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  • Can TFS 2010 be installed onto a single server and in a Workgroup (not AD)

    - by Pure.Krome
    Hi folks, currently, we're using TFS2010 at our office and we're about to move. Part of that move is a split of teams. Our team will get their own servers. So we need to build our own TFS server and add our current projects to that. Right now, our TFS server exists on TWO servers - one for TFS and one for our Continuous Integration .. i think that's a build controller or something. That really suxs for us - having TWO servers instead of one for all our source control. We love CI and how it works (after the massive massive pain it was to get our VS2010 solution to CI + web Deploy) ... but it does work. So - can we do this with ONE server? Also, we don't want to have an Active Directory. Will this also work?

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  • How do you install a new build controller in TFS?

    - by JL.
    I am not looking for detailed instructions, I just want the quick and dirty overview. We have an existing TFS infrastructure, I am looking to install a new build controller for 1 team project. Do I need to create a new VM and install TFS (configure as controller) and then link it from the VM to the main TFS instance? OR Do I need to create the new VM, install TFS (configure as controller) and then - From the main TFS admin console on the main TFS server - add the new controller? Thanks in advance?

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  • Working with Legacy code #5: The blackhole.

    - by andrewstopford
    Someone creates a class or series of classes for something, the classes are big in size with large complicated methods. The effort is a sea of technical debt for the entire team but in the thick of the daily chaos it is lost. With out the coder talking to the team, with no team code policy and no code reviews (and action points) it remains. Pretty soon the team forget about that code. A few weeks\months\years goes by, some of the team may have left, some may remain but business asks for the team to add to that code. The team is now looking at a black hole, no one knows how it works, what it does, what it is for, it is a smelly hell hole and the deadline is fast approaching. The team now tries to change the code, with no approach at unit tests or refactoring in fear of breaking the black hole the team do just that and the business have just lost money. If you are faced with a black hole you need to look back over my series, even a black hole in what might seem like a clean unit tested application. Don't be fooled into thinking that legacy code does not apply to your code base.  The next stage is don't let blackholes in your codebase. Effective code reviews, team communication and good overal team coding policies will really help. Even if you are faced with a deadline do not let them appear, stop, take stock, what can be done and who can help. If you allow them through they will grow and grow and grow and the technical debt will hit you like a tidal wave soon enough,.  

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  • Database Schema Usage

    - by CrazyHorse
    I have a question regarding the appropriate use of SQL Server database schemas and was hoping that some database gurus might be able to offer some guidance around best practice. Just to give a bit of background, my team has recently shrunk to 2 people and we have just been merged with another 6 person team. My team had set up a SQL Server environment running off a desktop backing up to another desktop (and nightly to the network), whilst the new team has a formal SQL Server environment, running on a dedicated server, with backups and maintenance all handled by a dedicated team. So far it's good news for my team. Now to the query. My team designed all our tables to belong to a 3-letter schema name (e.g. User = USR, General = GEN, Account = ACC) which broadly speaking relate to specific applications, although there is a lot of overlap. My new team has come from an Access background and have implemented their tables within dbo with a 3-letter perfix followed by "_tbl" so the examples above would be dbo.USR_tblTableName, dbo.GEN_tblTableName and dbo.ACC_tblTableName. Further to this, neither my old team nor my new team has gone live with their SQL Servers yet (we're both coincidentally migrating away from Access environments) and the new team have said they're willing to consider adopting our approach if we can explain how this would be beneficial. We are not anticipating handling table updates at schema level, as we will be using application-level logins. Also, with regards to the unwieldiness of the 7-character prefix, I'm not overly concerned myself as we're using LINQ almost exclusively so the tables can simply be renamed in the DMBL (although I know that presents some challenges when we update the DBML). So therefore, given that both teams need to be aligned with one another, can anyone offer any convincing arguments either way?

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  • Should a c# dev switch to VB.net when the team language base is mixed?

    - by jjr2527
    I recently joined a new development team where the language preferences are mixed on the .net platform. Dev 1: Knows VB.net, does not know c# Dev 2: Knows VB.net, does not know c# Dev 3: Knows c# and VB.net, prefers c# Dev 4: Knows c# and VB6(VB.net should be pretty easy to pick up), prefers c# It seems to me that the thought leaders in the .net space are c# devs almost universally. I also thought that some 3rd party tools didn't support VB.net but when I started looking into it I didn't find any good examples. I would prefer to get the whole team on c# but if there isn't any good reason to force the issue aside from preference then I don't think that is the right choice. Are there any reasons I should lead folks away from VB.net?

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  • Should a c# dev switch to VB.net when the team language base is mixed?

    - by jjr2527
    I recently joined a new development team where the language preferences are mixed on the .net platform. Dev 1: Knows VB.net, does not know c# Dev 2: Knows VB.net, does not know c# Dev 3: Knows c# and VB.net, prefers c# Dev 4: Knows c# and VB6(VB.net should be pretty easy to pick up), prefers c# It seems to me that the thought leaders in the .net space are c# devs almost universally. I also thought that some 3rd party tools didn't support VB.net but when I started looking into it I didn't find any good examples. I would prefer to get the whole team on c# but if there isn't any good reason to force the issue aside from preference then I don't think that is the right choice. Are there any reasons I should lead folks away from VB.net?

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  • Evaluating Scrum - is it okay to have people with multiple roles in a Scrum team?

    - by Wayne M
    I'm evaluating some Agile-style methodologies for possible introduction to my team. With Scrum, is it allowable to have the same person perform multiple roles? We have a small team of four developers and a web designer; we don't really have a lead (I fulfill this role), QA testers or business analysts, and all of our development tasks come from the CIO. Automated testing is seen as a total waste of time, and everything focuses on speed and not quality. What will happen is the CIO will come up with a development task (whether a feature or a bug) and give it to a developer (not to the whole team, to an individual, often in private or out of the blue) who is then expected to get it completed. The CIO doesn't gather requirements beyond the initial idea (and this has bitten us before as we'll implement something only to find out that none of the end users can use the feature, because they weren't consulted or even informed about it before we developed it, and in a panic we'll be told to revert the change) but requires say in/approval of everything that we do. First things first, is a Scrum style something to consider to introduce some standards and practices? From reading, Scrum seems to rely on a bit more trust and communication and focuses more on project management than on development, which is something we are completely devoid of as we don't have any semblance of project management at present. Second, if it can work is it unreasonable for someone, let's say myself, to act as both ScrumMaster and a developer? Or for a developer to also be the Product Owner (although chances are this will be the CIO, who isn't a developer)? I realize the Scrum Master and the Product Owner should be different people but at the same time I don't think we have anyone who has the qualities of a Product Owner (chances are it would turn into a "I need all these stories, I don't care how but get it done" type of deal and/or any freeze would be unfrozen on a whim). It seems to me that I might need to pick and choose pieces of Scrum/XP/Lean to compensate for how things are done currently, as it's highly unlikely that the mentality can be changed; for instance Pair Programming would never fly (seen as a waste, you get half the tasks done if you need two people for everything), TDD would be a hard sell, but short cycles would be welcomed.

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  • What tools are available for remote communication when working from home or with a distributed team?

    - by Ryan Hayes
    My supervisor is allowing my team to dip our toes in the water of working from home. Considering a recent aquisition of another company is requiring some employees to love this new idea which will hack up to an hour off their commute into work every morning, I really want this to succeed. In order to make it a success, we need good tools to make our lives a lot easier. We currently are set up with OpenVPN, and Team Foundation Server 2010 with SharePoint 2010, and use Live Messenger (for SharePoint integration and easier remote desktop) for IM. These are just what we use (and they are currently working well) , but you can suggest other products. So, what are some great tools that will helps us collaborate, communicate, and generally work together when we're hours apart?

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  • How Important is Project Team Communication in the Public Sector?

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Paul Bender, Director of Public Administration Strategy, Oracle Primavera It goes without saying that communication between project team members is a core competency that connects every member of a project team to a common set of strategies, goals and actions. If these components are not effectively shared by project leads and understood by stakeholders, project outcomes can be jeopardized and budgets may incur unnecessary risk. As reported by PMI’s 2013 Pulse of the Profession, an organization’s ability to meet project timelines, budgets and especially goals significantly impacts its ability to survive—and even thrive. The Pulse study revealed that the most crucial success factor in project management is effective communication to all stakeholders—a critical core competency for public agencies. PMI’s 2013 Pulse of the Profession report revealed that US$135 million is at risk for every US$1 billion spent on a project. Further research on the importance of effective project team communication uncovers that a startling 56 percent (US$75 million of that US$135 million) is at risk due to ineffective communication. Simply stated: public agencies cannot execute strategic initiatives unless they can effectively communicate their strategic alignment and business benefits. Executives and project managers around the world agree that poor communication between project team members contributes to project failure. A Forbes Insights 2010 Strategic Initiatives Study “Adapting Corporate Strategy to the Changing Economy,” found that nine out of ten CEOs believe that communication is critical to the success of their strategic initiatives, and nearly half of respondents cite communication as an integral and active component of their strategic planning and execution process. Project managers see it similarly from their side as well. According to PMI’s Pulse research, 55 percent of project managers agree that effective communication to all stakeholders is the most critical success factor in project management. As we all know, not all projects succeed. On average, two in five projects do not meet their original goals and business intent, and one-half of those unsuccessful projects are related to ineffective communication. Results reveal that while all aspects of project communication can be challenging to public agencies, the biggest problem areas are: A gap in understanding the business benefits. Challenges surrounding the language used to deliver project-related information, which is often unclear and peppered with project management jargon. Public agencies -- federal, state, and local -- have difficulty communicating with the appropriate levels with clarity and detail. This difficulty is likely exacerbated by the divide between each key audience and its understanding of project-specific, technical language. For those involved in public sector project and portfolio management, I would be interested to hear your thoughts and please visit Primavera EPPM solutions for public sector.

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  • How should I manage a team with different skill levels?

    - by Jon Purdy
    I'll be working on a software project with some friends of mine, and I've been appointed technical lead. None of these guys is a bad programmer at all, but I do have significantly more experience than them. I need to be able to distribute the work among everyone on the team, while also making sure that we don't tread on one another's toes; that they meet the relatively high standards of quality and scalability that we need to make this project successful, without requiring me to review everything they commit. How should I maintain standards while avoiding micromanagement? Is it enough to make some diagrams, schedule some code reviews, and trust that I'll be able to fix anything that they might break, or should I go the TDD route and write explicit tests for the team to satisfy?

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  • Is it okay to have people with multiple roles in a Scrum team?

    - by Wayne M
    I'm evaluating some Agile-style methodologies for possible introduction to my team. With Scrum, is it allowable to have the same person perform multiple roles? We have a small team of four developers and a web designer; we don't really have a lead (I fulfill this role), QA testers or business analysts, and all of our development tasks come from the CIO. Automated testing is seen as a total waste of time, and everything focuses on speed and not quality. What will happen is the CIO will come up with a development task (whether a feature or a bug) and give it to a developer (not to the whole team, to an individual, often in private or out of the blue) who is then expected to get it completed. The CIO doesn't gather requirements beyond the initial idea (and this has bitten us before as we'll implement something only to find out that none of the end users can use the feature, because they weren't consulted or even informed about it before we developed it, and in a panic we'll be told to revert the change) but requires say in/approval of everything that we do. First things first, is a Scrum style something to consider to introduce some standards and practices? From reading, Scrum seems to rely on a bit more trust and communication and focuses more on project management than on development, which is something we are completely devoid of as we don't have any semblance of project management at present. Second, if it can work is it unreasonable for someone, let's say myself, to act as both ScrumMaster and a developer? Or for a developer to also be the Product Owner (although chances are this will be the CIO, who isn't a developer)? I realize the Scrum Master and the Product Owner should be different people but at the same time I don't think we have anyone who has the qualities of a Product Owner (chances are it would turn into a "I need all these stories, I don't care how but get it done" type of deal and/or any freeze would be unfrozen on a whim). It seems to me that I might need to pick and choose pieces of Scrum/XP/Lean to compensate for how things are done currently, as it's highly unlikely that the mentality can be changed; for instance Pair Programming would never fly (seen as a waste, you get half the tasks done if you need two people for everything), TDD would be a hard sell, but short cycles would be welcomed.

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  • What arguments can I use to "sell" the BDD concept to a team reluctant to adopt it?

    - by S.Robins
    I am a bit of a vocal proponent of the BDD methodology. I've been applying BDD for a couple of years now, and have adopted StoryQ as my framework of choice when developing DotNet applications. Even though I have been unit testing for many years, and had previously shifted to a test-first approach, I've found that I get much more value out of using a BDD framework, because my tests capture the intent of the requirements in relatively clear English within my code, and because my tests can execute multiple assertions without ending the test halfway through - meaning I can see which specific assertions pass/fail at a glance without debugging to prove it. This has really been the tip of the iceberg for me, as I've also noticed that I am able to debug both test and implementation code in a more targeted manner, with the result that my productivity has grown significantly, and that I can more easily determine where a failure occurs if a problem happens to make it all the way to the integration build due to the output that makes its way into the build logs. Further, the StoryQ api has a lovely fluent syntax that is easy to learn and which can be applied in an extraordinary number of ways, requiring no external dependencies in order to use it. So with all of these benefits, you would think it an easy to introduce the concept to the rest of the team. Unfortunately, the other team members are reluctant to even look at StoryQ to evaluate it properly (let alone entertain the idea of applying BDD), and have convinced each other to try and remove a number of StoryQ elements from our own core testing framework, even though they originally supported the use of StoryQ, and that it doesn't impact on any other part of our testing system. Doing so would end up increasing my workload significantly overall and really goes against the grain, as I am convinced through practical experience that it is a better way to work in a test-first manner in our particular working environment, and can only lead to greater improvements in the quality of our software, given I've found it easier to stick with test first using BDD. So the question really comes down to the following: What arguments can I use to really drive the point home that it would be better to use StoryQ, or at the very least apply the BDD methodology? Can you point me to any anecdotal evidence that I can use to support my argument to adopt BDD as our standard method of choice? What counter arguments can you think of that could suggest that my wish to convert the team efforts to BDD might be in error? Yes, I'm happy to be proven wrong provided the argument is a sound one. NOTE: I am not advocating that we rewrite our tests in their entirety, but rather to simply start working in a different manner for all future testing work.

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  • Why did the team at LMAX use Java and design the architecture to avoid GC at all cost?

    - by kadaj
    Why did the team at LMAX design the LMAX Disruptor in Java but all their design points to minimizing GC use? If one does not want to have GC run then why use a garbage collected language? Their optimizations, the level of hardware knowledge and the thought they put are just awesome but why Java? I'm not against Java or anything, but why a GC language? Why not use something like D or any other language without GC but allows efficient code? Is it that the team is most familiar with Java or does Java possess some unique advantage that I am not seeing? Say they develop it using D with manual memory management, what would be the difference? They would have to think low level (which they already are), but they can squeeze the best performance out of the system as it's native.

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  • The need for source control software - Team Foundation Server? or something different?

    - by l0Ft
    Recently, Here at the company, more than one programmer was appointed in charge for a LightSwitch(C#) software development project and immediately there was a need of some sort of source control/sync. We have never used Team Foundation Server but we'd gladly use it if it's worth it. Is it the right tool to use for synchronising code between programmers? Does it have the needed features? Do you have any other tool in mind? (I have used TortoiseSVN but it was too simple and 'texty' if you know what I mean, we need a professional tool) What other features does Team Foundation has that we can use? (if you did not understand any of the above please ask me to clarify further)

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  • iOS 6 "jailbreaké" moins d'une journée après son lancement par le groupe de hackers Dev-Team, l'iPhone 5 bientôt déverrouillé ?

    iOS 6 "jailbreaké" moins d'une journée après son lancement Par le groupe de hackers Dev-Team, l'iPhone 5 bientôt déverrouillé ? L'iPhone Dev-Team, un groupe de hackers indépendant spécialisé dans les produits Apple, a réussi à créer un Jailbreak (déverrouillage) pour l'iOS 6. Cette annonce est survenue moins d'une journée après la sortie de ce dernier. [IMG]http://idelways.developpez.com/news/images/jailbreak.jpg[/IMG] Sorti dans la lignée du célèbre outil redsn0w, le jailbreak fonctionne seulement pour l'iPhone 4, l'iPhone 3GS et la quatrième génération de l'iPod Touch, soit uniquement des dispositifs équipés de processeurs A4. L'iPhone 5 n'est ...

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  • DirectAccess Server firewall rules blocking ports

    - by StormPooper
    I have configured DirectAccess on my Server 2012 Essentials box and most of it works great - I can remotely access the server via RDP and the default IIS website on port 80. However, I can't access anything that uses other ports. For this example, the Team Foundation Server website. The only way to access it is by accessing http://localhost:8080/tfs on the server directly - even when using http://servername:8080/tfs or http://192.168.1.100:8080/tfs won't work. I've tried adding the ports to the NAT exceptions using Set-NetNatTransitionConfiguration –IPv4AddressPortPool and while that has allowed some ports used internally (Deluge, for example) it hasn't allowed me access to the URL. I think I've narrowed it down to the "DirectAccess Server Settings" Group Policy that is created when configuring DirectAccess. When I disable the link for this GPO, the TFS site works again, but the default IIS site stops working (but RDP still works). I already have rules in the firewall on the server for TFS and before enabling this Group Policy (so before configuring DirectAccess) I could access both sites. Does anybody have any suggestions for things I can change to allow access to both? I've uploaded the full GPO report and my Remote Access Configuration Summary for more details.

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  • Will this increase my Virtual private Server failing rate ?

    - by Spencer Lim
    Will this increase my Virtual private Server failing rate if i :- install Microsoft Window Server 2008 Enterprise install SQL server enterprise 2008 install IIS 7.5 install ASP.Net Mvc 2 install Microsoft Exchange << should live inside MWS2008 ? or standalone without OS? install Team foundation server << should live inside MWS2008 ? or standalone without OS? on one mini VPS with specification of DELL Poweredge R710 shared plan DDR3 ECC RAMs 16GB and -- 1GB for this VPS using DELL PERC 6i raid controller (this thing alone about 1.5k-2k) and the SAS HDD (15K RPM) (146GB) -- 33GB to this VPS each hdd is freaking fast over 300MB read / write possible with proper tuning the motherboard is a DELL and it has twin redundant PSU (870watt 85%eff) its running on Intel Xeon 5502 (Quad Core) x2 so about 8 physical proc (fairly share) is there any ruler to measure for this about one VPS can only install what what what service ? because of my resource is limited =.@ may i know if it is install in this way,maybe it seem like defeat the way of "VPS"... what will happen ? or any guideline on this issue (fully configuring the window server 2008 R2) ? Thx for reply

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  • IIS7 binding to subdomain causing authentication errors (TFS 2010)

    - by Tommy Jakobsen
    I'm trying to bind a IIS web site (Team Foundation Services 2010) to a subdomain, which is causing authentication errors. First I'll explain what I've done to set it up. This is the fist time I do this, so please correct me if I'm wrong. The web server is a stand-alone Windows Server 2008 R2 x64, running IIS7 with .NET Framework 4. I have the following A-records, pointing to my server: server.mydomain.com *.server.mydomain.com So all subdomains of server.mydomain.com points to the server. In IIS7 I have a web site (TFS 2010) on port 8080, with a virtual directory (named tfs) that is using Windows Authentication. I have one binding on the web site pointing to all unassigned IP addresses, port 8080 and having a host name of tfs.server.mydomain.com. Now, shouldn't I be able to access the virtual directory through: http://tfs.server.mydomain.com/tfs That is not working. However, I can access it through: http://tfs.server.mydomain.com:8080/tfs But, it won't let me authenticate using a Windows account (Server\Username). A windows account that I can authenticate with, when accessing the site through http://localhost:8080/tfs. What am I missing here?

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  • Authenticate domain-user credentials on unjoined virtual machine?

    - by bwerks
    Hi all, This question may sound silly, and perhaps a bit insane, but--is there any way to run a process on a machine not joined to a domain using credentials from a user in that domain? In my case, I'm running virtual machines installed with release binaries from our build process, as well as Visual Studio. Visual Studio is there to debug our release binaries, however it's being executed with vm-local user credentials. This means that it can't authenticate to our TFS deployment when executing "tf.exe view" to utilize our Source Server for debugging. Team Explorer manages to authenticate to TFS using a UI prompt, however I suspect that it's because we supply it with the TFS deployment's URI, and it's designed to display a prompt to facilitate workgroup scenarios; i.e. it's not like we're getting it for free. My instincts tell me the only way to authenticate on this vm is to join it or somehow form a one-way trust or something, but is there an easier way? For automation we're going to want to script this eventually, but I'm first surveying the feasibility of the thing.

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  • What are problems and pitfalls with a public facing Active Directory

    - by Ralph Shillington
    The situation that i'm faced with is this: We plan on using a number of server applications hosted on Amazon EC2 machines, mainly Microsoft Team Foundation Server. These services rely heavily on Active Directory. Since our servers are in the Amazon cloud it should go without saying (but I will) that all our users are remote. It seems that we can't setup VPN on our EC2 instance -- so the users will have to join the domain, directly over the internet then they'll be able to authenticate and once authenticated, use that token for accessing resources such as TFS. on the DC instance, I can shut down all ports, except those needed for joining/authenicating to the domain. I can also filter the IP on that machine to just those address that we are expecting our users to be at (it's a small group) On the web based application servers, I imagine all we need to open is port 80 (or 8080 in the case of TFS) One of the problems that I'm faced with is what domain name to use for this Active directory. Should I go with "ourDomainName.com" or "OurDomainName.local" If I choose the latter, does that not mean that I'll have to get all our users to change their DNS address to point to our server, so it can resolve the domain name (I guess I could also distribute a host file) Perhaps there is another alternative that I'm completely missing.

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  • Should I break contract early?

    - by cbang
    About 7 months ago I made the switch from a 5 year permie role (as a support developer in C#) to a contract role. I did this because I was stagnating in my old role. The extra cash contracting is really helping too. Unfortunately my team leader has taken a dislike to me from day 1. He regularly tells me I went out contracting too early, and frequently remarks that people in their 20's have no idea what they are talking about (I am 29). I was recently given the task of configuring our reports via our in house reporting library. It works off of a database driven criteria base, with controls being loaded as needed. The configs can get fairly complex, with controls having various levels of dependency on each other. I had a short time frame to get 50 reports working, and I was told to just get the basic configuration done, after which they will be handed over to the reporting team for fine tuning, then the test team. Our updated system was deployed 2 weeks ago, and it turned out that about 15 reports had issues causing incorrect data to be returned. Upon investigation I discovered that the reporting team hadn't even looked at them, and the test team hadn't bothered to test the reports. In spite of this, my team leader has told me that it is 100% my fault. As a result, our help desk got hit hard. I worked back until 2am that night to fix the highest priority issues (on my wedding anniversary!). The next day I arrive at work at 7:45 am to continue with the fixes. I got no thanks, but keep getting repeatedly told by my manager that "I fucked up" and "this is all my fault". I told my team leader I would spend part of my weekend working to fix the remaining issues. His response was "so you fucking should! you fucked it all up!" in front of the rest of the team. I responded "No worries." and left. I spent a decent chunk of my weekend working on it. Within 2 business days of finding out about the issues, I had all the medium and high priority issues fixed. The only comments my team leader has made to me in the last 2 weeks is to tell me how I have caused a big mess, and to tell me it was all my fault. I get this multiple times a day. If I make any jokes to anyone else in the team, I get told not to be a smartass... even though the rest of the team jokes throughout the day. Apart from that, all I get is angry looks any time I am anywhere near the guy. I don't give any response other than "alright" or silence when he starts giving me a hard time. Today we found out that the pilot release for the next stage has been pushed back. My team leader has said this was caused by me (but the higher ups said no such thing). He also said I have "no understanding of the ramifications of my actions". My question is, should I break contract (I am contracted until June 30) and find another role? No one else in my team will speak up in my favour, as they are contractors too and have no interest in rocking the boat. I could complain to my team leaders boss, but I can't see that helping, as I will still be stuck in the same team. As this is my first contract, I imagine getting the next one will be hard without a reference. I can't figure out if this guy is trying to get me fired up to provoke a confrontation (the guy loves conflict), or if he is just venting anger, or what. Copping this blame day after day is really wearing me down and making me depressed... especially since I have a wife and kid to support).

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  • New features in TFS Demo Setup 1.0.0.2

    - by Tarun Arora
    Release Notes – http://tfsdemosetup.codeplex.com/ | Download | Source Code | Report a Bug | Ideas Just pushed out the 2nd release of the TFS Demo setup on CodePlex, below a quick look at some of the new features/improvements in the tool… Details of the existing features can be found here. Feature 1 – Set up Work Items Queries as Team Favorites The task board looks cooler when the team favourite work item queries show up on the task board. The demo setup console application now has the ability to set up the work item queries as team favorites for you. If you want to see how you can add Team Favorites programmatically, refer to this blogpost here. Image 1 – Task board without Team Favorites Let’s see how the TFS Demo Setup application sets-up team favorites as part of the run… Open up the DemoDictionary.xml and you should be able to see the new node <TeamFavorites> this accepts multiple <TeamFavorite>. You simply need to specify the <Type> as Query and in the <Name> specify the name of the work item query that you would like added as a favorite. Image 2 – Highlighting the TeamFavorites block in DemoDictionary.xml So, when the demo set up application is run with the above config, work item queries “Blocked Tasks” and “Open Impediments” are added as team favorites. They then show up on the task board, as highlighted in the screen shot below. Image 3 – Team Favorites setup during the TFS demo setup app execution Feature 2 – Choose what you want to setup and exclude the rest I had a great feature request come in requesting the ability to exclude parts of the setup at the sole discretion of the executioner. To accommodate this, I have added an attribute with each block, the attribute “Run” accepts “true” or “false”. If you set the flag to true then at the time of execution that block would be considered for setup and if you set the flag to false, the block will be ignored during the setup. So, lets look at an example below… The attribute "Run” is set to true for TeamSettings, Team Favorites, TeamMembers and WorkItems. So, all of these would be setup as part of the demo setup application execution. Image 4 – New Attribute Run added to all blocks in DemoDictionary.xml If I did not want to recreate the team and did not want to add new work items but only wanted to add favorites and team members to the existing team “AgileChamps1” then I could simple run the application with below DemoDictionary.xml. Note – TeamSettings Run=”false” and WorkItems Run=”false”. Image 5 – TeamFavorites and TeamMembers set as true and others set to false Feature 3 – Usability Improvement If you try and assign a work item to a team member that does not exist then the application throws a nasty exception. This behaviour has now been changed, upon adding such a work item, the work items will be created and not assigned to any user. The work item id will be printed to the console making it simple for you to assign the work item manually. As you can see in the screen shot below, I am trying to assign the work item to a user “Tarun” and a user “v2” both are *not valid users in my team project collection* so the tool creates the work items and provides me the work item id and lets me know that since the user is invalid the work item could not be assigned to the user. Better user experience ae Image 6 – Behaviour if work item assigned to users are in valid users in team project That’s about it for the current release. I have some new features planned for the next release. Mean while if you have any ideas/comments please feel free to leave a comment. Stay tuned for more… Enjoy! Other posts on TFS Demo Setup can be found here.

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  • Nagios - How to display specific monitors for a specific user/contactgroup while these monitors will also be displayed to the Admin team?

    - by Itai Ganot
    I have a Nagios server which monitors many servers, a number of the servers is used for QA matters. I'd like to allow the QA team access to the Nagios UI and i want them to be able to view only monitors which are related to their work. More than that, these servers which i want the QA team to monitor should be displayed for the admins group as well (as it is configured at the moment) in addition to the QA team. Is that doable?

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