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• Agile isn’t always Agile

  - by BuckWoody

  I want to make a disclaimer before I dive into this topic – At Microsoft we use all kinds of development methodologies, and I’ve worked in lots of other shops using lots of methodologies. This is one of those “religious” topics like which programming language or database is best, and is bound to generate some heat. But this isn’t pointed towards one particular event or company. But I really don’t like Agile. In particular, I really don’t like Scrum. Let me explain. Agile is a methodology for developing software that emphasizes adapting to change more so than the traditional “waterfall” method of developing software. Within Agile is a process called a “scrum” meeting. The pitch goes that in this quick, stand-up meeting the people involved in the development project (which should include the DBA, but very often doesn’t) go around the room stating what they are working on, when that will be finished and what is keeping them from getting finished (“blockers”, these are called). Sounds all very non-threatening – we’re just “enabling” the developers to work more efficiently. And that’s what we all want, isn’t it? Except it doesn’t work. In my experience (and yours might be VERY different) this just turns into a micro-management environment, where devs have to defend their daily work. Of all the work environments I hate the most, micro-management environments are THE worst. I don’t like workign in them, and I don’t like creating them. The other issue I have with Scrum is that it makes your whole team task-focused. Everyone wants to make sure that they are not the “long pole” in the meeting (meaning that they aren’t the one that gets all the attention) so they only focus on safe, quick tasks. And although you have all of the boxes checked, the project does not go well at all – even when it does finish. Before you comment (and please do comment) I fully realize that Agile <> Scrum. But in my experience, it sometimes turns into that. Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• How can I become more agile?

  - by dough

  The definition of an agile approach I've adopted is: working to reduce feedback loops, everywhere. I'd describe my Personal Development Process (PDP) as "not very agile" or "not agile enough"! I've adopted TDD, automated building, and time-boxing (using the Pomodoro Technique) as part of my PDP. I find these practices really help me get feedback, review my direction, and catch yak shaving earlier! However, what still escapes me is the ability to reduce feedback time in the ultimate feedback loop; regularly getting working software in front of the end user. Aside from team-oriented practices, what can I do to personally become more agile?

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• How to choose an agile methodology?

  - by Christophe Debove

  I'm working in a little firm about 10 developpers, we are working a kind of agile way but knowledgeless and without formalism. I think be aware of what are agile method, what can they afford to us, may render more productive our products. However there is a lot of agile method, which could be the simplest to "learn"? Rapid Application Development Dynamic systems development method Scrum Feature Driven Development Extreme programming Adaptive software development Test Driven Development Crystal clear

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• how can we have a person to allot and track tasks in agile development

  - by vignesh

  I understand that Agile team should be self organized and self driven, but is there a provision that I can have someone who will allot tasks to developers and ensure that all user stories will be completed on time?? For example if there are two persons in an agile team who are not self motivated to take up tasks and they will work only when task is assigned to them with a deadline, how can we deal this in Agile? The problem I face is that no one is fixing the deadlines for the tasks and the team is under delivering for the last two sprints. It will be better if we can have someone who can fix deadlines. IS there a provision for this in Agile

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• Agile books for sales people? [on hold]

  - by Sander Marechal

  Are there any good books or other resources on how to sell agile to your clients? Our development shop would really like to do more agile projects but we have a problem getting clients on board. Many clients want a budget and a deadline. It's hard to sell a client on an agile project when our competitors do come up with waterfall-based fixed deadlines and fixed prices. We know their fixed numbers are bad, but the client doesn't know that. So, we end up looking bad to the client because we can't fix the price or a deadline but our competitors can. So, are there any sales-oriented agile resources that cover this? All the books I read focus on project management and developers.

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• Which features of user story management should an agile team look for?

  - by Sonja Dimitrijevic

  In my research study, I need to identify the key features of user story management tools that can be used to support agile development. So far, I identified the following general groups of features: User role modeling and personas support, User stories and epics management, Acceptance testing support, High-level release planning, Low-level iteration planning, and Progress tracking. Each group contains some specific features, e.g., support for story points, writing of acceptance tests, etc. Which features of user story management should an agile team look for especially when switching from tangible tools (index cards, pin boards and big visible charts) to a software tool? Are some features more important than the others? Many thanks in advance!

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• Agile Executives

  - by Robert May

  Over the years, I have experienced many different styles of software development. In the early days, most of the development was Waterfall development. In the last few years, I’ve become an advocate of Scrum. As I talked about last month, many people have misconceptions about what Scrum really is. The reason why we do Scrum at Veracity is because of the difference it makes in the life of the team doing Scrum. Software is for people, and happy motivated people will build better software. However, not all executives understand Scrum and how to get the information from development teams that use Scrum. I think that these executives need a support system for managing Agile teams. Historical Software Management When Henry Ford pioneered the assembly line, I doubt he realized the impact he’d have on Management through the ages. Historically, management was about managing the process of building things. The people were just cogs in that process. Like all cogs, they were replaceable. Unfortunately, most of the software industry followed this same style of management. Many of today’s senior managers learned how to manage companies before software was a significant influence on how the company did business. Software development is a very creative process, but too many managers have treated it like an assembly line. Idea’s go in, working software comes out, and we just have to figure out how to make sure that the ideas going in are perfect, then the software will be perfect. Lean Manufacturing In the manufacturing industry, Lean manufacturing has revolutionized Henry Ford’s assembly line. Derived from the Toyota process, Lean places emphasis on always providing value for the customer. Anything the customer wouldn’t be willing to pay for is wasteful. Agile is based on similar principles. We’re building software for people, and anything that isn’t useful to them doesn’t add value. Waterfall development would have teams build reams and reams of documentation about how the software should work. Agile development dispenses with this work because excessive documentation doesn’t add value. Instead, teams focus on building documentation only when it truly adds value to the customer. Many other Agile principals are similar. Playing Catch-up Just like in the manufacturing industry, many managers in the software industry have yet to understand the value of the principles of Lean and Agile. They think they can wrap the uncertainties of software development up in a nice little package and then just execute, usually followed by failure. They spend a great deal of time and money trying to exactly predict the future. That expenditure of time and money doesn’t add value to the customer. Managers that understand that Agile know that there is a better way. They will instead focus on the priorities of the near term in detail, and leave the future to take care of itself. They have very detailed two week plans with less detailed quarterly plans. These plans are guided by a general corporate strategy that doesn’t focus on the exact implementation details. These managers also think in smaller features rather than large functionality. This adds a great deal of value to customers, since the features that matter most are the ones that the team focuses on in the near term and then are able to deliver to the customers that are paying for them. Agile managers also realize that stale software is very costly. They know that keeping the technology in their software current is much less expensive and risky than large rewrites that occur infrequently and schedule time in each release for refactoring of the existing software. Agile Executives Even though Agile is a better way, I’ve still seen failures using the Agile process. While some of these failures can be attributed to the team, most of them are caused by managers, not the team. Managers fail to understand what Agile is, how it works, and how to get the information that they need to make good business decisions. I think this is a shame. I’m very pleased that Veracity understands this problem and is trying to do something about it. Veracity is a key sponsor of Agile Executives. In fact, Galen is this year’s acting president for Agile Executives. The purpose of Agile Executives is to help managers better manage Agile teams and see better success. Agile Executives is trying to build a community of executives that range from managers interested in Agile to managers that have successfully adopted Agile. Together, these managers can form a community of support and ideas that will help make Agile teams more successful. Helping Your Team You can help too! Talk with your manager and get them involved in Agile Executives. Help Veracity build the community. If your manager understands Agile better, he’ll understand how to help his teams, which will result in software that adds more value for customers. If you have any questions about how you can be involved, please let me know. Technorati Tags: Agile,Agile Executives

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• Better Agile Retrospectives

  - by thycotic

  David has posted about the Agile Retrospectives book and his experiences.  Incremental change is fundamental to so many agile practices (probably the most important in my opinion) – and retrospectives are the best way to foster discussion and prompt change.  The problem is how to get everyone involved in the process.   Jonathan Cogley is the CEO of Thycotic Software, an agile software services and product development company based in Washington DC.  Secret Server is our flagship enterprise password vault.

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• How to sell Agile development to clients [on hold]

  - by Sander Marechal

  Our development shop would really like to do more agile projects but we have a problem getting clients on board. Many clients want a budget and a deadline. It's hard to sell a client on an agile project when our competitors do come up with waterfall-based fixed deadlines and fixed prices. We know their fixed numbers are bad, but the client doesn't know that. So, we end up looking bad to the client because we can't fix the price or a deadline but our competitors can. So, how can you get your sales force to successfully sell a project that uses agile development methods, or a product that is developed using such methods? All the information I found seems to focus on project management and developers.

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• How to sell Agile development to (waterfall) clients

  - by Sander Marechal

  Our development shop would really like to do more agile projects but we have a problem getting clients on board. Many clients want a budget and a deadline. It's hard to sell a client on an agile project when our competitors do come up with waterfall-based fixed deadlines and fixed prices. We know their fixed numbers are bad, but the client doesn't know that. So, we end up looking bad to the client because we can't fix the price or a deadline but our competitors can. So, how can you get your sales force to successfully sell a project that uses agile development methods, or a product that is developed using such methods? All the information I found seems to focus on project management and developers.

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• Evolutions in Agile development field

  - by Samuel

  I recently pull up from under ten inches of dust one of my agile book. The book is now six years old; published in 2008. I prefer to keep it anonymous preventing to create a guerrilla of which one will yielded the best book about this subject. For that, I'm totally able to do a simple search from Amazon or Gooble to find the best book. I seen a couple of books about agile released in the last 2-3 years and I'm wondering if it will be a good investment to buy a more recent book than my old one. I mean, is there any great advancements in the last few years in the world of agile that worth to buy a more recent book? Thank you.

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• Rewriting software using Agile methodologies

  - by Asier

  Suppose you have to rewrite an entire application using Agile methodologies, how would you do it? I guess you could write a big bunch of user stories based in the behavior of your current system. And then implement them in small iterations. But this wouldn't mean that we have the requirements UP FRONT?? Also, when would you start releasing? Agile says we should release early and often, but it doesn't make much sense to release before the complete rewrite has been completed. Anybody has used Agile before to rewrite software? How did you do it?

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• Introducing Agile development after traditional project inception

  - by Riggy

  About a year and a half ago, I entered a workplace that claimed to do Agile development. What I learned was that this place has adopted several agile practices (such as daily standups, sprint plannings and sprint reviews) but none of the principles (just in time / just good enough mentality, exposing failure early, rich communication). I've now been tasked with making the team more agile and I've been assured that I have complete buy-in from the devs and the business team. As a pilot program, they've given me a project that just completed 15 months of requirements gathering, has a 110 page Analysis & Design document (to be considered as "written in stone"), and where I have no access to the end users (only to the committee made up of the users' managers who won't actually be using the product). I started small, giving them a list of expected deliverables for the first 5 sprints (leaving the future sprints undefined), a list of goals for the first sprint, and I dissected the A&D doc to get enough user stories to meet the first sprint's goals. Since then, they've asked why we don't have all the requirements for all the sprints, why I haven't started working on stuff for the third sprint (which they consider more important but is based off of the deliverables of the first 2 sprints) and are pressing for even more documentation that my entire IT team considers busy-work or un-related to us (such as writing the user manual up-front, documenting all the data fields from all the sprints up front, and more "up-front" work). This has been pretty rough for me as a new project manager, but there are improvements I have effectively implemented such as scrumban for story management, pair programming, and having the business give us customer acceptance tests up front (as part of the requirements documentation). So my questions are: What can I do to more effectively introduce change to a resistant business? Are there other practices that I can introduce on the IT side to help show the business the benefits of agile? The burden of documentation is strangling us - the business still sees it as a risk management strategy instead of as a risk. What can we do to alleviate their documentation concerns and demands (specifically the quantity of documentation and their need for all of it up front)? We are in a separate building from our business, about 3 blocks away and they refuse to have their people on the project co-habitate b/c that person "won't be able to work on their other projects while they're at our building." They expect us to always go over there and to bundle our questions so that we can ask them all at once and not waste that person's time with "constant interruptions." What can we do to get richer communication from them? Any additional advice would also be appreciated. Thanks!

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• How to charge in agile iterative approach?

  - by user1620696

  I have a doubt about budgeting when working with agile iterative approach. If I understood well, in agile at the end of each iteration we have usable product, so we have some of the requirements met and then some part of the software will be already working. How do we charge for our work in this methodology? Do we charge per iteration, i.e. charge per major requirements being met, or just charge the customer when the software is indeed finished and then receive for everything at once?

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• Making Agile and DevOps methodology compatible with PCI requirements

  - by kenchew

  Would like to hear from those working in a PCI compliance environment and is practicing agile development and devops methodology, how you maintain compliance with PCI requirements. Specifically, what do you do to address: separation of duties between development/test and production alignment of continuous integration / deployment and change control alignment of agile stories to requirement documentation

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• Are dynamic languages at disadvantage for agile development?

  - by Gerenuk

  From what I've read agile development often involves refactoring or reverse engineering code into diagrams. Of course there is much more than that, but if we consider the practices that rely on these two methods, are dynamically typed languages at disadvantage? It seem static typing would make refactoring and reverse engineering much easier? Refactoring or (automated) reverse engineering is hard if not impossible in dynamically typed languages? What does real world projects tell about usage of dynamically typed languages for agile methodology?

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• Agile development; on-line free tools!

  - by BT.

  We have been looking to implement Agile methodology within our geographically distributed development team, so i need suggestions on any free on-line application that you have used and find useful. Right now we are using paper cards and wall to manage this :), but we want to shift to an on-line version preferably free. I have used TargetProcess at my previous job! My Core requirements are: Business Analyst can add user stories We can assign, prioritize different user stories to developers. QA team can add test cases around different user stories. Project Manager can track the time of all the resources and can pull reports for upper management

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• VMWare tools not installing with an error

  - by JDS

  VMWare tools not installing on Ubuntu 12.04. I'm using Chef to manage the installation, but the Apt commands fail if run manually. I'm using the VMWare tool Debian repo. Example: $ cat /etc/apt/sources.list.d/vmware-tools-source.list deb http://packages.vmware.com/tools/esx/5.0u2/ubuntu precise main When trying to install, most packages seem to go ok, but one, "vmware-tools-foundation", does not. Example: $ apt-get -q -y install vmware-tools-esx-nox=8.6.10-1.precise Reading package lists... Building dependency tree... Reading state information... You might want to run 'apt-get -f install' to correct these: The following packages have unmet dependencies: vmware-tools-esx-kmods-3.2.0-23-generic : Depends: vmware-tools-foundation (>= 8.6.10) but it is not going to be installed vmware-tools-esx-nox : Depends: ...snip list of deps... E: Unmet dependencies. Try 'apt-get -f install' with no packages (or specify a solution). $ apt-get -f install Reading package lists... Done Building dependency tree Reading state information... Done Correcting dependencies... Done The following extra packages will be installed: vmware-tools-foundation The following NEW packages will be installed: vmware-tools-foundation 0 upgraded, 1 newly installed, 0 to remove and 118 not upgraded. 7 not fully installed or removed. Need to get 0 B/5,886 B of archives. After this operation, 86.0 kB of additional disk space will be used. Do you want to continue [Y/n]? y (Reading database ... 103499 files and directories currently installed.) Unpacking vmware-tools-foundation (from .../vmware-tools-foundation_8.6.10-1.precise_all.deb) ... VMware Tools cannot install because it appears that another installation of VMware Tools is already present. Please remove the previous installation and then attempt to install this copy of VMware Tools again. dpkg: error processing /var/cache/apt/archives/vmware-tools-foundation_8.6.10-1.precise_all.deb (--unpack): subprocess new pre-installation script returned error exit status 1 Errors were encountered while processing: /var/cache/apt/archives/vmware-tools-foundation_8.6.10-1.precise_all.deb E: Sub-process /usr/bin/dpkg returned an error code (1) The key seems to be this error: "VMware Tools cannot install because it appears that another installation of VMware Tools is already present. Please remove the previous installation and then attempt to install this copy of VMware Tools again." However, I've tryed removing and purging and can't seem to "trick" VMWare tools into thinking the packages are gone. Apt thinks they are gone. Is there some service/file/cache/lock left that VMWare tools sees that makes it think that VMWare tools are still installed? I've googled and googled but there is no answer to this question with my particular circumstances on the interwebs. VMWare's documentation of this error is minimal.

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• Calling All Agile Customers-Share Your Stories at the Upcoming PLM Summit

  - by Terri Hiskey

  Now that we've closed the door on another Oracle OpenWorld, planning is in full swing for the next PLM Summit, taking place February 4-6, 2013 in San Francisco, in conjunction with the Oracle Value Chain Summit. This event is a must-attend for all Agile PLM customers. We will be holding five tracks with over forty Agile PLM-focused sessions covering a range of topics and industries. If you'd like to be notified once registration is live for this event, be sure to sign up at www.oracle.com/goto/vcs. CALL FOR PRESENTATIONS: We are looking for some fresh, new customer stories to share with attendees. Read below for descriptions of the five tracks, and the suggested topics that we'd like to hear from customers. If you are interested in presenting at the PLM Summit (and getting a FREE pass to attend if your presentation is accepted!) send me an email at terri.hiskey-AT-oracle.com with: Your proposed session title and the track your session fits into 3-5 bullets of takeaways that attendees will get from your presentation Your complete contact information including name, title, company, telephone number and email The deadline for this call for presentations is Thursday, November 15, so get your submission in soon! PLM Track #1:  Product Insights and Best Practices This track will provide executive attendees and line of business managers with an overview of how Agile PLM has been deployed and used at customers to enable and manage critical product-related business processes including enterprise quality and supplier management, compliance, product cost management, portfolio management, commercialization and software lifecycle management. These sessions will also provide details around how to manage the development and rollout of the solutions and how to achieve and track value. Possible session topics: Software Lifecycle Management Enterprise Quality Management New Product Development Integrated Business Planning ECO effectivity planning Rapid Commercialization             Manage the Design to Release Process for Complex Configured Products PLM for Life Sciences Companies I (Compliant Data Set) PLM for Life Sciences Companies II (eMDR, UDI) Discrete CPG – Private Label Mgmt Cost Management and Strategic Sourcing IP Mgmt in the Semiconductor Industry Implementing the Enterprise Training Record using Agile PLM PLM Track #2: Product Deep Dives & Demos This track is aimed at line of business  and IT managers who would like to understand the benefits of expanding their PLM footprint. The sessions in this track will provide attendees with an up-close and in-depth look Agile PLM’s newer and exciting applications, including analytics and innovation management, and will detail features and functionality that are available in the latest version of Agile PLM Possible session topics: Oracle Product Lifecycle Analytics Integrating PLM with Engineering and Supply Chain Systems Streamline PLM Design to Manufacturing Processes with AutoVue Visualization Solutions         Achieve Environmental Compliance (REACH and ROHS) with Agile Product Governance & Compliance PIM Deep Dive Achieving Integrated Change Control with Agile PLM and E-Business Suite Deploying PLM at Small and Midsize Enterprises Enhancing Oracle PQM w/APQP and 8D functionality Advanced Roles and Privileges – Enabling ITAR Model Unit Effectivity Implementing REACH with 9.3.2 Deploying Job Functions, Functional Teams in 9.3.2 to Improve Your Approval Matrix PLM Track #3: Administration & Integrations This track will provide sessions for Agile administrators, managers and daily Agile PLM users who are preparing to upgrade or looking to extend the use of their current PLM implementation through AIA and process extensions. It will include deeper conversation about Agile PLM features and best practices on managing an Agile PLM infrastructure. Possible session topics: Expand the Value of your Agile Investment with Innovative Process Extension Ideas Ensuring Implementation & Upgrade Success Ensure the Integrity and Accuracy of Product Data Across the Enterprise              Maximize the Benefits of an Integrated Architecture with AIA Integrating your PLM Implementation with ERP               Infrastructure Optimization Expanding Your PLM Implementation PLM Administrator Open Forum Q&A/Discussion FDA Validation Best Practices Best Practices for Managing a large Agile Deployment: Clustering, Load Balancing and Firewalls PLM Track #4: Agile PLM for Process This track is aimed at attendees interested in or currently using Agile PLM for Process. The sessions in this track will go over new features and functionality available in the newest version of PLM for Process and will give attendees an overview on how PLM for Process is being used to manage critical business processes such as formulation, recipe and specification management Possible session topics: PLM for Process Strategy, Roadmap and Update New Product Development and Introduction Effective Product Supplier Collaboration             Leverage Agile Formulation and Compliance to Manage Cost, Compliance, Quality, Labeling and Nutrition Menu Management Innovation Data Management Food Safety/ Introduction of P4P Quality Mgmt PLM Track #5: Agile PLM and Innovation Management This track consists of five sessions, and is for attendees interested in learning more about Oracle’s Agile Innovation Management, an exciting new addition to the Agile PLM application family that redefines the industry’s scope of product lifecycle management. Oracle’s innovation solutions enable companies to collaborate in a focused way among various functional groups (marketing, sales, operations, engineering/R&D and sourcing), combining insights of customer needs/requirements, competition, available technologies, alternate design scenarios and portfolio constraints to deliver what customers truly value. The results are better products, higher margins, greater efficiencies, more satisfied customers and the increased ability to continuously innovate. Possible session topics: Product Innovation Management Solution Overview Product Requirements & Ideation Management Concept Design Management Product Lifecycle Portfolio Management Innovation as a Competitive Differentiator

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• Presenting agile estimates for Pivotal Tracker project

  - by Tom Styles

  I've been developing for 6-7 years but never in a particularly agile way. With the latest project I'm trying to make our development process more professional, and more agile. We're using Pivotal Tracker to track the project and have gathered some pretty well thought out stories. We're also trying to keep some of our (Prince2/Waterfall mindset) project managers happy. So far I've got them to accept that requirements always change priorities always change some of the requirements won't be delivered if you fix the time scale you should fix the time scale short sprints and regular review is good However they still feel like they need to get a better grip of roughly how much will be delivered within a certain time. I've come up with a spreadsheet to demonstrate what we might expect to get done in a range of 4 different timescales. Questions Are we setting ourselves up to fail Are there better ways to do this

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• Does Agile (scrum) require one server environment?

  - by Matt W

  Is it necessary/recommend/best practice/any other positive to use only one server environment to perform all development, unit testing and QA? If so, is it then wise/part of Agile to then have only one staging environment before Live? Considering that this could mean internationally distributed teams of developers and testers in different time zones is this wise? This is something being implemented by our QA manager. The opinion put forward is that doing all the dev and testing on a single server is "Agile." The staging environment would be a second environment, and then live.

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• Overview of the agile process that I can apply to a startup

  - by Pete2k

  I need to provide a quote to an external client for some software. I'm looking to use agile just for initial requirements building (which I'm experienced in from a developer perspective) but I need to do everything this is just a one man job. The client are having a hard time working out what there requirements are and the value I can add will be to sit down with them and work out what they want using user stories etc, I basically need to be a BA for a little bit. I am looking for good overview of the procedures to go through in the agile process for building requirements, and the continuing process a bit for further down the line. For example the initial inception through to elaboration of epics and building user stories (or not) just need to read a bit about it before the meeting so I know the best way to proceed if I spend a day with them. Having additional resources to provide to the client so that we are all on the same page would be useful too.

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• java.lang.IllegalAccessException during Ant jwsc webservice build

  - by KevB

  Hi. I have a large application, part of which relies on a set of 3 webservices. I'm currently in the process of writing an Ant build script to build and package the application into an EAR file. When building the web sub-project for this application I use the <jwsc> task in Ant to compile the webservices. This causes an IllegalAccessException, as outlined in the stack trace below: [jwsc] warning: 'includeantruntime' was not set, defaulting to build.sysclasspath=last; set to false for repeatable builds [jwsc] JWS: processing module weboutput [jwsc] Parsing source files [jwsc] Parsing source files [jwsc] 3 JWS files being processed for module weboutput [jwsc] JWS: C:\dev\ir\irWeb\src\webservices\DailyRun.java Validated. [jwsc] JWS: C:\dev\ir\irWeb\src\webservices\PendingRegistrationsSweep.java Validated. [jwsc] JWS: C:\dev\ir\irWeb\src\webservices\RegistrationsGoLive.java Validated. [jwsc] Compiling 6 source files to C:\DOCUME~1\KEVIN~1.BRE\LOCALS~1\Temp\_5l950r [jwsc] An exception has occurred in the compiler (1.6.0_23). Please file a bug at the Java Developer Connection (http://java.sun.com/webapps/bugreport) after checking the Bug Parade for duplicates. Include your program and the following diagnostic in your report. Thank you. [jwsc] java.lang.IllegalAccessError: tried to access class com.sun.tools.javac.jvm.ClassReader$AnnotationDefaultCompleter from class com.sun.tools.javac.jvm.ClassReader [jwsc] at com.sun.tools.javac.jvm.ClassReader.attachAnnotationDefault(ClassReader.java:1128) [jwsc] at com.sun.tools.javac.jvm.ClassReader.readMemberAttr(ClassReader.java:906) [jwsc] at com.sun.tools.javac.jvm.ClassReader.readMemberAttrs(ClassReader.java:1027) [jwsc] at com.sun.tools.javac.jvm.ClassReader.readMethod(ClassReader.java:1490) [jwsc] at com.sun.tools.javac.jvm.ClassReader.readClass(ClassReader.java:1586) [jwsc] at com.sun.tools.javac.jvm.ClassReader.readClassFile(ClassReader.java:1658) [jwsc] at com.sun.tools.javac.jvm.ClassReader.fillIn(ClassReader.java:1845) [jwsc] at com.sun.tools.javac.jvm.ClassReader.complete(ClassReader.java:1777) [jwsc] at com.sun.tools.javac.code.Symbol.complete(Symbol.java:386) [jwsc] at com.sun.tools.javac.code.Symbol$ClassSymbol.complete(Symbol.java:763) [jwsc] at com.sun.tools.javac.jvm.ClassReader.loadClass(ClassReader.java:1951) [jwsc] at com.sun.tools.javac.comp.Resolve.loadClass(Resolve.java:842) [jwsc] at com.sun.tools.javac.comp.Resolve.findIdentInPackage(Resolve.java:1011) [jwsc] at com.sun.tools.javac.comp.Attr.selectSym(Attr.java:1921) [jwsc] at com.sun.tools.javac.comp.Attr.visitSelect(Attr.java:1835) [jwsc] at com.sun.tools.javac.tree.JCTree$JCFieldAccess.accept(JCTree.java:1522) [jwsc] at com.sun.tools.javac.comp.Attr.attribTree(Attr.java:360) [jwsc] at com.sun.tools.javac.comp.Attr.attribType(Attr.java:390) [jwsc] at com.sun.tools.javac.comp.MemberEnter.attribImportType(MemberEnter.java:681) [jwsc] at com.sun.tools.javac.comp.MemberEnter.visitImport(MemberEnter.java:545) [jwsc] at com.sun.tools.javac.tree.JCTree$JCImport.accept(JCTree.java:495) [jwsc] at com.sun.tools.javac.comp.MemberEnter.memberEnter(MemberEnter.java:387) [jwsc] at com.sun.tools.javac.comp.MemberEnter.memberEnter(MemberEnter.java:399) [jwsc] at com.sun.tools.javac.comp.MemberEnter.visitTopLevel(MemberEnter.java:512) [jwsc] at com.sun.tools.javac.tree.JCTree$JCCompilationUnit.accept(JCTree.java:446) [jwsc] at com.sun.tools.javac.comp.MemberEnter.memberEnter(MemberEnter.java:387) [jwsc] at com.sun.tools.javac.comp.MemberEnter.complete(MemberEnter.java:819) [jwsc] at com.sun.tools.javac.code.Symbol.complete(Symbol.java:386) [jwsc] at com.sun.tools.javac.code.Symbol$ClassSymbol.complete(Symbol.java:763) [jwsc] at com.sun.tools.javac.comp.Enter.complete(Enter.java:464) [jwsc] at com.sun.tools.javac.comp.Enter.main(Enter.java:442) [jwsc] at com.sun.tools.javac.main.JavaCompiler.enterTrees(JavaCompiler.java:819) [jwsc] at com.sun.tools.javac.main.JavaCompiler.compile(JavaCompiler.java:727) [jwsc] at com.sun.tools.javac.main.Main.compile(Main.java:353) [jwsc] at com.sun.tools.javac.main.Main.compile(Main.java:279) [jwsc] at com.sun.tools.javac.main.Main.compile(Main.java:270) [jwsc] at com.sun.tools.javac.Main.compile(Main.java:69) [jwsc] at sun.reflect.NativeMethodAccessorImpl.invoke0(Native Method) [jwsc] at sun.reflect.NativeMethodAccessorImpl.invoke(NativeMethodAccessorImpl.java:39) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.taskdefs.compilers.Javac13.execute(Javac13.java:56) [jwsc] at org.apache.tools.ant.taskdefs.Javac.compile(Javac.java:1097) [jwsc] at weblogic.wsee.tools.anttasks.DelegatingJavacTask$ExposingJavac.compile(DelegatingJavacTask.java:343) [jwsc] at weblogic.wsee.tools.anttasks.DelegatingJavacTask.compile(DelegatingJavacTask.java:286) [jwsc] at weblogic.wsee.tools.anttasks.JwscTask.javac(JwscTask.java:335) [jwsc] at weblogic.wsee.tools.anttasks.JwsModule.compile(JwsModule.java:390) [jwsc] at weblogic.wsee.tools.anttasks.JwsModule.build(JwsModule.java:262) [jwsc] at weblogic.wsee.tools.anttasks.JwscTask.execute(JwscTask.java:227) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.Target.execute(Target.java:390) [jwsc] at org.apache.tools.ant.Target.performTasks(Target.java:411) [jwsc] at org.apache.tools.ant.Project.executeSortedTargets(Project.java:1397) [jwsc] at org.apache.tools.ant.helper.SingleCheckExecutor.executeTargets(SingleCheckExecutor.java:38) [jwsc] at org.apache.tools.ant.Project.executeTargets(Project.java:1249) [jwsc] at org.apache.tools.ant.taskdefs.Ant.execute(Ant.java:442) [jwsc] at org.apache.tools.ant.taskdefs.CallTarget.execute(CallTarget.java:105) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.Target.execute(Target.java:390) [jwsc] at org.apache.tools.ant.Target.performTasks(Target.java:411) [jwsc] at org.apache.tools.ant.Project.executeSortedTargets(Project.java:1397) [jwsc] at org.apache.tools.ant.Project.executeTarget(Project.java:1366) [jwsc] at com.bea.workshop.cmdline.antlib.AntExTask.execute(AntExTask.java:406) [jwsc] at com.bea.workshop.cmdline.antlib.AntCallExTask.execute(AntCallExTask.java:118) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.Target.execute(Target.java:390) [jwsc] at org.apache.tools.ant.Target.performTasks(Target.java:411) [jwsc] at org.apache.tools.ant.Project.executeSortedTargets(Project.java:1397) [jwsc] at org.apache.tools.ant.Project.executeTarget(Project.java:1366) [jwsc] at com.bea.workshop.cmdline.antlib.AntExTask.execute(AntExTask.java:406) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.Sequential.execute(Sequential.java:68) [jwsc] at net.sf.antcontrib.logic.IfTask.execute(IfTask.java:217) [jwsc] at sun.reflect.GeneratedMethodAccessor44.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.TaskAdapter.execute(TaskAdapter.java:154) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.Sequential.execute(Sequential.java:68) [jwsc] at net.sf.antcontrib.logic.IfTask.execute(IfTask.java:197) [jwsc] at sun.reflect.GeneratedMethodAccessor44.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.TaskAdapter.execute(TaskAdapter.java:154) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.Sequential.execute(Sequential.java:68) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.MacroInstance.execute(MacroInstance.java:398) [jwsc] at net.sf.antcontrib.logic.ForTask.doSequentialIteration(ForTask.java:259) [jwsc] at net.sf.antcontrib.logic.ForTask.doToken(ForTask.java:268) [jwsc] at net.sf.antcontrib.logic.ForTask.doTheTasks(ForTask.java:299) [jwsc] at net.sf.antcontrib.logic.ForTask.execute(ForTask.java:244) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.Sequential.execute(Sequential.java:68) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.taskdefs.MacroInstance.execute(MacroInstance.java:398) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.Target.execute(Target.java:390) [jwsc] at org.apache.tools.ant.Target.performTasks(Target.java:411) [jwsc] at org.apache.tools.ant.Project.executeSortedTargets(Project.java:1397) [jwsc] at org.apache.tools.ant.helper.SingleCheckExecutor.executeTargets(SingleCheckExecutor.java:38) [jwsc] at org.apache.tools.ant.Project.executeTargets(Project.java:1249) [jwsc] at org.apache.tools.ant.taskdefs.Ant.execute(Ant.java:442) [jwsc] at org.apache.tools.ant.taskdefs.CallTarget.execute(CallTarget.java:105) [jwsc] at org.apache.tools.ant.UnknownElement.execute(UnknownElement.java:291) [jwsc] at sun.reflect.GeneratedMethodAccessor4.invoke(Unknown Source) [jwsc] at sun.reflect.DelegatingMethodAccessorImpl.invoke(DelegatingMethodAccessorImpl.java:25) [jwsc] at java.lang.reflect.Method.invoke(Method.java:597) [jwsc] at org.apache.tools.ant.dispatch.DispatchUtils.execute(DispatchUtils.java:106) [jwsc] at org.apache.tools.ant.Task.perform(Task.java:348) [jwsc] at org.apache.tools.ant.Target.execute(Target.java:390) [jwsc] at org.apache.tools.ant.Target.performTasks(Target.java:411) [jwsc] at org.apache.tools.ant.Project.executeSortedTargets(Project.java:1397) [jwsc] at org.apache.tools.ant.Project.executeTarget(Project.java:1366) [jwsc] at org.apache.tools.ant.helper.DefaultExecutor.executeTargets(DefaultExecutor.java:41) [jwsc] at org.apache.tools.ant.Project.executeTargets(Project.java:1249) [jwsc] at org.apache.tools.ant.Main.runBuild(Main.java:801) [jwsc] at org.apache.tools.ant.Main.startAnt(Main.java:218) [jwsc] at org.apache.tools.ant.launch.Launcher.run(Launcher.java:280) [jwsc] at org.apache.tools.ant.launch.Launcher.main(Launcher.java:109) [AntUtil.deleteDir] Deleting directory C:\DOCUME~1\KEVIN~1.BRE\LOCALS~1\Temp_5l950r The Ant target that uses the <jwsc> task is this: <target name="webservice.build" depends="init,generated.root.init"> <path id="jwsc.srcpath"> <path path="${java.sourcepath}" /> <pathelement path="build/assembly/.src" /> </path> <taskdef name="jwsc" classname="weblogic.wsee.tools.anttasks.JwscTask" > <classpath> <path refid="weblogic.jar.classpath" /> </classpath> </taskdef> <property name="jwsc.module.root" value="${project.dir}/build/weboutput"/> <property name="jwsc.contextpath" value="irWeb"/> <property name="jwsc.srcpath.prop" refid="jwsc.srcpath"/> <path id="jwsc.classpath"> <path refid="weblogic.jar.classpath" /> <path refid="java.classpath" /> <pathelement path="${java.outpath}" /> </path> <jwsc destdir="${project.dir}/build" classpathref="jwsc.classpath"> <module name="weboutput" explode="true" contextPath="${jwsc.contextpath}" > <jwsFileSet srcdir="${webservices.dir}" type="JAXRPC"> <include name="**/*.java"/> </jwsFileSet> <descriptor file="${jwsc.module.root}/WEB-INF/web.xml" /> <descriptor file="${jwsc.module.root}/WEB-INF/weblogic.xml" /> </module> </jwsc> </target> I have no idea what could be causing the compiler to throw this error at build time, and a day of google searching has turned up other instances of this error caused by different triggers, and solutions for those propblems didn't work for me. I also found a single report on the Oracle forums that seemed to be a carbon copy of this issue, but there were no replies. The application is written in Weblogic Workshop 10, runs on Weblogic Server 10.3, and uses Beehive / NetUI. Not sure if that would make a difference or not though. The build scripts were automatically generated by Weblogic Workshop, with some tweaks and fixes made to other aspects of the files by myself to fix other compatability issues. I am using Java 1.6.0_23 from Sun, and Ant 1.8.1 Any help or advice would be greatly appreciated.

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• Using Agile development when building websites

  - by Sam

  Is it possible / plausible to apply Agile development to the website building process including planning, design and development?

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• unit level testing, agile, and refactoring

  - by dsollen

  I'm working on a very agile development system, a small number of people with my doing the vast majority of progaming myself. I've gotten to the testing phase and find myself writing mostly functional level testing, which I should in theory be leavning for our tester (in practice I don't entirely...trust our tester to detect and identify defects enough to leave him the sole writter of functional tests). In theory what I should be writing is Unit level tests. However, I'm not sure it's worth the expense. Unit testing takes some time to do, more then functional testing since I have to set up mocks and plugs into smaller units that weren't design to run in issolation. More importantly, I find I refactor and redesign heavily-part of this is due to my inherriting code that needed heavy redesign and is still being cleaned up, but even once I've finished removing parts that need work I'm sure in the act of expanding the code I'll still do a decent amount of refactoring and redesign. It feels as if I will break my unit tests, forcing wasted time to refactor them as well, often due to unit test, by definition, having to be coupled so closely to the code structure. So.is it worth all the wasted time when functional tests, that will never break when I refactor/redesign, should find most defects? Do unit tests really provide that much extra defect detetection over through functional? and how does one create good unit tests that work with very quick and agile code that is modified rapidly? ps, I would be fine/happy with links to anything one considers an excellent resource for how to 'do' unit testing in a highly changing enviroment. edit: to clarify I am doing a bit of very unoffical TDD, I just seem to be writing tests on what would be considered a functional level rather then unit level. I think part of this is becaus I own nearly all of the project I don't feel I need to limit the scope as much; and part of it is that it's daunting to think of trying to go back and retroactively add the unit tests needed to cover enough code that I can feel comfortable testing only a unit without the full functionality and trust that unit still works with the rest of the units.

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