Search Results

Search found 132 results on 6 pages for 'defect'.

Page 3/6 | < Previous Page | 1 2 3 4 5 6  | Next Page >

  • Are there any empirical studies on the effect of different languages on software quality?

    - by jgre
    The proponents of functional programming languages assert that functional programming makes it easier to reason about code. Those in favor of statically typed languages say that their compilers catch enough errors to make up for the additional complexity of type systems. But everything I read on these topics is based on rational argument, not on empirical data. Are there any empirical studies on what effects the different categories of programming languages have on defect rates or other quality metrics? (The answers to this question seem to indicate that there are no such studies, at least not for the dynamic vs. static debate)

    Read the article

  • Are CK Metrics still considered useful? Is there an open source tool to help?

    - by DeveloperDon
    Chidamber & Kemerer proposed several metrics for object oriented code. Among them, depth of inheritance tree, weighted number of methods, number of member functions, number of children, and coupling between objects. Using a base of code, they tried to correlated these metrics to the defect density and maintenance effort using covariant analysis. Are these metrics actionable in projects? Perhaps they can guide refactoring. For example weighted number of methods might show which God classes needed to be broken into more cohesive classes that address a single concern. Is there approach superseded by a better method, and is there a tool that can identify problem code, particularly in moderately large project being handed off to a new developer or team?

    Read the article

  • Dynamically vs Statically typed languages studies

    - by Winston Ewert
    Do there exist studies done on the effectiveness of statically vs dynamically typed languages? In particular: Measurements of programmer productivity Defect Rate Also including the effects of whether or not unit testing is employed. I've seen lots of discussion of the merits of either side but I'm wondering whether anyone has done a study on it. Edit Sadly, only one of the papers shown is actually a study and it does nothing but conclude that the language matters. This leads me to ponder: what if I proposed doing such a study with volunteers from this site?

    Read the article

  • Can't access my partitions

    - by VanceAnce
    I have asked this question some time before as well - but here is the main problem out: MBR was defect, I used Boot-Repair that I could access my Win-xp partition With windows ext3 readers I can't access Under live-cds i can't access to my Ubuntu partition (not able to mount them) I didn't format them accidentialy or earsed them nor overwrote them. Just a Ubuntu update was running last day and a win. update Can't boot in Ubuntu after windows upgrade and here: http://vanceance.blogspot.co.at/2012/11/testdisk-on-my-pc.html as it seems if an post is on site 3 and had been answered with wathever if it helped or not - i "refresh" it with this more exactly post options i cant use: -format the entire hdd or one of the partitions thx if you have new infos for me

    Read the article

  • Automating HP Quality Center with Python or Java

    - by Hari
    Hi, We have a project that uses HP Quality Center and one of the regular issues we face is people not updating comments on the defect. So I was thinkingif we could come up with a small script or tool that could be used to periodically throw up a reminder and force the user to update the comments. I came across the Open Test Architecture API and was wondering if there are any good Python or java examples for the same that I could see. Thanks Hari

    Read the article

  • column resize issue in gridpanel

    - by xrx215
    I have a defect assigned to me which states that columns are difficult to resize on a grid. this appears to be true, the mouseover which triggers the col-resize cursor display is quite tiny. Is there a way to increase the "hot area" between colums in order to make the colum resize function more user friendly ?

    Read the article

  • How can CruiseControl.Net fail a build based on changing metrics?

    - by skolima
    I would like CruiseControl.Net to fail a build when some code metrics change in a 'wrong' direction, i.e. code coverage decreases or Gendarme defect count increases. The Gendarme metrics are already tracked in report.xml file (because they are presented on web dashboard graphs), the code coverage is only reported on build status page (and saved in build report xml). How can I achieve this?

    Read the article

  • What list of words can be used in commit messages after fixing a bug?

    - by mkafkas
    I am currently working on a senior project on software engineering and implementing a defect prediction mechanism in software projects which use version control system. Therefore, i want to ask the community about their commit message procedures. Which words in the commit messages may infer "bug fixed" meaning? So that, i can understand that the modified files in that revision was in a buggy state?

    Read the article

  • Troubleshooting web timeouts with a Belkin router

    - by rexzilla
    I have a Belkin FSD7632-4 ADSL wifi router. Ever since I got it, I've faced this problem of websites timing out. For example, I go to flickr.com, and the images won't load because they come from farm1.static.flickr.com. Either I wait 10 minutes or so until the timed out sockets are closed and retry (with variable results) or I reboot the router. This happens irrespective of whether I use wired or wifi network. I'm in India, using Airtel Broadband, and if I use my ISP supplied Beetel 220BX ADSL router (which has no wifi and only one LAN port), everything works fine. I copied over the broadband settings from my old router: VPI/VCI values=1/32 Encapsulation=LLC MTU=1492 I have not enabled any firewall on the router. Is there anything else I can try? Or is it a defect with the router and should I take it back for a replacement? I bought it just 2 months ago.

    Read the article

  • Notebook computer battery says: plugged in but not charging with no further information. Is the bat

    - by Jian Lin
    My 1.5 year old Dell Studio 15 notebook computer has a battery and I keep it attached to the notebook but 98% of the time I just plug in the power adapter. Lately when I unplugged the power adapter, the battery was only good for 10 minutes, and a few days ago, when I unplugged the power adapter, the computer simply turned off. When clicking on the battery icon on Win 7, it says "Plugged in, not charging": is the battery dead? Or can Win 7 have any option to not charge the battery? It is a Dell Studio 15, I wonder if in such case, it looks like it can be a manufacture's defect, would Dell replace the battery? (if there was a recall, then they probably would, i think). The notebook is 1.5 year old.

    Read the article

  • Brand new Lenovo u410 heats up around touchpad

    - by Ali
    My Lenovo u410 started heating around the right palm rest minutes after I unpacked it! I am devastated, because I bought this for programming, and it's impossible to type on this for extended periods with the surface getting so hot. I haven't run any serious programs on it yet, so the processor has been pretty much idle. I've been Googling this problem, and found only one person who had this issue too. Is this is a defect in the product? Why aren't many others getting this problem? I bought it via newegg.com and as per their policy you can't return a product once you've opened it. Specs: Core i5, 6 GB RAM, 750 GB harddisk. Running Windows 8.

    Read the article

  • What is causing my internet to be slow on one laptop but not the other and only at a distance?

    - by Matt Case
    I have a newer laptop, purchased within the last year (acer aspire 7740). This laptop does not have any problem connecting to wireless networks and indicates that the signal strength is excellent on most of the wireless networks I connect to. When the laptop is within 10 feet of my wireless router it gets 30 down 10 up. When it is farther away than 10 feet it will be lucky to get 3 down and 1 up. I also have an older laptop, purchased in 2005, that has no problems at all at the same range. None of my phones, gaming consoles or tablets have this problem. I am beginning to think that the problem must be some hardware defect with the wireless card. I can provide additional information if needed. Just thought I'd check to see what others thought because I've been working on computers my whole life and have never heard of this happening. I have also tried to change the channels on my wireless router and have had no success with this idea.

    Read the article

  • kernel warning disk error for command write - solaris svm

    - by help_me
    Recently this warning came up on my message logs, scsi: [ID 107833 kern.warning] WARNING: /pci@1c,600000/scsi@2/sd@0,0 (sd0): Oct 27 00:14:44 Error for Command: write(10) Error Level:Retryable Oct 27 00:14:44 scsi: [ID 107833 kern.notice] Requested Block: 101515828 Error Block: 101515828 Oct 27 00:14:44 scsi: [ID 107833 kern.notice] Vendor: SEAGATE Serial Number: 0441B9B5H Oct 27 00:14:44 scsi: [ID 107833 kern.notice] Sense Key: Hardware Error Oct 27 00:14:44 scsi: [ID 107833 kern.notice] ASC: 0x19 (defect list error), ASCQ: 0x0, FRU: 0x2 This is showing signs of disk failing in my opinion. I have not seen the messages re-occurring. This is on a Solaris 9 Sparc system V240. The disks are managed by SVM and "metadb" is showing the flags as "a" Are there any tests or indications as to check/see if the disk is actually failing or was that error message initiated by something else. Thank you!

    Read the article

  • Windows 8 switch user is very slow

    - by Chris Weber
    I recently upgraded to Windows 8 from Windows 7. One major annoyance is how slow the "switch user" command is. In Windows 7 switching users was fairly fast. I've got an SSD drive with pretty good hardware, so I'm suspecting it's something with Windows 8, either a defect, or the fact that I upgraded from Windows 7 instead of doing a clean install. Anybody have this problem? My wife is complaining enough about Windows 8 and this is one of the biggest complaints.

    Read the article

  • EBS 12.1.1 Test Starter Kit now Available for Oracle Application Testing Suite

    - by Steven Chan
    We've discussed automated testing tools for the E-Business Suite several times on this blog, since testing is such a key part of everyone's implementation lifecycle.  An important part of our testing arsenal in E-Business Suite Development is the Oracle Application Testing Suite.  The Oracle Automated Testing Suite (OATS) is built on the foundation of the e-TEST suite of products acquired from Empirix  in 2008.  The testing suite is comprised of:   1. Oracle Load Testing for scalability, performance, and load testing   2. Oracle Functional Testing for automated functional and regression testing   3. Oracle Test Manager for test process management, test execution, and defect trackingOracle Application Testing Suite 9.0 has been supported for use with the E-Business Suite since 2009.  I'm very pleased to let you know that our E-Business Suite Release 12.1.1 Test Starter Kit is now available for Oracle Application Testing Suite 9.1.  You can download it here:Oracle Application Testing Suite Downloads

    Read the article

  • Bug Triage

    In this blog post brain dump, I'll attempt to describe the process my team tries to follow when dealing with new bug reports (specifically, code defect reports). This is not official Microsoft policy, just the way we do things… if you do things differently and want to share, you can do so at the bottom in the comments (or on your blog).Feature Triage TeamA subset of the feature crew, the triage team (which has representations from the PM, Dev and QA disciplines), looks at all unassigned bugs at regular intervals. This can be weekly or daily (or other frequency) dependent on which part of the product cycle we are in and what the untriaged bug load looks like. They discuss each bug considering the evidence and make a decision of whether the bug goes from Not Yet Assigned to Assigned (plus the name of the DEV to fix this) or whether it goes from Active to Resolved (which means it gets assigned back to the requestor for closure or further debate if they were not present at the triage meeting). Close to critical milestones, the feature triage team needs to further justify bugs they take to additional higher-level triage teams.Bug Opened = Not Yet AssignedSomeone (typically an SDET from the QA team) creates the bug item (e.g. in TFS), ensuring they populate all the relevant fields including: Title, Description, Repro Steps (including the Actual Result at the end of the steps), attachments of code and/or screenshots, Build number that they observed the issue in, regression details if applicable, how it was found, if a test case exists or needs to be created etc. They also indicate their opinion on the Priority and Severity. The bug status is left as Not Yet Assigned."Issue" versus "Fix for issue"The solution to some bugs is easy to determine, e.g. "bug: the column name is misspelled". Obviously the fix is to correct the spelling – still, the triage team should be explicit and enter the correct spelling in the bug's Description. Note that a bad bug name here would be "bug: fix the spelling of the column" (it describes the solution, rather than the problem).Other solutions are trickier to establish, e.g. "bug: the column header is not accessible (can only be clicked on with the mouse, not reached via keyboard)". What is the correct solution here? The last thing to do is leave this undetermined and just assign it to a developer. The solution has to be entered in the description. Behind this type of a bug usually hides a spec defect or a new feature request.The person opening the bug should focus on describing the issue, rather than the solution. The person indicates what the fix is in their opinion by stating the Expected Result (immediately after stating the Actual Result). If they have a complex suggested solution, that should be split out in a separate part, but the triage team has the final say before assigning it. If the solution is lengthy/complicated to describe, the bug can be assigned to the PM. Note: the strict interpretation suggests that any bug with no clear, obvious solution is always a hole in the spec and should always go to the PM. This also ensures the spec gets updated.Not Yet Assigned - Not Yet Assigned (on someone else's plate)If the bug is observed in our feature, but the cause is actually another team, we change the Area Path (which is the way we identify teams in TFS) and leave it as Not Yet Assigned. The triage team may add more comments as appropriate including potentially changing the repro steps. In some cases, we may even resolve the bug in our area path and open a new bug in the area path of the other team.Even though there is no action on a dev on the team, the bug still needs to be tracked. One way of doing this is to implement some notification system that informs the team when the tracked bug changed status; another way is to occasionally run a global query (against all area paths) for bugs that have been opened by a member of the team and follow up with the current owners for stale bugs.Not Yet Assigned - ResolvedThis state transition can only be made by the Feature Triage Team.0. Sometimes the bug description is not clear and in that case it gets Resolved as More Information Needed, so the original requestor can provide it.After understanding what the bug item is about, the first decision is to determine whether it needs to go to a dev.1. If it is a known bug, it gets resolved as "Duplicate" and linked to the existing bug.2. If it is "By Design" it gets resolved as such, indicating that the triage team does not think this is a bug.3. If the bug does not repro on latest bits, it is resolved as "No Repro"4. The most painful: If it is decided that we cannot fix it for this release it gets resolved as "Postponed" or "Won't Fix". The former is typically due to resources and time constraints, while the latter is due to deciding that it is not important enough to consume our resources in any release (yes, not all bugs must be fixed!). For both cases, there are other factors that contribute to the decision such as: existence of a reasonable workaround, frequency we expect users to encounter the issue, dependencies on other team to offer a solution, whether it breaks a core scenario, whether it prohibits customer feedback on a major feature, is it a regression from a previous release, impact of the fix on other partner teams (e.g. User Education, User Experience, Localization/Globalization), whether this is the right fix, does the fix impact performance goals, and last but not least, severity of bug (e.g. loss of customer data, security threat, crash, hang). The bar for fixing a bug goes up as the release date approaches. The triage team becomes hardnosed about which bugs to take, while the developers are busy resolving assigned bugs thus everyone drives for Zero Bug Bounce (ZBB). ZBB is when you have 0 active bugs older than 48 hours.Not Yet Assigned - AssignedIf the bug is something we decide to fix in this release and the solution is known, then it is assigned to a DEV. This is either the developer that will do the work, or a Lead that can further assign it to one of his developer team based on a load balancing algorithm of their choosing.Sometimes, the triage team needs the dev to do some investigation work before deciding whether to take the fix; similarly, the checkin for the fix may be gated on code review by the triage team. In these cases, these instructions are provided in the comments section of the bug and when the developer is done they notify the triage team for final decision.Additionally, a Priority and Severity (from 0 to 4) has to be entered, e.g. a P0 means "drop anything you are doing and fix this now" whereas a P4 is something you get to after all P0,1,2,3 bugs are fixed.From a testing perspective, if the bug was found through ad-hoc testing or an external team, the decision is made whether test cases should be added to avoid future regressions. This is communicated to the QA team.Assigned - ResolvedWhen the developer receives the bug (they should be checking daily for new bugs on their plate looking at bugs in order of priority and from older to newer) they can send it back to triage if the information is not clear. Otherwise, they investigate the bug, setting the Sub Status to "Investigating"; if they cannot make progress, they set the Sub Status to "Blocked" and discuss this with triage or whoever else can help them get unblocked. Once they are unblocked, they set the Sub Status to "Working on Solution"; once they are code complete they send a code review request, setting the Sub Status to "Fix Available". After the iterative code review process is over and everyone is happy with the fix, the developer checks it in and changes the state of the bug from Active (and Assigned to them) to Resolved (and Assigned to someone else).The developer needs to ensure that when the status is changed to Resolved that it is assigned to a QA person. For example, maybe the PM opened the bug, but it should be a QA person that will verify the fix - the developer needs to manually change the assignee in that case. Typically the QA person will send an email to the original requestor notifying them that the fix is verified.Resolved - ??In all cases above, note that the final state was Resolved. What happens after that? The final step should be Closed. The bug is closed once the QA person verifying the fix is happy with it. If the person is not happy, then they change the state from Resolved to Active, thus sending it back to the developer. If the developer and QA person cannot reach agreement, then triage can be brought into it. An easy way to do that is change the status back to Not Yet Assigned with appropriate comments so the triage team can re-review.It is important to note that only QA can close a bug. That means that if the opener of the bug was a PM, when the bug gets resolved by the dev it may land on the PM's plate and after a quick review, the PM would re-assign to an SDET, which is the only role that can close bugs. One exception to this is if the person that filed the bug is external: in that case, we leave it Resolved and assigned to them and also send them a notification that they need to verify the fix. Another exception is if specialized developer knowledge is needed for verifying the bug fix (e.g. it was a refactoring suggestion bug typically not observable by the user) in which case it is fine to have a developer verify the fix, and ideally a different developer to the one that opened the bug.Other links on bug triageA quick search reveals that others have talked about this subject, e.g. here, here, here, here and here.Your take?If you have other best practices your team uses to deal with incoming bug reports, feel free to share in the comments below or on your blog. Comments about this post welcome at the original blog.

    Read the article

  • Messing with the Team

    - by Robert May
    Good Product Owners will help the team be the best that they can be.  Bad product owners will mess with the team and won’t care about the team.  If you’re a product owner, seek to do good and avoid bad behavior at all costs.  Remember, this is for YOUR benefit and you have much power given to you.  Use that power wisely. Scope Creep The product owner has several tools at his disposal to inject scope into an iteration.  First, the product owner can use defects to inject scope.  To do this, they’ll tell the team what functionality that they want to see in a feature.  Then, after the feature is developed, the Product Owner will decide that they don’t really like how the functionality behaves.  To change it, rather than creating a new story, they’ll add a defect.  The functionality is correct, as designed, but the Product Owner doesn’t like it.  By creating the defect, the Product Owner destroys the trust that the team has of the product owner.  They may not be able to count the story, because the Product Owner changed the story in the iteration, and the team then ends up looking like they have low velocity for something over which they have no control.  This is bad.  One way to deal with this is to add “Product Owner Time” to the iteration.  This will slow the velocity, but then the ScrumMaster can tell stake holders that this time is strictly in place to deal with bad behavior of the Product Owner. Another mechanism often used to inject Scope is the concept of directed development.  Outside of planning, stand-ups, or any other meeting, the Product Owner will take a developer aside and ask them to complete a task for them.  This is bad!  The team should be allocating all of their time to development.  If the Product Owner asks for a favor, then time that would normally be used for development will be used for a pet project of the Product Owner and the team will not get credit for this work.  Selfish product owners do this, and I typically see people who were “managers” do this behavior.  Authoritarian command and control development environments also see this happen.  The best thing that can happen is for the team member to report the issue to the ScrumMaster and the ScrumMaster to get very aggressive with management and the Product Owner to try and stop the behavior.  This may result in the ScrumMaster being fired, but if the behavior continues, Scrum is doomed.  This problem is especially bad in cases where the team member’s direct supervisor is the Product Owner.  I don’t recommend that the Product Owner or ScrumMaster have a direct report relationship with team members, since team members need the ability to say no.  To work around this issue, team members need to say no.  If that fails, team members need to add extra time to the iteration to deal with the scope creep injection and accept the lower velocity. As discussed above, another mechanism for injecting scope is by changing acceptance tests after the work is complete.  This is similar to adding defects to change scope and is bad.  To get around, add time for Product Owner uncertainty to the iteration and make sure that stakeholders are aware of the need to add this time because of the Product Owner. Refusing to Prioritize Refusing to prioritize causes chaos for the team.  From the team’s perspective, things that are not important will be worked on while things that the team knows are vital will be ignored.  A poor Product Owner will often pick the stories for the iteration on a whim.  This leads to the team working on many different aspects of the product and results in a lower velocity, since each iteration the team must switch context to the new area of development. The team will also experience confusion about priorities.  In one iteration, Feature X was the highest priority and had to be done.  Then, the following iteration, even though parts of Feature X still need to be completed, no stories to address them will be in the iteration.  However, three iterations later, Feature X will again become high priority. This will cause the team to not trust the Product Owner, and eventually, they’ll stop caring about the features they implement.  They won’t know what is important, so to insulate themselves from the ever changing chaos, they’ll become apathetic to all features.  Team members are some of the most creative people in a company.  By losing their engagement, the company is going to have a substandard product because the passion for the product won’t be in the team. Other signs that the Product Owner refuses to prioritize is that no one outside of the product owner will be consulted on priorities.  Additionally, the product, release, and iteration backlogs will be weak or non-existent. Dealing with this issue is not easy.  This really isn’t something the team can fix, short of taking over the role of Product Owner themselves.  An appeal to the stake holders might work, but only if the Product Owner isn’t a “manager” themselves.  The ScrumMaster needs to protect the team and do what they can to either get the Product Owner to prioritize or have the Product Owner replaced. Managing the Team A Product Owner that is also the “boss” of team members is a Scrum team that is waiting to fail.  If your boss tells you to do something, failing to do that something can cause you to be fired.  The team needs the ability to tell the Product Owner NO.  If the product owner introduces scope creep, the team has a responsibility to tell the Product Owner no.  If the Product Owner tries to get the team to commit to more than they can accomplish in an iteration, the team needs the ability to tell the Product Owner no. If the Product Owner is your boss and determines your pay increases, you’re probably not going to ever tell them no, and Scrum will likely fail.  The team can’t do much in this situation. Another aspect of “managing the team” that often happens is the Product Owner tries to tell the team how to develop the stories that are in the iteration.  This is one reason why I recommend that Product Owners are NOT technical people.  That way, the team can come up with the tasks that are needed to accomplish the stories and the Product Owner won’t know better.  If the Product Owner is technical, the ScrumMaster will need to take great care to protect the team from the ScrumMaster changing how the team thinks they need to implement the stories. Product Owners can also try to manage the team by their body language.  If the team says a task is going to take 6 hours to complete, and the Product Owner disagrees, they will use some kind of sour body language to indicate this disagreement.  In weak teams, this may cause the team to revise their estimate down, which will result in them taking longer than estimated and may result in them missing the iteration.  The ScrumMaster will need to make sure that the Product Owner doesn’t send such messages and that the team ignores them and estimates what they REALLY think it will take to complete the tasks.  Forcing the team to deal with such items in the retrospective can be helpful. Absenteeism The team is completely dependent upon the Product Owner to develop features for the customer.  The Product Owner IS the voice of the customer and without them, the team will lack direction.  Being the Product Owner is a full time job!  If the Product Owner cannot dedicate daily time with the team, a different product owner should be found. The Product Owner needs to attend every stand-up, planning meeting, showcase, and retrospective that the team has.  The team also must be able to have instant communication with the product owner.  They must not be required to schedule meetings to speak with their product owner.  The team must be the highest priority task that the Product Owner has. The best way to work around an absent Product Owner is to appoint a new Product Owner in the team.  This person will be responsible for making the decisions that the Product Owner should be making and to act as the liaison to the absent Product Owner.  If the delegate Product Owner doesn’t have authority to make decisions for the team, Scrum will fail.  If the Product Owner is absent, the ScrumMaster should seek to have that Product Owner replaced by someone who has the time and ability to be a real Product Owner. Making it Personal Too often Product Owners will become convinced that their ideas are the ones that matter and that anyone who disagrees is making a personal attack on them.  Remember that Product Owners will inherently be at odds with many people, simply because they have the need to prioritize.  Others will frequently question prioritization because they only see part of the picture that Product Owners face. Product Owners must have a thick skin and think egos.  If they don’t, they tend to make things personal, which causes them to become emotional and causes them to take actions that can destroy the trust that team members have in the Product Owner. If a Product Owner is making things person, the best thing that team members can do is reassure them that its not personal, but be firm about doing what is best for the Company and for the users.  The ScrumMaster should also spend significant time coaching the Product Owner on how to not react emotionally and how to accept criticism without becoming defensive. Conclusion I’m sure there are other ways that a Product Owner can mess with the team, but these are the most common that I’ve seen.  I would encourage all Product Owners to seek to be a good Product Owner.  If you find yourself behaving in any of the bad product owner ways, change your behavior today!  Your team will thank you. Remember, being Product Owner is very difficult!  Product Owner is one of the most difficult roles in Scrum.  However, it can also be one of the most rewarding roles in Scrum, since Product Owners literally see their ideas brought to life on the computer screen.  Product Owners need to be very patient, even in the face of criticism and need to be willing to make tough decisions on priority, but then not become offended when others disagree with those decisions.  Companies should spend the time needed to find the right product owners for their teams.  Doing so will only help the company to write better software. Technorati Tags: Scrum,Product Owner

    Read the article

  • How do you measure the value of your software?

    - by Mike
    Hi, One of the principles of agile is that you should measure working software: Working software is the primary measure of progress - 12 principles of Agile The thing is, while I can measure my software in terms of stories done, bugs squashed or the volume of defect reports decreasing, I'm stuck on how to measure the value of my software. If I use Mike Cohn as an example and his helping SalesForce.com deliver 500% more value to it's customers compared to the previous year* - how do I measure that increase? How do I measure where I am right now? Other metrics he uses are the number of features and the number of features per developer. This is something I could work out if my backlog was in good order and the stories were cut up by 'feature', but we're just starting out with Agile, so I need some way of working out what the value is we deliver now, then use a similar metric in say, six months, to see if we've increased our output. I've heard about measuring value of software by an uptick in revenue, or an increase in customer satisfaction (how would you measure that though?) but those increases could be attributed to anything in the company (sales, accounting, support) and not directly to the work my department is doing. So, how do you guys measure the value of your software and how did you start? Thanks, Mike *Succeeding With Agile - Mike Cohn

    Read the article

  • Working with Legacy code #1 : Draw up a plan.

    - by andrewstopford
    Blackfield applications are a minefield, reaking of smells and awash with technical debt. The codebase is a living hell. Your first plan of attack is a plan. Your boss (be that you, your manager, your client or whoever) needs to understand what you are trying to achieve and in what time. Your team needs to know what the plan of attack will be and where. Start with the greatest pain points, what are the biggest areas of technical debt, what takes the most time to work with\change and where are the areas with the higest number of defects. Work out what classes\functions are mud balls and where all the hard dependencies are. In working out the pain points you will begin to understand structure (or lack of) and where the fundmentals are. If know one in the team knows an area then profile it, understand what lengths the code is going to.  When your done drawing up the list then work out what the common problems are, is the code hard tied to the database, file system or some other hard dependency. Is the code repeating it's self in structure\form over and over etc. From the list work out what are the areas with the biggest number of problems and make those your starting point. Now you have a plan of what needs to change and where then you can work out how it fits into your development plan. Manage your plan, put it into a defect tracker, work item tracker or use notepad or excel etc. Mark off the items on your plan as and when you have attacked them, if you find more items then get them on your plan, keep the movement going and slowly the codebase will become better and better.

    Read the article

  • 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.

    Read the article

  • QA & Testing with UPK

    - by dan.gallo(at)oracle.com
    Most customers know that UPK produces both the word and excel based test scripts for UAT. Did you know that you can use UPK for QA review and bug tracking? To use UPK for QA, create content and assign it appropriately to authorized reviewers. Then have them open the developer, use customized views to find content assigned to them quickly and check out the topics. Then they can use the topic editor to review the content and provide comments right into the bubbles or use explanation frames. It makes QA-ing content this way easier than publishing and sending out .tpcs or docs for people to review. How about UPK for bug tracking? The hardest part about fixing bugs in software is reproducing the error! When you use UPK for bug tracking, it captures the exact steps the user took that gave them the error. Now development can easily walk through the process in a simulated environment to see what might have caused it, they have a documented procedure for what generated the error and they are able to better communicate with the LOB. Also, they can update or attach the simulation\documentation to any defect management software like bugzilla or something similar -all thanks to UPK.

    Read the article

  • Statistical Software Quality Control References

    - by Xodarap
    I'm looking for references about hypothesis testing in software management. For example, we might wonder whether "crunch time" leads to an increase in defect rate - this is a surprisingly difficult thing to do. There are many questions on how to measure quality - this isn't what I'm asking. And there are books like Kan which discuss various quality metrics and their utilities. I'm not asking this either. I want to know how one applies these metrics to make decisions. E.g. suppose we decide to go with critical errors / KLOC. One of the problems we'll have to deal with with that this is not a normally distributed data set (almost all patches have zero critical errors). And further, it's not clear that we really want to examine the difference in means. So what should our alternative hypothesis be? (Note: Based on previous questions, my guess is that I'll get a lot of answers telling me that this is a bad idea. That's fine, but I'd request that it's based on published data, instead of your own experience.)

    Read the article

  • Booting Ubuntu 12.04 in Unity the Windows Theme & Icon Theme reversed back to and always locked to Ubuntu default

    - by Antonio
    I did set up last year Faience-Ocre as my Icon Theme and Adwaita Cupertino L Unity as my Windows Theme (the GTK+ thme was unchanged to Adwaita (default)). It has worked perfectly well until 3 days ago when starting my PC I saw the Ubuntu default showing up for Windows & Icon Theme. I noticed that at start-up the disk access LED is not lit up continuously as before but at moment stops reading for a few seconds (up to 15 s) then complete the disk reading process. When all was working well this LED would lit up continuously. Another thing is that GNOME applications are as well not working well as previously Nautilus and Gedit now don't use the global menu in the system bar but a local window menu. Nautilus - Nemo before the incident Nautilus - Nemo now ... I did open dconf to check the desktop settings in org-gnome-desktop-wm-preferences and everything is looking good. When I change the settings in the app Advanced Settings in the Theme folder I see the respective value changing in dconf. However, there is no change on my desktop. It looks like it's crippled and GNOME related. [Update 1]: I have the same defect as referenced @ ubuntu theme suddenly changed to default and it's not coming back! instead of my GTK theme I get a classic, Windows-95-like grayish theme ... However one of the solution mentionned: http://www.webupd8.org/2011/06/fix-ubuntu-linux-mint-theme-changing-to.html is not working at all, even for 20 s up to 60 s delay.

    Read the article

  • Dealing with institutionalized programmers.

    - by Singleton
    Some times programmers who work in a project for long time tend to get institutionalized. It is difficult to convince them with reasoning. Even if we manage to convince them they will be adamant to take suggestion on board. How do we handle the situation without developing friction in team? Institutionalized in terms of practices. I recently joined in a project where build &release process was made so complicated with unnecessary roadblocks. My suggestion was we can get rid of some of the development overheads(like filling few spreadsheets) just by integrating defect management and version controlling tools (both are IBM-Rational tools integration can be very easy and one-off effort). Also by using tools like Maven & Ant (project involves java and some COTS products) build & release can be simplified and reduce manual errors& intervention. I managed to convince and ready to put efforts for developing proof of concept. But the ‘Senior’ developer is not willing to take it on board. One reason could be the current process makes him valuable in team.

    Read the article

  • Failure Driven Development

    - by DevSolo
    At our shop, we strive to be agile. And I'd say we are making great strides. That said, a few of us have spotted a pattern we have started calling "Failure Driven Development". Failure Driven Development can basically be desribed as an agile release/iteration cycle where the bugs/features are guided not by tasks and stories with acceptance criteria, but with defects entered in the defect tracking software. Our team has a great Project Manager who strives to get the acceptance criteria from the customer(s), but it's not always possible. From my development chair, this is due to the customer either not knowing exactly what they want or (and this is the kicker) two different "camps" at the customer's main office conflict with how a story should be implemented. Camp A will losely dictate that Feature X works like this, then Camp B will fail it due not functioning like that. Hence, the term "FDD". The process is driven by "failures". This leads to my question: Has anyone else encountered this and if so, any tips/suggestions for dealing with it? We have, of course, tried to get Camp A and B to agree prior, but everyone knows this isn't always the case. Thanks

    Read the article

< Previous Page | 1 2 3 4 5 6  | Next Page >