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  • How can I ensure our project gets developed successfully, without having any project management experience? [migrated]

    - by Raven13
    I'm a web developer who is part of a three-man team that has been tasked with a rather large and complex development project. Other than some direction and impetus from management, we're pretty much on our own to develop the new website. None of us have any project management experience nor do my two coworkers seem like they would be interested in taking on that role, so I feel like it's up to me to implement some kind of structure to the development process in order to avoid issues down the road. What can I do as a developer without project management experience to ensure that our project gets developed successfully and avoid the pitfalls of developing a project without a plan?

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  • Quantitfying a cost for a software project

    - by The Elite Gentleman
    Disclaimer: I didn't know exactly where to put this question. If you feel that this question is not suitable for Programmers @ StackExchange, feel free to migrate it. Background: Broadening my last question, there is a request for tender for a software system that's open and I have decided to take it on. I am a software developer & engineer by profession and, in this tender process, I have to put on the pricing for my bid. I have been provided a documentation consisting of functional and non-functional requirements only. I have to put a project manager's cap on and think of all aspects, e.g. cost for implementation for the project, resources needed, etc. My question is: Is there a project framework that I can follow that breaks the project cycle into steps and corresponding cost aspect or how would I go about best calculating/approximating the cost for the project?

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  • Project management without experience

    - by Raven13
    I'm a web developer who is part of a three-man team that has been tasked with a rather large and complex development project. Other than some direction and impetus from management, we're pretty much on our own to develop the new website. None of us have any project management experience nor do my two coworkers seem like they would be interested in taking on that role, so I feel like it's up to me to implement some kind of structure to the development process in order to avoid issues down the road. My question is: what can I do as a developer without project managment experience to ensure that our project gets developed successfully and avoid the pitfalls of developing a project without a plan?

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  • Ideas for my MSc project and Google Summer of Code 2011

    - by Chris Wilson
    I'm currently putting together ideas for my master's project which I'll be working on over the summer, and I would like to be able to use this time to help Ubuntu in some way. I have the freedom to come up with pretty much any project in the field of software development/engineering provided it Is a substantial piece of software (for reference, I will be working on it for five full months) Solves a problem for more people than just myself I was hoping to use this project as an opportunity to get some experience with the underbelly of Linux, so that I can mention on my CV that I have 'experience in developing for *NIX in C++', which I'm noticing more and more companies are looking for these days, probably because stuff's moving to cloud servers and that's where Linux rules the roost. My problem is that, since I don't have the experience to begin with, I'm not sure what to do for such a project, and I was wondering if anyone could help me with this. I've noticed from Daniel Holbach's blog that Ubuntu participated in the Google Summer of Code 2010, and that project ideas for that can be found here. However, I have not been able to find anything related to Ubuntu and GSoC 2011, but I have noticed from the GSoC timeline that the list of mentoring organisations will not be published until March 18th. I have two questions here. Has Ubuntu applied to be a part of Summer of Code 2011, and what is the status of the 2010 project list linked to earlier. Were they all implemented or are there still some that can be picked up now, should I not participate in GSoC? I'd like to do something for Ubuntu, but I'd rather not spend my time reinventing the wheel.

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  • Project Manager that wants to lock in time estimate with a signed contract

    - by sunpech
    At a previous employment, a project manager (PM) wasn't satisfied with the delivery time of the code on a project I was on. I was told by my project lead that that the PM was considering having me sign a contract to lock-in my time estimates I gave for tasks and delivery dates. The situation on the project was that we were working with new technologies, codebase, coding standards, and very prone-to-change requirements. I was learning new things and applying them the best I could on requirements that kept on changing. The requirements throughout the iterations grew by 2-3 times, with my estimate-to-complete growing by roughly 5-8 times. The only things that didn't change were the estimates and delivery dates. Yes, I did end up missing most deadlines. And I was working on some very new technologies that no one else on the entire development team could really help out on because they wouldn't be familiar with it. At least not easily. It seemed to me then, that the PM wanted his numbers to add up-- and thus wanted me to sign a contract to "ensure" that I would always deliver working code on time. I suppose with a signed contract the PM could use it against me if I couldn't deliver on time. I believe what happened next was that other project managers and/or project leads defended me, and didn't let this happen. My question is, should this raise a red flag about the manager? Is it common practice for a manager to lock-in time estimates of a software developer with a signed contract? Or in this case, try to. Please note, I was a full time employee, not an independent consultant. Update: I want to add that I did give new estimates weekly, but it seems the original estimates and delivery dates were what the PM was fixated on.

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  • Is this project Structure Valid?

    - by rafuru
    I have a dilemma: In the university we learn to create modular software (on java), but this modularity is explained using a single project with packages (a package for business, another one for DAOS and another one for the model, oh and a last package for frontend). But in my work we use the next structure: I will try to explain: First we create a java library project where the model (entities classes) are created in a package. Next we create an EJB named DAOS and using the netbeans wizard we store the DAOS interfaces in the library project in another package , these interfaces are implemented in the DAOS bean. So the next part is the business logic, we create a business EJB for each group of functions , again using the wizard we store the interface in the java library project in another package then is implemented on the business bean. The final part (for the backend) is a bean that I have suggested: a Facade bean who will gather every method of the business beans in a single bean and this has an interface too that is created in our library project and implemented in the bean. So the next part is call the facade module on the web project. But I don't know how valid or viable is this, maybe I'm doing everything wrong and I don't even know! so I want to ask your opinion about this.

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  • How to move from Programmer to Project Lead

    - by DoctaStooge
    At my job, I'm currently a programmer, but in the next few weeks I'll be taking control my own project. I was wondering if anyone else here has been in the same situation, and if so, what advice you can offer to help me be able to better run my project. Experience in dealing with contractors would be greatly appreciated. A little more info: Project will have 3 people including myself, with extra people coming in when needing testing. The project has been programmed mainly by 2 people I would like to contribute to the programming as I like doing it and think I can add to the program, but am afraid of how the contractors will react. I don't want to create bad feelings which may harm the project. EDIT: Forgot to mention that I'll have to be picking up communications with customers to make sure their needs are met. Any advice on talking to customers cold would be greatly appreciated. EDIT 2: This is not a new project, I'm picking it up around version 6. Sorry that I didn't make it clear before.

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  • Project Tasks seem to take longer than entered

    - by Cylindric
    In Microsoft Project 2007, I can't work out why my tasks are scheduled to finish later than I would expect for the Duration I put in. I enter a task with a start date on a Monday and a 1-day duration, and it shows the Finish as Tuesday. Task Name Duration Start Finish Do Something 1 day 12/04/2010 13/04/2010 How can I set this up so a one-day task takes one day, and not one-and-a-bit? I want a one-day task that starts on a Monday to finish on the Monday.

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  • VS2010 ultimate DataBase Project + SQL Server 2008: Updating Project from Database

    - by josecortesp
    Hello everyone, this is a quick question: I have this Database Project in a Web app solution with the real database. I want to update the database using SQL server managment studio, and then update the corresponding VS project. This can be done? I know that you can update the scripts in the project, but I'm not the SQL kind of guy, i rather do this changes using Mangment studio... Thanks in advance

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  • software that meets all needs in a project

    - by taz
    Hello all, I have a got couple of software projects that I want to run with my friends(max 10 persons) privately(at least for now). But I'm kind of lost between software management systems. I am not even sure about the definitions of my needs. Dear all, what is the definition/name of the system/software that meets my needs listed below? Continuous Integration? And please suggest me a good ALL-IN-ONE instance of it: project roadmap/planning project resource(people) allocation project issue&bug tracking project mailing list project forum project wiki source control server source control client repository change notifier client build system(like scons) nightly build automation IDE integration(VS) Note: I tried Redmine and liked it, but found it kind of slow. All-in-one kind ones will be the most appreciated but if your suggestion includes more than 3 softwares, please suggest me the ones that work together painlessly. thanks in advance..

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  • What combination of project-management software will meet my just-started project's needs?

    - by taz
    Hello all, I have a got couple of software projects that I want to run with my friends(max 10 persons) privately(at least for now). But I'm kind of lost between software management systems. I am not even sure about the definitions of my needs. Dear all, what is the definition/name of the system/software that meets my needs listed below? Continuous Integration? And please suggest me a good ALL-IN-ONE instance of it: project roadmap/planning project resource(people) allocation project issue&bug tracking project mailing list project forum project wiki source control server source control client repository change notifier client build system(like scons) nightly build automation IDE integration(VS) Note: I tried Redmine and liked it, but found it kind of slow. All-in-one kind ones will be the most appreciated but if your suggestion includes more than 3 softwares, please suggest me the ones that work together painlessly. thanks in advance..

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  • 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.

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  • Circular dependency and object creation when attempting DDD

    - by Matthew
    I have a domain where an Organization has People. Organization Entity public class Organization { private readonly List<Person> _people = new List<Person>(); public Person CreatePerson(string name) { var person = new Person(organization, name); _people.Add(person); return person; } public IEnumerable<Person> People { get { return _people; } } } Person Entity public class Person { public Person(Organization organization, string name) { if (organization == null) { throw new ArgumentNullException("organization"); } Organization = organization; Name = name; } public Organization { get; private set; } public Name { get; private set; } } The rule for this relationship is that a Person must belong to exactly one Organization. The invariants I want to guarantee are: A person must have an organization this is enforced via the Person's constuctor An organization must know of its people this is why the Organization has a CreatePerson method A person must belong to only one organization this is why the organization's people list is not publicly mutable (ignoring the casting to List, maybe ToEnumerable can enforce that, not too concerned about it though) What I want out of this is that if a person is created, that the organization knows about its creation. However, the problem with the model currently is that you are able to create a person without ever adding it to the organizations collection. Here's a failing unit-test to describe my problem [Test] public void AnOrganizationMustKnowOfItsPeople() { var organization = new Organization(); var person = new Person(organization, "Steve McQueen"); CollectionAssert.Contains(organization.People, person); } What is the most idiomatic way to enforce the invariants and the circular relationship?

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  • Android Studio Could not call IncrementalTask.taskAction() on task ':project:dexDebug'

    - by akenawell85x
    I recently decided to switch from Eclipse to Android Studio. I imported a project I was working on and am now getting this error when I try to run the project. Gradle: Execution failed for task ':project:dexDebug'. > Could not call IncrementalTask.taskAction() on task ':project:dexDebug' I've been cruising this site for 2 days now and trying different suggestions to no avail. I did run gradlew compileDebug --stacktrace and this is what I got: C:\Users\adam\AndroidStudioProjects\projectProject>gradlew compileDebug --stacktrace Relying on packaging to define the extension of the main artifact has been deprecated and is scheduled to be removed in Gradle 2.0 :project:preBuild UP-TO-DATE :project:preDebugBuild UP-TO-DATE :project:preReleaseBuild UP-TO-DATE :project:prepareComAndroidSupportAppcompatV71800Library UP-TO-DATE :project:prepareComGoogleAndroidGmsPlayServices3225Library UP-TO-DATE :project:prepareDebugDependencies :project:compileDebugAidl UP-TO-DATE :project:compileDebugRenderscript UP-TO-DATE :project:generateDebugBuildConfig UP-TO-DATE :project:mergeDebugAssets UP-TO-DATE :project:mergeDebugResources UP-TO-DATE :project:processDebugManifest UP-TO-DATE :project:processDebugResources UP-TO-DATE :project:generateDebugSources UP-TO-DATE :project:compileDebug UP-TO-DATE BUILD SUCCESSFUL Total time: 10.459 secs However I am still getting that error when I try to actually run the project. Here is my build.gradle (i do have a 'libs' folder in my project with all the jars for a google maps/places app): buildscript { repositories { mavenCentral() } dependencies { classpath 'com.android.tools.build:gradle:0.6.+' } } apply plugin: 'android' repositories { mavenCentral() } android { compileSdkVersion 18 buildToolsVersion "18.1.1" defaultConfig { minSdkVersion 8 targetSdkVersion 18 } } dependencies { compile fileTree(dir: 'libs') compile 'com.google.android.gms:play-services:3.2.25' compile 'com.android.support:support-v4:18.0.0' compile 'com.android.support:appcompat-v7:+' } and my settings.gradle: include ':project', ':project:libs:android-support-v4', ':project:libs:google-api-client-1.10.3-beta', ':project:libs:google-api-client-android2-1.10.3-beta', ':project:libs:google-http-client-1.10.3-beta', ':project:libs:google-http-client-android2-1.10.3-beta', ':project:libs:google-oauth-client-1.10.1-beta', ':project:libs:gson-2.1', ':project:libs:guava-11.0.1', ':project:libs:jackson-core-asl-1.9.4', ':project:libs:jsr305-1.3.9', ':project:libs:protobuf-java-2.2.0', ':project:libs:GoogleAdMobAdsSdk-6.4.1' As I said, I've tried pretty much everything I have read on here about this error and am having no luck. Any help would be greatly appreciated.

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  • Corporate Wiki Organization - Technical Documentation

    - by Dave Jarvis
    Corporations have documents describing various aspects of their technical systems, including: Custom Applications Custom Development Frameworks Third Party Applications Accounting Bug Tracking Network Management How To Guides User Manuals Web Browsers Software Tools Development IDEs Graphics GIMP xv Text Editing File Transfer ncFTP WinSCP Hardware Servers Web Database Exchange File Network Devices Printers Drawings If you had to use a Wiki to manage the documentation, what other items would you add to the list, and how would you organize it? (For example, would Software Tools make more sense under Third Party Applications?) A few constraints: The structure should not go beyond three levels deep. Avoid the word "and" in favour of two different categories. Keep the structure general: it should appy as broadly as possible. Target audience is primarily technical, but could be visible by anyone.

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  • Corporate Wiki Organization - Technical Documentation

    - by Dave Jarvis
    Corporations have documents describing various aspects of their technical systems, including: Custom Applications Custom Development Frameworks Third Party Applications Accounting Bug Tracking Network Management How To Guides User Manuals Software Tools Web Browsers Development IDEs Graphics GIMP xv Text Editing File Transfer ncFTP WinSCP Hardware Servers Web Database Exchange File Network Devices Printers If you had to use a Wiki to manage the documentation, what other items would you add to the list, and how would you organize it? (For example, would Software Tools make more sense under Third Party Applications?) A few constraints: The structure should not go beyond three levels deep. Avoid the word "and" in favour of two different categories. Keep the structure general: it should appy as broadly as possible. Target audience is primarily technical, but could be visible by anyone.

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  • Organization: Ways to link/group documents with emails?

    - by Scott Smith
    I like keeping my stuff organized, but short of printing everything out and keeping it in an actual file cabinet, I've never figured out a good way to link/group document files with related emails. This means that when I'm looking for something, I often have to search in my email program, and then through the documents stored in some filesystem folder. Has anyone out there come up with a neat way to group related stuff like this for searching, archiving, etc?

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  • Advice on Project Management Software?

    - by Zenph
    I was wondering, does anybody work as part of a team, or as a project manager who highly recommends a certain project management solution (self-hosted or otherwise) ? Ideally I want something where I can manage the entire project, and also manage the financial side of things too. Should also add a few other things: notifications for team members for individual projects version control integration (like codebase) real time collaboration like chat

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  • Improve Engineering & Construction Project Productivity

    - by [email protected]
    Driving successful project delivery and providing greater value and return for all stakeholders are key goals for firms in the engineering and construction industry. However, increasingly complex construction projects, compressed schedules, ineffective collaboration among project stakeholders, and limited interoperability, can get in the way of these goals and lead to reduced productivity. What E&C firms need are solutions that will improve global team collaboration, optimize processes and better communicate electronic project data. Check out the AutoVue for Engineering and Construction Solution Brief and learn how AutoVue enterprise visualization solutions can: - improve global project collaboration and communication - improve data interoperability - support virtual design and construction projects - improve change management and maintain accountability

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  • How to deal with project managers who micromanage?

    - by entens
    Perhaps I'm just naive, but when I try to decipher the wall of tasks I'm targeted to do over the course of a week, I just can't help but think whoever builds the project schedule needs to get some remedial training on basic project management. For example, I am assigned 13 tasks today, the shortest lasting .13 days (default time metric in Microsoft Project), and the longest lasting .75 days. I can't help but think that it is blatant micromanagement scheduling projects in sub 10 minute intervals. The effects of management are becoming evident in slipped tasks, resource assignment exceeding capacity by a factor of two at some points in time, and spending more time clearing tasks and figuring out what comes next than actually doing work. How can I convince the project manager to create tasks with larger duration and to see the larger picture?

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  • What makes a project big?

    - by Jonny
    Just out of curiosity what's the difference between a small, medium and large size project? Is it measured by lines of code or complexity or what? Im building a bartering system and so far have about 1000 lines of code for login/registration. Even though there's lots of LOC i wouldnt consider it a big project because its not that complex though this is my first project so im not sure. How is it measured?

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  • Failed Project: When to call it?

    - by Dan Ray
    A few months ago my company found itself with its hands around a white-hot emergency of a project, and my entire team of six pulled basically a five week "crunch week". In the 48 hours before go-live, I worked 41 of them, two back to back all-nighters. Deep in the middle of that, I posted what has been my most successful question to date. During all that time there was never any talk of "failure". It was always "get it done, regardless of the pain." Now that the thing is over and we as an organization have had some time to sit back and take stock of what we learned, one question has occurred to me. I can't say I've ever taken part in a project that I'd say had "failed". Plenty that were late or over budget, some disastrously so, but I've always ended up delivering SOMETHING. Yet I hear about "failed IT projects" all the time. I'm wondering about people's experience with that. What were the parameters that defined "failure"? What was the context? In our case, we are a software shop with external clients. Does a project that's internal to a large corporation have more space to "fail"? When do you make that call? What happens when you do? I'm not at all convinced that doing what we did is a smart business move. It wasn't my call (I'm just a code monkey) but I'm wondering if it might have been better to cut our losses, say we're not delivering, and move on. I don't just say that due to the sting of the long hours--the company royally lost its shirt on the project, plus the intangible costs to the company in terms of employee morale and loyalty were large. Factor that against the PR hit of failing to deliver a high profile project like this one was... and I don't know what the right answer is.

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  • What is a correct/polite way to inherit from an abandoned open-source project for a new open-source project?

    - by Kabumbus
    My team just tried to contact some guys from an old open source project hosted on code.google.com. We told them that we'd like to join their project and commit to it — at least to some branch of it — but no one responded to us. We tried everyone, owners and committers; no one was in any way active, and no one replied. But we have some code to commit and we really would love to continue work on that project. So we need to create a new project. We came up with a name for it which is close to but not a duplicate of the name of the project we want to inherit from. How should we do our first commit, and what should the commit message be? Should we just copy their code to our repository with a comment like "we inherited this code, we found it here under such and such a license ... now we're upgrading it to this more/less strict license ..."? Or should we just use their code as our first commit, with updates saying "we inherited from ... we made such and such changes ..."?

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  • Setting up Clojure Project And Sub Projects

    - by octopusgrabbus
    This is primarily a lein question about setting up a major project and its sub-projects, and is not intended to be a discussion question. Instead, I am interested in either a pointer to documentation or to a Clojure/lein best practices link. I have a municipal property assessments application that splits two master flies into different subset files, depending on whether a billing transfer is taking place or we want to batch update new accounts, rather than making our assessment department enter new accounts once in their system and then again in the tax collection system. My application is going to be large enough, that I can see a common library lein project with support functions, like splitting apart the files, and then individual lein projects that use the common library. Should the lein projects be set up at the same level and support included through the project.clj/core.clj files? Is there an advantage to creating lein new projects underneath a major project? Is there a problem with combing all functions in one project? I can probably make my one core.clj contain all flavors of the program, but coming from a C/C++ and Python background, I would prefer to have a lot of little projects.

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