</ui:define> <h:selectOneMenu id="weather" value="#{round.weather}"> <s:selectItems var="_weather" value="#{weatherCategories}" label="#{_weather.label}" noSelectionLabel=" Select " /> <s:convertEnum/> </h:selectOneMenu> </s:decorate> <div style="clear: both;"> <span class="required">*</span> required fields </div> </rich:panel> <div class="actionButtons"> <h:commandButton id="save" value="Save" action="#{roundHome.persist}" rendered="#{!roundHome.managed}" /> <!-- disabled="#{!roundHome.wired}" /> --> <h:commandButton id="update" value="Update" action="#{roundHome.update}" rendered="#{roundHome.managed}" /> <h:commandButton id="delete" value="Delete" action="#{roundHome.remove}" rendered="#{roundHome.managed}" /> <s:button id="discard" value="Discard changes" propagation="end" view="/Round.xhtml" rendered="#{roundHome.managed}" /> <s:button id="cancel" value="Cancel" propagation="end" view="/#{empty roundFrom ? 'RoundList' : roundFrom}.xhtml" rendered="#{!roundHome.managed}" /> </div> <rich:tabPanel> <rich:tab label="Tee Set"> <div class="association"> <h:outputText value="Tee set not selected" rendered="#{round.teeSet == null}" /> <rich:dataTable var="_teeSet" value="#{round.teeSet}" rendered="#{round.teeSet != null}"> <h:column> <f:facet name="header">Course</f:facet>#{_teeSet.course.name} </h:column> <h:column> <f:facet name="header">Color</f:facet>#{_teeSet.color} </h:column> <h:column> <f:facet name="header">Position</f:facet>#{_teeSet.pos} </h:column> </rich:dataTable> </div> </rich:tab> </rich:tabPanel> </h:form> </ui:define> </ui:composition>

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• What are the industry metrics for average spend on dev hardware and software? [on hold]

  - by RationalGeek

  I'm trying to budget for my dev shop and compare our budget items to industry expectations. I'm hoping to find some information on what percentage of a dev's salary is generally spent on tooling, both hardware and software. Where can I find such information? If instead there is a source that looks at raw dollars that is useful, too. I can extrapolate what I need from that. NOTE: Your anecdotal evidence from your own job will not be very helpful. I'm looking for industry average statistics from a credible source. EDIT: I'm reluctant to even keep this question going based on the passionate negative responses of commenters, but I do think this is valuable information (assuming anyone will care to answer) so let me make one attempt to clarify why I'm looking for this information, and then leave it at that. I'm not sure why understanding and validating my motives is a necessary step to providing the information, but apparently that is the case, so I will do my best. Firstly, let me respond to the idea that us "management types" shouldn't use these types of metrics to evaluate budgets. I agree in part. Ideally, you should spend whatever is necessary on developers in order to keep them fully happy and productive. And this is true of all employees. However, companies operate in a world of limited resources, and every dollar spent in one area means a dollar not spent in another. So it is not enough to simply say "I need to spend $10,000 per developer next year" without having some way to justify that position. One way to help justify it is to compare yourself against the industry. If it is the case that on average a software shops spends 5% (making up that number) of their total development budget (salaries being the large portion of the other 95%, for arguments sake), and I'm only spending 3%, it helps in the justification process. So, it is not my intent to use this information to limit what I spend on developers, but rather to arm myself with the necessary justification to spend what I need to spend on developers to give them the best tools I can. I have been a developer for many years and I understand the need for proper tooling. Next, let's examine the idea that even considering the relationship between a spend on developer salaries and developer tooling is ludicrous and should be banned from budgetary thinking. As Jimmy Hoffa put it in their comment, it's like saying "I'm going to spend no more than 10% of median employee salary on light bulbs and coffee from now on.". Well, yes, it is like saying that, and from a budgeting perspective, this is a useful way to look at things. If you know that, on average, an employee consumes X dollars of coffee a year, then you can project a coffee budget based on that. And you can compare it to an industry metric to understand where you fall: do you spend more on coffee than other companies or less? Why might this be? If you are a coffee supply manager, that seems like a useful thought process. The same seems to hold true for developers. Now, on to the idea that I need to compare "apples to apples" and only look at other shops that are in the same place geographically, the same business, the same application architecture, and the same development frameworks. I guess if I could find such a statistic that said "a shop that is exactly identical to yours spends X on developer tooling" it would be wonderful. But there is plenty of value in an average statistic. Here's an analogy: let's say you are working on a household budget and need to decide how much to spend on groceries. Is it enough to know that the average consumer spends 15% on groceries and therefore decide that you will budget exactly 15%? No. You have to tweak your budget based on your individual needs and situation. But the generalized statistic does help in this evaluation. You can know if your budget is grossly off from what others are doing, and this can help you figure out why this is. So, I will concede the point that it would be better to find statistics that align to my shop, though I think any statistics I could find would be useful for what I'm doing. In that light, let's say that my shop is mostly focused on ASP.NET web applications. That doesn't map perfectly to reality because large enterprises have very heterogenous IT environments. But if I was going to pick one technology that is our focus that would be it. But, if you were to point me at some statistics that are related to a Linux shop doing embedded Java applications, I would still find it useful as a point of comparison. SUMMARY: Let me try to rephrase my question. I'm trying to find industry metrics on how much dev shops spend on developer tooling, both hardware and software. I don't so much care whether it is expressed as a percentage of total budget or as X dollars per dev or as Y percentage of salary. Any metric would be useful. If there are metrics that are specific to ASP.NET dev shops in the Northeast US, all the better, but I would be happy to find anything.

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• Definition of the job titles involved in a software development process.

  - by Rafael Romão

  I have seen many job titles for people involved in a software development process, but never found a consensus about they mean. I know many of them are equivalent, and found some other questions about that here in SO, but I would like to know your definitions and comments about them. I want not only to know if there is really a consensus, but also to know if what I suppose to be a Software Architect, is really a Software Architect, and so on. The job titles I mean are: Developer; System Analyst; Programmer; Analyst Programmer; Software Engineer; Software Architect; Designer; Software Designer; Business Manager; Business Analyst; Program Manager; Project Manager; Development Manager; Tester; Support Analyst; Please, feel free to add more titles to this list in your answers. It would be very helpful.

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• Working with extra fields in an Inline form - save_model, save_formset, can't make sense of the diff

  - by magicrebirth

  Suppose I am in the usual situation where there're extra fields in the many2many relationship: class Person(models.Model): name = models.CharField(max_length=128) class Group(models.Model): name = models.CharField(max_length=128) members = models.ManyToManyField(Person, through='Membership') class Membership(models.Model): person = models.ForeignKey(Person) group = models.ForeignKey(Group) date_joined = models.DateField() invite_reason = models.CharField(max_length=64) # other models which are unrelated to the ones above.. class Trip(models.Model): placeVisited = models.ForeignKey(Place) visitor = models.ForeignKey(Person) pleasuretrip = models.Boolean() class Place(models.Model): name = models.CharField(max_length=128) I want to add some extra fields in the Membership form that gets displayed through the Inline. These fields basically are a shortcut to the instantiation of another model (Trip). Trip can have its own admin views, but these shortcuts are needed because when my project partners are entering 'Membership' data in the system they happen to have also the 'Trip' information handy (and also because some of the info in Membership can just be copied over to Trip etc. etc.). So all I want to have is two extra fields in the Membership Inline - placeVisited and pleasuretrip - which together with the Person instance will let me instantiate the Trip model in the background... I found out I can easily add extra fields to the inline view by defining my own form. But once the data have been entered, how and when to reference to them in order to perform the save operations I need to do? class MyForm(forms.ModelForm): place = forms.ModelChoiceField(required=False, queryset=Place.objects.all(), label="place",) pleasuretrip = forms.BooleanField(required=False, label="...") class MembershipInline(admin.TabularInline): model = Membership form = MyForm def save_model(self, request, obj, form, change): place = form.place pleasuretrip = form.pleasuretrip person = form.person .... # now I can create Trip instances with those data .... obj.save() class GroupAdmin(admin.ModelAdmin): model = Group .... inlines = (MembershipInline,) This doesn't seem to work... I'm also a bit puzzled by the save_formset method... maybe is that the one I should be using? Many thanks in advance for the help!!!!

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• What is the second best possible way to make this content box round corner (without border-radius)?

  - by jitendra

  Is it possible to make this box's corner round with same html tags. without using any other tag and border-radius property. but i can use css classes and background images. and box height should be depend on content of <p>grr</p> <h2>Nulla Facilisi</h2> <p> Phasellus at turpis lacus. Nulla hendrerit lobortis nibh. In lectus erat, blandit non feugiat vel, accumsan ac dolor. Etiam et ligula vel tortor tempus vehicula porttitor ut ligula. Mauris felis odio, fermentum vel </p> Edit : What is the best possible way to achieve this without css border-radius property which is not supported by internet explorer?

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• Definition of the job titles involved in a software development process.

  - by Rafael Romão

  I have seen many job titles for people involved in a software development process, but never found a consensus about they mean. I know many of them are equivalent, and found some other questions about that here in SO, but I would like to know your definitions and comments about them. I want not only to know if there is really a consensus, but also to know if what I suppose to be a Software Architect, is really a Software Architect, and so on. The job titles I mean are: Developer; System Analyst; Programmer; Analyst Programmer; Software Engineer; Software Architect; Designer; Software Designer; Business Manager; Business Analyst; Program Manager; Project Manager; Development Manager; Tester; Support Analyst; Please, feel free to add more titles to this list in your answers. It would be very helpful.

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• Is it possble to make this content box round corner?

  - by jitendra

  Is it possible to make this box's corner round with same html tags. without using any other tag. but i can use css classes. and box height should be depend on content of <p>grr</p> <h2>Nulla Facilisi</h2> <p> Phasellus at turpis lacus. Nulla hendrerit lobortis nibh. In lectus erat, blandit non feugiat vel, accumsan ac dolor. Etiam et ligula vel tortor tempus vehicula porttitor ut ligula. Mauris felis odio, fermentum vel </p>

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• How to make a cross browser, W3C valid, semantic, non-javascript ROUND corner?

  - by jitendra

  I want to make a cross-browser (FF3, IE6, Safari, Opera), W3C valid (HTML and CSS both), stretchable (horizontally vertically), without JavaScript and with Semantic and lesser HTML markup Round CORNER. Images can be used for IE6. I've tried and tested many techniques available on community. But everything has one of the problems mentioned above . If anyone knows what I want please share with me? Remember I want to make it without any type of JavaScript, jquery or any type of js.

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