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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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• 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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• Going into Web Development without a C.S. Degree - Suggestions

  - by Klaint Cokeman

  I plan on seeking a career in web development and I'm about two semesters away from graduating with a CIS degree. Although I'm very satisfied with my choice of degree, I'm concerned that I may be lacking knowledge in a few areas because of not majoring in computer science. The programming side of things is no problem for me, I'm just wondering to what extent data structures/theory/etc. might benefit me to learn over spending more time with hands-on programming... and also what aspects of C.S. would be most appropriate to look into you would think would be most applicable to web development. In short, I'd like to expand my horizons a little bit. I'd very much appreciate and advice/suggestions/book or tutorial recommendations, etc. Thanks.

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• Web development starting a career [closed]

  - by user985482

  Hi I am in the 3rd and last year at college of informatics and I am interested to follow a career in web development when I finish(2 more months). From what I understand this days to get hired you need to be able to know a variety of technologies at least that is the case in Romania.Most of the jobs I have seen even at entry level asks you to know the following: HTML/CSS Javascript , a framework preferable jQuery , Ajax a server side language in my case PHP and a framework SQL and an RDBMS in my case MySql a CMS in my case Wordpress My question is how well should me or anyone looking to get hired as a web developer for there first job should we know this technologies in order to get hired and what else should we aim to learn to have a better chance of getting hired. I don't know if the question is right for this forum but I believe that this could help many of the students and anyone who is taking an interest in web development to know what they should expect from there employers when they try to find work.

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• What tool do you use for agile project management.

  - by gkdm

  Does it have visual studio integration? Can be deployed on-site?

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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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• Recommendation for a platform to teach game development to kids [closed]

  - by Moshe Kravchik

  My 11 years old son decided he want to create a Web game. He does not know much about programming and I never did any game development so I'm not the best teacher of the topic. On one hand I really want him to get into building things and doing his own game sounds perfect. So I'd like to find a way to keep him interested and progressing by himself. This means that I'm looking for a platform that is: 1. Simple for understanding and use, intuitive interface 2. Powerful 3. Good tools, preferrably free 4. Significant community for questions and tips 5. Localization - my son's English is quite poor (native Hebrew). We looked at Alice, but it was too limited in its abilities and isn't really a Web game building platform. HTML/CSS and Javascript - too low level for a kid to keep the interest. What would you recommend?

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• Development processes, the use of version control, and unit-testing

  - by ct01

  Preface I've worked at quite a few "flat" organizations in my time. Most of the version control policy/process has been "only commit after it's been tested". We were constantly committing at each place to "trunk" (cvs/svn). The same was true with unit-testing - it's always been a "we need to do this" mentality but it never really materializes in a substantive form b/c there is no institutional knowledge base to do it - no mentorship. Version Control The emphasis for version control management at one place was a very strict protocol for commit messages (format & content). The other places let employees just do "whatever". The branching, tagging, committing, rolling back, and merging aspect of things was always ill defined and almost never used. This sort of seems to leave the version control system in the position of being a fancy file-storage mechanism with a meta-data component that never really gets accessed/utilized. (The same was true for unit testing and committing code to the source tree) Unit tests It seems there's a prevailing "we must/should do this" mentality in most places I've worked. As a policy or standard operating procedure it never gets implemented because there seems to be a very ill-defined understanding about what that means, what is going to be tested, and how to do it. Summary It seems most places I've been to think version control and unit testing is "important" b/c the trendy trade journals say it is but, if there's very little mentorship to use these tools or any real business policies, then the full power of version control/unit testing is never really expressed. So grunts, like myself, never really have a complete understanding of the point beyond that "it's a good thing" and "we should do it". Question I was wondering if there are blogs, books, white-papers, or online journals about what one could call the business process or "standard operating procedures" or uses cases for version control and unit testing? I want to know more than the trade journals tell me and get serious about doing these things. PS: @Henrik Hansen had a great comment about the lack of definition for the question. I'm not interested in a specific unit-testing/versioning product or methodology (like, XP) - my interest is more about work-flow at the individual team/developer level than evangelism. This is more-or-less a by product of the management situation I've operated under more than a lack of reading software engineering books or magazines about development processes. A lot of what I've seen/read is more marketing oriented material than any specifically enumerated description of "well, this is how our shop operates".

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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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• Dealing with the customer / developer culture mismatch on an agile project

  - by Eric Smith

  One of the tenets of agile is ... Customer collaboration over contract negotiation ... another one is ... Individuals and interactions over processes and tools But the way I see it, at least when it comes to interaction with the customer, there is a fundamental problem: How the customer thinks is fundamentally different to how a software engineer thinks That may be a bit of a generalisation, yes. Arguably, there are business domains where this is not necessarily true---these are few and far between though. In many domains though, the typical customer is: Interested in daily operational concerns--short-range tactics ... not strategy; Only concerned with the immediate solution; Generally one-dimensional, non-abstract thinkers; Primarily interested in "getting the job done" as opposed to coming up with a lasting, quality solution. On the other hand, software engineers who practice agile are: Professionals who value quality; Individuals who understand the notion of "more haste less speed" i.e., spending a little more time to do things properly will save lots of time down the road; Generally, very experienced analytical thinkers. So very clearly, there is a natural culture discrepancy that tends to inhibit "customer collaboration". What's the best way to address this?

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• Does a mature agile team requires any management?

  - by ashy_32bit

  After a recent heated debate over Scrum, I realized my problem is that I think of management as a quite unnecessary and redundant activity in a fully agile team. I believe a mature Agile team does not require management or any non-technical decision making process whatsoever. To my (apparently erring) eyes it is more than obvious that the only one suitable and capable of managing a mature development team is their coach (who is the most technically competent colleague with proper communication skills). I can't imagine how a Scrum master can contribute to such a team. I am having great difficulty realizing and understanding the value of such things in Scrum and the manager as someone who is not a veteran developer but is well skilled in planning the production cycles when a coach exists in the team. What does that even mean? How on earth can someone with no edge-skills of development manage a highly technical team? Perhaps management here means something else? I see management as a total waste of time and a by-product of immaturity. In my understanding a mature team is fully self-managing. Apparently I'm mistaken since many great people say the contrary but I can't convince myself.

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• Branching and CI Builds with Agile

  - by Bob Horn

  We follow many agile processes, including automated tests, continuous integration, sprint reviews, etc... We're currently having a debate about how often we should branch release builds. We've been doing two-week sprints and trying to deploy to production at the end of each sprint. Some of us think we should be branching every sprint. Some of us think that's overkill. If a project encompasses three Visual Studio solutions, and we branch every sprint, then that's three branches, and three CI builds to create every two weeks. If we do this for six months, we'll end up with 36 branches and 36 CI builds. There is overhead involved in that. For those of us that think that branching every sprint is overkill, we don't have a very good alternative. On my last project, we deployed some solutions from the Main trunk. Yeah, that's not good, but it saved on some of the overhead. What's the right way to manage branching/releasing and CI builds, using agile, when we have such short (two-week) sprint cycles?

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• Does Agile force developers to work more?

  - by Shooshpanchick

  Looking at common Agile practices it seems to me that they (intentionally or unintentionally?) force developer to spend more time actually working as opposed to reading blogs/articles, chatting, coffee breaks and just plain procrastinating. In particular: 1) Pair programming - the biggest work-forcer, just because it is inconvenient to do all that procrastination when there are two of you sitting together. 2) Short stories - when you have a HUGE chunk of work that must be done in e.g. a month, it is pretty common to slack off in the first three weeks and switch to OMG DEADLINE mode for the last one. And with the little chunks (that must be done in a day or less) it is exact opposite - you feel that time is tight, there is no space for maneuvering, and you will be held accountable for the task pretty soon, so you start working immediately. 3) Team communication and cohesion - when you underperform in a slow, distanced and silent environment it may feel ok, but when at the end of the day at Scrum meeting everyone boasts what they have accomplished and you have nothing to say you may actually feel ashamed. 4) Testing and feedback - again, it prevents you from keeping tasks "99% ready" (when it's actually around 20%) until the deadline suddenly happens. Do you feel that under Agile you work more than under "conventional" methodologies? Is this pressure compensated by the more comfortable environment and by the feeling of actually getting right things done quickly?

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• Technical development decision for my newly established software company

  - by test test

  I have a new software company where I am planning to develop CRM system. So I have settled down on the technological approach I am going to use:- I will use an open source Java-based CRM engine. I will use a third party reporting tool named JasperReports for providing reports capabilities for the CRM. I will develop the interface and any customization which the customer might ask for using asp.net mvc framework since my knowledge and experience are based on asp.net. And I will use the CRM API to integrate my asp.net web application with the Java-based CRM. I have developed a simple demo which integrate these three main components (CRM engine, asp.net application and the reporting tool) and they worked well. But I am afraid of the following risk that I might face if I go with the above approach: I should hire developers with different skills and experience: Developers with Java skills to be able to modify the Java-based CRM and writing plug-ins -when needed- to extend the CRM capabilities. Other developers with asp.net skills to be able to build the application such as application forms, the portal from where users will be able to start the CRM processes, searching capabilities, etc. So might the above point raise some risks when I start hiring a new team and start building the CRM application, OR I am on the right track at this early stage?

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• How to install and make development use of gtk+ on Ubuntu 12.04

  - by el10780

  I want to install gtk+ in order to make an application with a graphical environment.I went to the official website of gtk(gtk.org) and I tried to follow the instructions,but I wasn't able to make it work.I think that I have successfully managed to do the whole process till the part that I had to run make install and after that ldconfig.So far so good.After that though the complete chaos.I do not know how to set all these configurations so I can make my compilers know where to look for the include files.I just want to make it work in my Ubuntu when I start making a source file and then compile it and run it.

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• Getting into driver development for linux [closed]

  - by user1103966

  Right now, I've been learning about writing device-drivers for linux 3.2 kernel for about 2 months. So far I have been able program simple char drivers that only read and write to a fictitious dev structure like a file, but now I'm moving to more advance concepts. The new material I've learned about includes I/O port manipulation, memory management, and interrupts. I feel that I have a basic understanding of overall driver operation but, there is still so much that I don't know. My question is this, given that I have the basic theory of how to write a dev-driver for a piece of hardware ... how long would it take to actually develop the skills of writing actual software that companies would want to employ? I plan on getting involved in an open-source project and building a portfolio. Also what type of beginner drivers could I write for hardware that would best help me develop my skills? I was thinking that taking on a project where I design my own key logger would easy and a good assignment to help me understand how IO ports and interrupts are used. I may want to eventually specialize in writing software for video cards or network devices though these devices seem beyond my understanding at the moment. Thanks for any help

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• Office design and layout for agile development

  - by Adam Eberbach

  (moved from stackoverflow) I have found lot of discussions here on about which keyboard, desk, light or colored background is best - but I can't find one addressing the layout of the whole office. We are a company with about 20 employees moving to a new place, something larger. There are two main development practices going on here with regular combination, the back end people often needing to work with the mobile people to arrange web services. There are about twice as many back end people as mobile people. About half of the back end developers are working on-site at any time and while they are almost never all in the office at once at least 5-10 spaces need to be provided - so most of the time the two groups are about equal. We have the chance to arrange desks, partitions and possibly even walls to make the space good. There won't be cash for dot-com frills like catering or massages but now's the time to be planning to avoid ending up with a bunch of desks in a long line. Joel on Software's Bionic Office is an article I've remembered from way back and it has some good ideas but I* (and more importantly the company's owners) are not completely sold on the privacy idea in an environment where we are supposed to be collaborating. This is another great link - The Ultimate Software Development Office Layout - I hadn't even remembered enclosed meeting rooms until reading this. Does the private office stand in the way of agile development? Is the scrum enough forced contact and if you need to bug someone you should need to get up and knock on their door? What design layouts can you point to and why would you recommend them? *I'm not against closed offices at all but would be happy if some other solution can do just as well. If it can't... well, that's what this question is all about.

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• Development Environment in a VM against an isolated development/test network

  - by bart

  I currently work in an organization that forces all software development to be done inside a VM. This is for a variety of risk/governance/security/compliance reasons. The standard setup is something like: VMWare image given to devs with tools installed VM is customized to suit project/stream needs VM sits in a network & domain that is isolated from the live/production network SCM connectivity is only possible through dev/test network Email and office tools need to be on live network so this means having two separate desktops going at once Heavyweight dev tools in use on VMs so they are very resource hungry Some problems that people complain about are: Development environment runs slower than normal (host OS is windows XP so memory is limited) Switching between DEV machine and Email/Office machine is a pain, simple things like cut and paste are made harder. This is less efficient from a usability perspective. Mouse in particular doesn't seem to work properly using VMWare player or RDP. Need a separate login to Dev/Test network/domain Has anyone seen or worked in other (hopefully better) setups to this that have similar constraints (as mentioned at the top)? In particular are there viable options that would remove the need for running stuff in a VM altogether?

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• The effects of Agile Programming can alter the five desirable properties of modeling tools and techniques

  The effects of Agile Programming can alter the five desirable properties of modeling tools and techniques as documented by Pfleeger. The agile methodology does promote human understanding and communication through the use of short iterative software development life cycles which forces stakeholders to review the project and adjust the project for any requirement changes.  Due to the consistent evaluations of a project and requirements, process are continually being refined, upgraded, and compared against other alternatives to ensure the best design delivered to the client. Due to the short repetitive development cycles, increased time is devoted to process management due to the fact that requirements and designs could be constantly changing. This requires additional forecasting, monitoring, and planning for each iteration. Because things can change so rapidly, automated guidance in performing process must be updated for each iteration because the environment and the available reusable process could change. In addition, the original guidance and suggestions for the project also need to be updated to account for these changes as well.   In essence the automation of process execution is supported by the agile methodology because during every iteration all processes must be tested, evaluated to ensure process integrity and compliance with the customer’s requirements. I do not think the agile approach diminishes modeling, in fact I think it increases the modeling because before the start of every development cycle, modeling must be checked for accuracy based on the changed requirements. So in essence the reduced time spent initially designing the models is in fact gained as the project completes every iteration of the project.

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• Handling "related" work within a single agile work item

  - by Tesserex

  I'm on a project team of 4 devs, myself included. We've been having a long discussion on how to handle extra work that comes up in the course of a single work item. This extra work is usually things that are slightly related to the task, but not always necessary to accomplish the goal of the item (that may be an opinion). Examples include but are not limited to: refactoring of the code changed by the work item refactoring code neighboring the code changed by the item re-architecting the larger code area around the ticket. For example if an item has you changing a single function, you realize the entire class now could be redone to better accommodate this change. improving the UI on a form you just modified When this extra work is small we don't mind. The problem is when this extra work causes a substantial extension of the item beyond the original feature point estimation. Sometimes a 5 point item will actually take 13 points of time. In one case we had a 13 point item that in retrospect could have been 80 points or more. There are two options going around in our discussion for how to handle this. We can accept the extra work in the same work item, and write it off as a mis-estimation. Arguments for this have included: We plan for "padding" at the end of the sprint to account for this sort of thing. Always leave the code in better shape than you found it. Don't check in half-assed work. If we leave refactoring for later, it's hard to schedule and may never get done. You are in the best mental "context" to handle this work now, since you're waist deep in the code already. Better to get it out of the way now and be more efficient than to lose that context when you come back later. We draw a line for the current work item, and say that the extra work goes into a separate ticket. Arguments include: Having a separate ticket allows for a new estimation, so we aren't lying to ourselves about how many points things really are, or having to admit that all of our estimations are terrible. The sprint "padding" is meant for unexpected technical challenges that are direct barriers to completing the ticket requirements. It is not intended for side items that are just "nice-to-haves". If you want to schedule refactoring, just put it at the top of the backlog. There is no way for us to properly account for this stuff in an estimation, since it seems somewhat arbitrary when it comes up. A code reviewer might say "those UI controls (which you actually didn't modify in this work item) are a bit confusing, can you fix that too?" which is like an hour, but they might say "Well if this control now inherits from the same base class as the others, why don't you move all of this (hundreds of lines of) code into the base and rewire all this stuff, the cascading changes, etc.?" And that takes a week. It "contaminates the crime scene" by adding unrelated work into the ticket, making our original feature point estimates meaningless. In some cases, the extra work postpones a check-in, causing blocking between devs. Some of us are now saying that we should decide some cut off, like if the additional stuff is less than 2 FP, it goes in the same ticket, if it's more, make it a new ticket. Since we're only a few months into using Agile, what's the opinion of all the more seasoned Agile veterans around here on how to handle this?

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• What programming language and framework has best support for agile web development?

  - by Jonas

  If I would like to quickly set up a modern website, what programming language + framework has best support for this? E.g. short and easy to understand code for a beginner and a framework with support for modern features. Disregard my current knowledge, I'm more interested in the capacity of web programming languages and frameworks. Some requirements: RESTful URIs: http://example.com/category/id/page-title similar to the urls here on Programmers. ORM. A framework that has good database support and provide ORM or maybe a NoSQL-database. Good support for RESTful WebServices. Good support for testing and unit testing, to make sure the site is working as planned. Preferably a site that is ready to scale with an increasing number of users.

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• Software Management Tools for Agile Process Development

  - by Graviton

  We would like to implement the Agile/ Scrum process in our daily software management, so as to provide better progress visibility and feature managements, here are some of the activities that we want to do: Daily stand-up Release cycles of 6 weeks with 3 2-week iterations. Having a product back-log of tasks (integrate with bugzilla) and bugs estimated out. Printing a daily burn down to make velocity visible. When used as motivator, it's great. Easy feature development tracking and full blown visibility, especially for the sales and stake holders ( this means that it must be a web based tool). My team is distributed, so physical whiteboards aren't feasible. Is there such a web based tool that meets our needs? I heard icescrum may be one, but I've never used it so I don't know. There are a few more suggestions as here, but I've never heard of them, anyone cares to elaborate or suggest new tools?

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