Search Results

Search found 7318 results on 293 pages for 'a team'.

Page 28/293 | < Previous Page | 24 25 26 27 28 29 30 31 32 33 34 35  | Next Page >

• Team Foundation Server– Debug symbols(pdb files) generated in Release build? Fix it.

  - by Gopinath

  Yesterday I setup TFS for my .NET playground website to implement continuous integration and deployments. After a successful build I noticed that debug symbols(pdb files) were generated even though TFS is configured to build in Release mode.  After a bit of analysis its turned out to be the behavior of TFS to generate debug symbols (pdb files) until we pass the attribute DebugType = None. Here are the steps to pass DebugType parameter to MSBuild of TFS Go to Team Explorer Select Build Defintion >> Edit Build Definition Switch to Process tab Navigate to Advanced Section and locate MSBuild Arguments Add the following: /p:Configuration=Release /p:DebugType=none

  Read the article

• Is there ongoing work in the kernel team to improve battery life under linux?

  - by leousa

  I have read in some forums that the kernel team is working on improving battery life and energy efficiency in linux. Unfortunately our community really lags behind windows and mac in that regard. I would like to read about the reasons why this difference exists with other platforms. Is it purely due to closed hardware specs from vendors or does it has to be with kernel design issues? Apple devices with unix cores have amazing battery times, but they also design their own hardware...just want to understand this issues in a less technical way I know that recent kernel updates in Ubuntu have improved the battery life in most computers, but I was wondering if there is still development going on and where can I read more about it. Thanks in advance

  Read the article

• Network(ing) to the Limit

  - by Oracle OpenWorld Blog Team

   By Karen Shamban While Oracle OpenWorld attendees are networking, there's an Oracle Global IT team that builds and maintains the massive networks that help run the show. The objective? To keep things running as seamlessly and smoothly as possible, constantly evaluate priorities, mitigate risk, and be ready for whatever might happen -- because things do happen when there are 50,000 plus attendees, tens of thousands of devices, unexpected requirements, and a constant flow of up-to-the-minute information. Here's just some of what it takes to keep the conference going, network style: 100 Oracle network, voice, and desktop engineers; security, risk management, and other IT experts, who come in from 17 countries  1000+ network switches 300+ miles of copper and fiber 485 wireless access points 2,500 wired laptops 300 VoIP phones And just where are all these networks and devices deployed? This is what the team had to build and manage: Moscone North, South, and West, including: The keynote hall Oracle DEMOgrounds in the Exhibition Halls Hundreds of session rooms Connection Centers, Social Avenue, Lounges Registration The Howard Street Tent and Taylor Street Cafe tented venues Oracle Square (Union Square) Yerba Buena Gardens Masonic Auditorium Sessions and demos at 8 hotel venues That's a whole lot of networking going on. And here's the kicker: the team has only 4 days to bring get it all up and running across these many venues, and exactly 12 hours to take it all down once the show ends. The Global IT team puts in the equivalent of 152 24-hour days for set-up, 227 24-hour days of support during the conferences, and then tears it all down in about 20 24-hour days. And in case you were wondering, the planning for next year's Oracle OpenWorld starts ... next week. No rest for the weary.  Now THAT's networking!  So hats off to the Global IT team -- the job ain't easy, but somebody's got to do it, and they do it remarkably well.

  Read the article

• TFS Solution build cascading to several other builds even when common components were not modified

  - by Bob Palmer

  Hey all, here is the issue I am currently trying to work through. We are using Team Foundation Server 2008, and utilizing the automated build support out of the box. We have one very large project that encompasses a number of interrelated components and web sites, each of which is set up as a Visual Studio solution file. Many of these solutions are highly interrelated since they may contain applications, or contain common libraries or shared components. We have roughly 20 or so applications, three large web sites, and about 20 components. Each solution may include projects from other solutions. For example, a solution for a console app would also include the project files for all of the components it utilizes, since we need to ensure that when someone changes a component and rebuilds it, it is reflected in all of the projects that consume that component, and we can make sure nothing was broken. We have build projects for each solution, whether that's an application, component, or web site. For this example, we will call them solutions 01, 02, and 03. These reference multiple projects (both their own core project and test projects, plus the projects relating to various components). Solution 01 has projects A, B, and C. Solution 02 has projects C, D, and E. Solution 03 has projects E, F, and G. Now, for the problem. If I modify project A, the system will end up rebuilding all three solutions. Worse, all thirty solutions reference common projects used for data access (let's call it project H). Because they all share one project in common, if I modify any solution in my stack, even if it does not touch project H, I still end up kicking off every single build script. Any thoughts on how to address this? Ideally I would only want to kick off builds where their constituant projects were directly modified - i.e in the example below, if I modified project C, I would only rebuild solutions 01 and 02. Thanks!

  Read the article

• How/when to hire new programmers, and how to integrate them?

  - by Shaul

  Hiring new programmers, especially in a small company, can often present a Catch-22 situation. We have too much work to do, so we need to hire new programmers. But we can't hire new programmers now, because they will need mentoring and several months of learning curve in your industry/product/environment before they're useful, and none of the programmers has time to be a mentor to a new programmer, because they're all completely swamped with the current work load. That may be a slightly frivolous way of describing the situation, but nevertheless, it's difficult for a small company on a tight budget to justify hiring someone who is not only going to be unproductive for a long time, but will also take away from the performance of the current programmers. How have you dealt with this kind of situation? When is the best time to hire someone? What are the best tasks to assign to a new team member so that they can learn their way around your code base and start getting their hands dirty as quickly as possible? How do you get the new guy useful without bogging your existing programmers down in too much mentoring? Any comments & suggestions you have are much appreciated!

  Read the article

• TFS Folders - Getting them to work like Subversion "Trunk/Tags/Branches"

  - by Sam Schutte

  I recently started using Team Foundation Server, and am having some trouble getting it to work the way I want it to. I've used Subversion for a couple years now, and love the way it works. I always set up three folders under each project, Trunk, Tags, and Branches. When I'm working on a project, all my code lives under a folder called "C:\dev\projectname". This "projectname" folder can be made to point to either trunk, or any of the branches or tags using Subversion (with the switch command). Now that I'm using TFS (my client's system), I'd like things to work the same way. I created a "Trunk" folder with my project in it, and mapped "Project/Trunk/Website" to "c:\dev\Website". Now, I want to make a release under the "tags" folder (located in "Project/Tags/Version 1.0/Website", and TFS is giving me the following error when I execute the branch command: "No appropriate mapping exists for $Project/tags/Version 1.0/Website" From what I can find on the internet, TFS expects you to have a mapping to your hard drive at the root of the project (the "Project" folder in my case), and then have all the source code that lives in trunk, tags and branches all pulled down to your hard drive. This sucks because it requires way too much stuff on your hard drive, and even worse, when you are working in a solution in Visual Studio, you won't be able to pull down "Version 2.0" and have all your project references to other projects work, because they'll all be pointing to "trunk" folders under the main folder, not just the main folder itself. What I want to do is have the root "Project/Website" folder on my hard drive, and be able to have it point to (mapped to) either tags, branches, or trunk, depending on what i'm doing, without having to screw around with fixing Visual Studio project references. Ideas?

  Read the article

• Should I use MEF or Prism for my Silverlight project?

  - by Daniel

  Hi! My team(3 developers) will be building a Silverlight LOB application. This is the first Silverlight project for us. We've been doing mostly Winforms. We'll be using Silverlight4 / VS2010 / possibly WCF RIA Services, and ASP.NET Web application to handle authentication and host the silverlight pages. We need a way to.. Modularize the silverlight project so we can work in different parts of the application, then integrate them. Dynamically load different parts of the application, so the initial download size of the xap file wouldn't be too large. After some research, I found out that Prism and MEF are possible solutions to these goals. Can you give me advice on which framework to use? or possibly another solution? We don't have much experience on Silverlight and the project needs to be finished in 3 months, so the learning curves for frameworks should be considered. Thank you for reading! Any inputs will be much appreciated.

  Read the article

• What are some commonly used source code check-in policies?

  - by rwmnau

  I'm curious what code review policies other development shops apply to their source code when it's checked into the source control repository. I'm setting up a TFS (Team Foundation) server, and I'd like to apply some check-in policies to start to stamp out bad practices. For example, I was thinking of starting with the following couple, so this is the kind of stuff I'm looking for: Prohibit empty "Catch" blocks. This would prevent applications from swallowing any exceptions without at least requiring a comment explaining why it's not necessary to do anything with the exception. Prohibit "Catch ex as Exception" generic exception handling. Instead, require code to catch specific types of exceptions and deal with them appropriately, instead of just building catch-all handling. Require a check-in comment. This one should be self-explanatory, though it seems that TFS (and most other source-control systems) don't require a comment by default. While these are just examples, they're where I'm thinking of starting, and while I'd like some additional examples of what's popular, I'm open to feedback on these. Also, though we're a mostly .NET shop, I imagine the popular policies are universal across languages and IDEs (we have some Java development and a few people who will use the repository develop with Eclipse).

  Read the article

• Using git (or some other VCS) at your company

  - by supercheetah

  Some friends of mine and I were talking recently about version control, and how they were using VSS at their jobs, and were probably going to be moving off of that soon. One of them said that his company will likely be going with Team Foundation Server. Eventually, the conversation did get around to talking about some of the open source VCSes out there, including git and SVN. None of us really knew about any companies that use either of these internally, although we imagined that a number of them did so for SVN, but we weren't too sure about git. I brought up Google and Android using it, but my friend figured that's only for the public facing source code, and that they may use something different for internal projects. Apparently it's more than just SCM that makes TFS so intriguing: Microsoft Sales people and support (although my friend did point out somethings to his managers that he thought might be misleading on MS' part) Integration of things beyond SCM, including project management (I'm just finding out that there are geared towards the same things for git) Again, it's Microsoft, and the transition from VSS to TFS seems logical (or does it?) I'm not much of a fan of SVN, so I didn't really bring it up much, but I am curious about whether or not git is used at your company for internal projects. Have you thought about it, and decided against it? Any reason why?

  Read the article

• Lessons learnt in implementing Scrum in a Large Organization that has traditional values

  - by MarkPearl

  I recently had the experience of being involved in a “test” scrum implementation in a large organization that was used to a traditional project management approach. Here are some lessons that I learnt from it. Don’t let the Project Manager be the Product Owner First lesson learnt is to identify the correct product owner – in this instance the product manager assumed the role of the product owner which was a mistake. The product owner is the one who has the most to loose if the project fails. With a methodology that advocates removing the role of the project manager from the process then it is not in the interests of the person who is employed as a project manager to be the product owner – in fact they have the most to gain should the project fail. Know the time commitments of team members to the Project Second lesson learnt is to get a firm time commitment of the members on a team for the sprint and to hold them to it. In this project instance many of the issues we faced were with team members having to double up on supporting existing projects/systems and the scrum project. In many situations they just didn’t get round to doing any work on the scrum project for several days while they tried to meet other commitments. Initially this was not made transparent to the team – in stand up team members would say that had done some work but would be very vague on how much time they had actually spent using the blackhole of their other legacy projects as an excuse – putting up a time burn down chart made time allocations transparent and easy to hold the team to. In addition, how can you plan for a sprint without knowing the actual time available of the members – when I mean actual time, the exercise of getting them to go through all their appointments and lunch times and breaks and removing them from their time commitment helps get you to a realistic time that they can dedicate. Make sure you meet your minimum team sizes In a recent post I wrote about the difference between a partnership and a team. If you are going to do scrum in a large organization make sure you have a minimum team size of at least 3 developers. My experience with larger organizations is that people have a tendency to be sick more, take more leave and generally not be around – if you have a team size of two it is so easy to loose momentum on the project – the more people you have in the team (up to about 9) the more the momentum the project will have when people are not around. Swapping from one methodology to another can seem as waste to the customer It sounds bad, but most customers don’t care what methodology you use. Often they have bought into the “big plan upfront”. If you can, avoid taking a project on midstream from a traditional approach unless the customer has not bought into the process – with this particular project they had a detailed upfront planning breakaway with the customer using the traditional approach and then before the project started we moved onto a scrum implementation – this seemed as waste to the customer. We should have managed the customers expectation properly. Don’t play the role of the scrum master if you can’t be the scrum master With this particular implementation I was the “scrum master”. But all I did was go through the process of the formal meetings of scrum – I attended stand up, retrospectives and planning – but I was not hands on the ground. I was not performing the most important role of removing blockages – and by the end of the project there were a number of blockages “cropping up”. What could have been a better approach was to take someone on the team and train them to be the scrum master and be present to coach them. Alternatively actually be on the team on a fulltime basis and be the scrum master. By just going through the meetings of scrum didn’t mean we were doing scrum. So we failed with this one, if you fail look at it from an agile perspective As this particular project drew to a close and it became more and more apparent that it was not going to succeed the failure of it became depressing. Emotions were expressed by various people on the team that we not encouraging and enforced the failure. Embracing the failure and looking at it for what it is instead of taking it as the end of the world can change how you grow from the experience. Acknowledging that it failed and then focussing on learning from why and how to avoid the failure in the future can change how you feel emotionally about the team, the project and the organization.

  Read the article

• How to get MSBuild Exec to run a java program?

  - by Vaccano

  I am trying to run a command line action in my Team Build (MSBuild). When I run it on the command line of the build machine it works fine. But when run in the build script I get a "exited with code 3". This is command that I am running: C:\Program Files\Wavelink\Avalanche\PackageBuilder.\jresdk\bin\java -classpath "WLUtil.jar;WLPackageBuilder.jar" com.wavelink.buildpkg.AvalanchePackageBuilder /build PackageName This command only works when run from the above directory (I have tried running it from c:\ with the full path at it fails). When I try to run it using ms build this is my statement: <PropertyGroup> <!--Working directory of the Package Builder Call--> <PkgBldWorkingDir>&quot;C:\Program Files\Wavelink\Avalanche\PackageBuilder&quot;</PkgBldWorkingDir> <!--Command line to run to make Package builder "go"--> <PkgBldRun>.\jresdk\bin\java&quot; -classpath &quot;WLUtil.jar;WLPackageBuilder.jar&quot; com.wavelink.buildpkg.AvalanchePackageBuilder</PkgBldRun> </PropertyGroup> <!--Run package builder command line to update the Ava File.--> <Exec ContinueOnError="true" WorkingDirectory="$(PackageBuilderWorkingDir)" Command="$(PkgBldRun) /build PackageName"/> As I said above this "exits with code 3". This is the full output: Task "Exec" Command: .\jresdk\bin\java -classpath "WLUtil.jar;WLPackageBuilder.jar" com.wavelink.buildpkg.AvalanchePackageBuilder /build PackageName The system cannot find the path specified. MSBUILD : warning MSB3073: The command ".\jresdk\bin\java -classpath "WLUtil.jar;WLPackageBuilder.jar" com.wavelink.buildpkg.AvalanchePackageBuilder /build PackageName" exited with code 3. The previous error was converted to a warning because the task was called with ContinueOnError=true. Build continuing because "ContinueOnError" on the task "Exec" is set to "true". Done executing task "Exec" -- FAILED. It says it can't find the file (who knows what file). I have tried it with and without the quotes (") in the working directory and with a full path as the command (gives the same error as when run on the command line). Any ideas on how to make this run a command line action in MS Build?

  Read the article

• TFS and shared projects in multiple solutions

  - by David Stratton

  Our .NET team works on projects for our company that fall into distinct categories. Some are internal web apps, some are external (publicly facing) web apps, we also have internal Windows applications for our corporate office users, and Windows Forms apps for our retail locations (stores). Of course, because we hate code reuse, we have a ton of code that is shared among the different applications. Currently we're using SVN as our source control, and we've got our repository laid out like this: - = folder, | = Visual Studio Solution -SVN - Internet | Ourcompany.com | Oursecondcompany.com - Intranet | UniformOrdering website | MessageCenter website - Shared | ErrorLoggingModule | RegularExpressionGenerator | Anti-Xss | OrgChartModule etc... So.. The OurCompany.com solution in the Internet folder would have a website project, and it would also include the ErrorLoggingModule, RegularExpressionGenerator, and Anti-Xss projects from the shared directory. Similarly, our UniformOrdering website solution would have each of these projects included in the solution as well. We prefer to have a project reference to a .dll reference because, first of all, if we need to add or fix a function in the ErrorLoggingModule while working on the OurCompany.com website, it's right there. Also, this allows us to build each solution and see if changes to shared code break any other applications. This should work well on a build server as well if I'm correct. In SVN, there is no problem with this. SVN and Visual Studio aren't tied together in the way TFS's source control is. We never figured out how to work this type of structure in TFS when we were using it, because in TFS, the TFS project was always tied to a Visual Studio Solution. The Source Code repository was a child of the TFS Project, so if we wanted to do this, we had to duplicate the Shared code in each TFS project's source code repository. As my co-worker put it, this "breaks every known best practice about code reuse and simplicity". It was enough of a deal breaker for us that we switched to SVN. Now, however, we're faced with truly fixing our development processes, and the Application Lifecycle Management of TFS is pretty close to exactly what we want, and how we want to work. Our one sticking point is the shared code issue. We're evaluating other commercial and open source solutions, but since we're already paying for TFS with our MSDN Subscriptions, and TFS is pretty much exactly what we want, we'd REALLY like to find a way around this issue. Has anybody else faced this and come up with a solution? If you've seen an article or posting on this that you can share with me, that would help as well. As always, I'm open to answers like "You're looking at it all wrong, bonehead, HERE'S the way it SHOULD be done.

  Read the article

• C# Working with Linq binding

  - by Isuru

  I have designed Types as follow: class Cricket { string type; Team tm; public Team Team { get { return tm; } set { tm = value; } } public string Type { get { return type; } set { type = value; } } } class Team { string country; Players plr; public Players Players { get {return plr; } set { plr = value; } } public string Country { get { return country; } set { country = value; } } } class Players { string name; DateTime dob; int run; public string Name { get { return name; } set { name = value; } } public DateTime DOB { get { return dob; } set { dob = value; } } public int Run { get { return run; } set { run = value; } } } I have to get the following using LINQ techniques. 1) Youngest all data of the youngest player among all teams 2) Oldest Player of each team 3) The highest run scorer will receive Gold Medal,rest of the players of all team will receive Silver medal. (Please look at the GetPlayer() i have declared var Medal=new String[] {"Gold","Silver"} to associate the Medal ) public void GetPlayer() { var TeamMatrix = new Cricket[] { new Cricket{ Type="Twenty20", Team=new Team{ Country="England", Players=new Players{ DOB=Convert.ToDateTime("01/Jan/1989"), Name="Russel", Run=45}}}, new Cricket{ Type="Twenty20", Team=new Team{ Country="England", Players=new Players{ DOB=Convert.ToDateTime("01/Jan/1991"), Name="Joel", Run=56}}}, new Cricket{ Type="Twenty20", Team=new Team{ Country="Australia", Players=new Players{ DOB=Convert.ToDateTime("01/Jan/1990"), Name="Clark", Run=145}}}, new Cricket{ Type="Twenty20", Team=new Team{ Country="Australia", Players=new Players{ DOB=Convert.ToDateTime("01/Jan/1971"), Name="Bevan", Run=156}}} }; var Medal = new string[] { "Gold", "Silver" }; var tm = (from mat in TeamMatrix select new { mat.Team.Players.DOB }).Max(); Console.WriteLine("Youngest Age={0}",tm); } When I declare var tm = (from mat in TeamMatrix select new { mat.Team.Players.DOB }).Max(); I receive error atleast one object must implement IComparable. What is the actual way to complete the above three tasks? ( Tasks 1 ,2 ,3 are explained above). Thanks to all.

  Read the article

• Experience with SVN vs. Team Foundation Server?

  - by bcwood

  A few months back my team switched our source control over to Subversion from Visual SourceSafe, and we haven't been happier. Recently I've been looking at Team Foundation Server, and at least on the surface, it seems very impressive. There is some great integration with Visual Studio, and lots of great tools for DBA's, testers, project managers, etc. The most obvious difference between these two products is price. It's hard to beat Subversion (free). Team Foundation Server is quite expensive, so the extra features would really have to kick Subversion in the pants. My question is: does anyone have practical experience with both? How do they compare, and is Team Foundation Server actually worth all the money?

  Read the article

• How should my team decide between 3-tier and 2-tier architectures?

  - by j0rd4n

  My team is discussing the future direction we take our projects. Half the team believes in a pure 3-tier architecture while the other half favors a 2-tier architecture. Project Assumptions: Enterprise business applications Business logic needed between user and database Data validation necessary Service-oriented (prefer RESTful services) Multi-year maintenance plan Support hundreds of users 3-tier Team Favors: Persistant layer <== Domain layer <== UI layer Service boundary between at least persistant layer and domain layer. Domain layer might have service boundary between it. Translations between each layer (clean DTO separation) Hand roll persistance unless we can find creative yet elegant automation 2-tier Team Favors: Entity Framework + WCF Data Service layer <== UI layer Business logic kept in WCF Data Service interceptors Minimal translation between layers - favor faster coding So that's the high-level argument. What considerations should we take into account? What experiences have you had with either approach?

  Read the article

• Is Active Directory required for a team using TFS 2010?

  - by Andy

  I am new to TFS 2010 and wanted to give it a fair try for a small project with a team of 2-3 remote people. Is it a requirement that all my team users are part of an Active Directory network setup? or can I have my team-members to be loosely coupled and be able to login using username/password?

  Read the article

• What's the best free open source alternative to MS Team Foundation Server?

  - by user342970

  I have a team developing software in MS Visual Studio and now they want to start using MS Team Foundation Server, mainly for versioning and maybe patch and bug tracking. They don't have any experience with MS Team Foundation Server, but they are very enthusiastic with MS products. So whats the best free open source alternative solution? Git, SVN, CVS, Bugzilla, plugins, etc.

  Read the article

• How do I convince my team that a requirements specification is unnecessary if we adopt user-stories?

  - by Nupul

  We are planning to adopt user-stories to capture stakeholder 'intent' in a lightweight fashion rather than a heavy SRS (software requirements specifications). However, it seems that though they understand the value of stories, there is still a desire to 'convert' the stories into an SRS-like language with all the attributes, priorities, input, outputs, source, destination etc. User-stories 'eliminate' the need for a formal SRS like artifact to begin with so what's the point in having an SRS? How should I convince my team (who are all very qualified CS folks by the way - both by education and practice) that the SRS would be 'eliminated' if we adopted user-stories for capturing the functional requirements of the system? (NFRs etc can be captured too, but that's not the intent of the question). So here's my 'work-flow' argument: Capture initial requirements as user-stories and later elaborate them to use-cases (which are required to be documented at a low level i.e. describing interactions with the UI prototypes/mockups and are a deliverable post deployment). Thus going from user-stories to use-cases rather than user-stories to SRS to use-cases. How are you all currently capturing user-stories at your workplace (if at all) and how do you suggest I 'make a case' for absence of SRS in presence of user-stories?

  Read the article

• MSDN Live 2010 &ndash; Delivered : 24 sessions (4 x 6) on Visual Studio and Team Foundation Server

  - by terje

  We (Mikael Nitell and me) got a whole track on the Norwegian MSDN Live tour this year.  We did these as a pair, and covered 4 cities over 4 days, 6 sessions per day, taking 8 hours to come through it.  The Islandic volcano made the travels a bit rough, but we managed 6 flights out of 8. The first one had to go by van instead, 7-8 hour drive each way together with other MSDN Live presenters – a memorable tour! Oslo was the absolute top point.  We had to change hall to a bigger one. People were crowding, and even the big hall was packed!  The presentations were mostly based on demos, but we had a few slides as well.  They have been uploaded to my SkyDrive.  Info to aliens – some of the text may be Norwegian. The sessions were as follows: Overview of news in Visual Studio and Team Foundation server 2010 Ensuring Quality with VS/TFS 2010 Releasing products with VS/TFS 2010 No More No Repro with VS/TFS 2010 Performance Testing and Parallel Programming with VS/TFS 2010 Migrating to VS/TFS 2010 Tips, tricks, news and some best practices with VS/TFS 2010   In the coming days, I will post up examples from the demos too, with explanations of how they are intended to work. These entries will also contain stuff we had to remove from the actual presentations due to the time constraints. We managed to create recordings of two of the sessions, which will be uploaded to Channel 9 by Microsoft, afaik.   I will update this blog with information about exact locations when that is done. Also note we’re (read:Osiris Data AS) running both Upgrade and Deep Dive courses  on VS/TFS 2010 now in May.  Please look here for more info. If you want to be informed, follow me on Twitter.  All blog entries will be announced on twitter.

  Read the article

• How do you explain to an "agile" team that they still need to plan the software they write?

  - by user23157

  This week at work I got agiled yet again. Having gone through the standard agile, TDD, shared ownership, ad hoc development methodology of never planning anything beyond a few user stories on a piece of card, verbally chewing the cud over the technicallities of a 3rd party integration ad nauseam without ever doing any real thinking or due dilligence and architecturally coupling all production code to the first test that comes into anyone's head for the past few months we reach the end of a release cycle and lo and behold the main externally visible feature that we have been developing is too slow to use, buggy, becoming labyrinthinly complex and completely inflexible. During this process "spikes" were done but never documented and not a single architectural design was ever produced (there was no FS, so what the hell eh, if you don't know what you are developing, how can you plan or research it?) - the project passed from pair to pair, each of whom only ever focused on a single user story at a time and well the result was inevitable. To resolve this I went off the radar, went (the dreaded) waterfall, planned, coded and basically didn't swap off the pair and tried as much as I could to work alone - focusing on solid architecture and specifications rather than unit tests which will come later once everything is pinned down. The code is now much better and is actually totally usable, flexible and fast. Certain people seem to have really resented me doing this and have gone out of their way to sabotage my efforts (possibly unconsciously) because it goes against the holy process of agile. So how do you, as a developer, explain to the team that it is not "un-agile" to plan their work, and how do you fit planning into the agile process? (I'm not talking about the IPM; I'm talking about sitting down with a problem and sketching out an end-to-end design that says how a problem should be solved in sufficient detail that anyone who works on the problem knows what architecture and patterns they should be using and where the new code should integrate into existing code)

  Read the article

• What to do as a new team lead on a project with maintainability problems?

  - by Mr_E

  I have just been put in charge of a code project with maintainability problems. What things can I do to get the project on a stable footing? I find myself in a place where we are working with a very large multi-tiered .NET system that is missing a lot of the important things such as unit tests, IOC, MEF, too many static classes, pure datasets etc. I'm only 24 but I've been here for almost three years (this app has been in development for 5) and mostly due to time constraints we've been just adding in more crap to fit the other crap. After doing a number of projects in my free time I have begun to understand just how important all those concepts are. Also due to employee shifting I find myself to now be the team lead on this project and I really want to come up with some smart ways to improve this app. Ways where the value can be explained to management. I have ideas of what I would like to do but they all seem so overwhelming without much upfront gain. Any stories of how people have or would have dealt with this would be a very interesting read. Thanks.

  Read the article

• Best setup/workflow for distributed team to integrated DSVC with fragmented huge .NET site?

  - by lazfish

  So we have a team with 2 developers one manager. The dev server sits in a home office and the live server sits in a rack somewhere handled by the larger part of my company. We have freedom to do as we please but I want to incorporate Kiln DSVC and FogBugz for us with some standard procedures to make sense of our decisions/designs/goals. Our main product is web-based training through our .NET site with many videos etc, and we also do mobile apps for multiple platforms. Our code-base is a 15 yr old fragmented mess. The approach has been rogue .asp/.aspx pages with some class management implemented in the last 6 years. We still mix our html/vb/js all on the same file when we add a feature/page to our site. We do not separate the business logic from the rest of the code. Wiring anything up in VS for Intelli-sense or testing or any other benefit is more frustrating than it is worth, because of having to manually rejigger everything back to one file. How do other teams approach this? I noticed when I did wire everything up for VS it wants to make a class for all functions. Do people normally compile DLLs for page-specific functions that won't be reusable? What approaches make sense for getting our practices under control while still being able to fix old anti-patterns and outdated code and still moving towards a logical structure for future devs to build on?

  Read the article

• One National Team One Event &ndash; SharePoint Saturday Kansas City

  - by MOSSLover

  I wasn’t expect to run an event from 1,000 miles away, but some stuff happened you know like it does and I opted in.  It was really weird, because people asked why are you living in NJ and running Kansas City?  I did move, but it was like my baby and Karthik didn’t have the ability to do it this year.  I found it really challenging, because I could not physically be in Kansas City.  At first I was freaking out and Lee Brandt, Brian Laird, and Chris Geier offered to help.  Somehow I couldn’t come the day of the event.  Time-wise it just didn’t work out.  I could do all the leg work prior to the event, but weekends just were not good.  I was going to be in DC until March or April on the weekdays, so leaving that weekend was too tough.  As it worked out Lee was my eyes and ears for the venue.  Brian was the sponsor and prize box coordinator if anyone needed to send items.  Lee also helped Brian the day of the event move all the boxes.  I did everything we could do electronically, such as get the sponsors coordinate with Michael Lotter on invoicing and getting the speakers, posting the submissions, budgeting the money, setting up a speaker dinner by phone, plus all that other stuff you do behind the scenes.  Chris was there to help Lee and Brian the day of the event and help us out with the speaker dinner.  Karthik finally got back from India and he was there the night before getting the folders together and the signs and stuffing it all.  Jason Gallicchio also helped me out (my cohort for SPS NYC) as he did the schedule and helped with posting the speakers abstracts and so did Chris Geier by posting the bios.  The lot of them enlisted a few other monkeys to help out.  It was the weirdest thing I’ve ever seen, but it worked.  Around 100+ attendees ended up showing and I hear it was  a great event.  Jason, Michael, Chris, Karthik, Brian, and Lee are not all from the same area, but they helped me out in bringing this event together.  It was a national SharePoint Saturday team that brought together a specific local event for Kansas City.  It’s like a metaphor for the entire SharePoint Community.  We help our own kind out we don’t let me fail.  I know Lee and Brian aren’t technically SharePoint People they are honorary SharePoint Community Members.  Thanks everyone for the support and help in bringing this event together.  Technorati Tags: SharePoint Saturday,SPS KC,SharePoint,SharePoint Saturday Kanas City,Kansas City

  Read the article

• In a multidisciplinary team, how much should each member's skills overlap?

  - by spade78

  I've been working in embedded software development for this small startup and our team is pretty small: about 3-4 people. We're responsible for all engineering which involves an RF device controlled by an embedded microcontroller that connects to a PC host which runs some sort of data collection and analysis software. I have come to develop these two guidelines when I work with my colleagues: Define a clear separation of responsibilities and make sure each person's contribution to the final product doesn't overlap. Don't assume your colleagues know everything about their responsibilities. I assume there is some sort of technology that I will need to be competent at to properly interface with the work of my colleagues. The first point is pretty easy for us. I do firmware, one guy does the RF, another does the PC software, and the last does the DSP work. Nothing overlaps in terms of two people's work being mixed into the final product. For that to happen, one guy has to hand off work to another guy who will vet it and integrate it himself. The second point is the heart of my question. I've learned the hard way not to trust the knowledge of my colleagues absolutley no matter how many years experience they claim to have. At least not until they've demonstrated it to me a couple of times. So given that whenever I develop a piece of firmware, if it interfaces with some technology that I don't know then I'll try to learn it and develop a piece of test code that helps me understand what they're doing. That way if my piece of the product comes into conflict with another piece then I have some knowledge about possible causes. For example, the PC guy has started implementing his GUI's in .NET WPF (C#) and using LibUSBdotNET for USB access. So I've been learning C# and the .NET USB library that he uses and I build a little console app to help me understand how that USB library works. Now all this takes extra time and energy but I feel it's justified as it gives me a foothold to confront integration problems. Also I like learning this new stuff so I don't mind. On the other hand I can see how this can turn into a time synch for work that won't make it into the final product and may never turn into a problem. So how much experience/skills overlap do you expect in your teammates relative to your own skills? Does this issue go away as the teams get bigger and more diverse?

  Read the article

• In a multidisciplicary team, how much should each member's skills overlap?

  - by spade78

  I've been working in embedded software development for this small startup and our team is pretty small: about 3-4 people. We're responsible for all engineering which involves an RF device controlled by an embedded microcontroller that connects to a PC host which runs some sort of data collection and analysis software. I have come to develop these two guidelines when I work with my colleagues: Define a clear separation of responsibilities and make sure each person's contribution to the final product doesn't overlap. Don't assume your colleagues know everything about their responsibilities. I assume there is some sort of technology that I will need to be competent at to properly interface with the work of my colleagues. The first point is pretty easy for us. I do firmware, one guy does the RF, another does the PC software, and the last does the DSP work. Nothing overlaps in terms of two people's work being mixed into the final product. For that to happen, one guy has to hand off work to another guy who will vet it and integrate it himself. The second point is the heart of my question. I've learned the hard way not to trust the knowledge of my colleagues absolutley no matter how many years experience they claim to have. At least not until they've demonstrated it to me a couple of times. So given that whenever I develop a piece of firmware, if it interfaces with some technology that I don't know then I'll try to learn it and develop a piece of test code that helps me understand what they're doing. That way if my piece of the product comes into conflict with another piece then I have some knowledge about possible causes. For example, the PC guy has started implementing his GUI's in .NET WPF (C#) and using LibUSBdotNET for USB access. So I've been learning C# and the .NET USB library that he uses and I build a little console app to help me understand how that USB library works. Now all this takes extra time and energy but I feel it's justified as it gives me a foothold to confront integration problems. Also I like learning this new stuff so I don't mind. On the other hand I can see how this can turn into a time synch for work that won't make it into the final product and may never turn into a problem. So how much experience/skills overlap do you expect in your teammates relative to your own skills? Does this issue go away as the teams get bigger and more diverse?

  Read the article

< Previous Page | 24 25 26 27 28 29 30 31 32 33 34 35  | Next Page >