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  • Shelving code in Team Foundation Server (TFS)

    - by Mel
    I'm pretty new at using TFS and I'd like to know how you or your team use the "shelve" function of tfs. We have the following guidelines in using TFS: - perform a "Get Latest" before you check in and try to build/compile - do not check in code that does not compile - at the end of the day, if your work is not complete/partially done, you should "shelve" your pending changes The first two make sense but I don't really get the last one. I asked my mgr and he said that its so he knows that you actually did some work for that day, which does kind of makes sense but still, I'm wondering what other teams use the "shelve" function for?

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  • Getting started with Team Foundation Server

    - by joe
    At work, we recently started using Team Foundation Server to manage our source code, i have no idea how to use this system. I do not know even know how to check source code in and out. Does anyone know of a step-by-step tutorial on how to work with TFS? Just for basic operations e.g. get latest version, upload your changes, etc. I am accessing it from Visual Studio 2010. I also have access to the TFS web interface.

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  • Skeptic in a Scrum Team

    - by Sorantis
    My company has recently switched to an Agile way of working and as a part of it we've started using SCRUM. While I'm very comfortable with it and feel that this way is superior to a traditional one, some of my teammates don't share the same opinion. In fact they are very skeptical about "all that agile stuff", and don't take it seriously. As an example, one of the teammates is always late on the meetings, and doesn't really care about it. The management IMO tries not to notice this (maybe because it's new, and it takes time for the people to get used to it). My question is, how to address this issue while not raising a conflict inside the team?

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  • Team Build Errors when there aren't any

    - by Jonesie
    I have a nightly team build that is reporting errors from the test step but zero errors in the summary. This results in a partial success. I cant see any errors in the full build log but maybe it's just the quantity of warnings?? Anyone got any ideas? Thanks

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  • Best way: restructure an existing Team Foundation Server (TFS) solution

    - by dhh
    In my department we are developing several smaller AddOns for some unified communication server. For versioning and distributed development we use a Team Foundation Server 2012. But: there is only one large TFS solution for all of our applications and libraries: Main Solution Applications App 1 App 2 App 3 Externals Libraries Lib 1 Lib 2 Tools The "Application" path contains all main applications. Those are not depending on each other, but they depend on the Libraries and Externals projects. The "Externals" path contains some external DLLs referenced in our Applications and Libraries. The Libraries path contains commonly used libs (UI templates, Helper classes, etc.). They do not depend on each other and they are referenced in the Libraries and the Tools projects. The Tools path contains some helper programs like setup helpers, update web services, etc. Now, there's some major points why I'd like to change this structure: We can't use server builds. It's uncomfortable to manage TFS scrum management with sprints, impediments, etc. with a solution structure like that. Every developer always has access to all projects in the solution. A complete build lasts too long if one accidentally hits [F6] in Visual Studio... What would you change in this solution? How would you break those projects into smaller Solutions, how should those solutions be structured. My first approach would be, to create one TFS project for each Application, Library and Tool. But how can I ensure that e.g. App 2 always contains the newest version of Lib 1? Do I have to monitor changes on Lib 1 and update App 2 manually as soon as the Lib changes? Or can I somehow force Visual Studio to always use the newest version of an external project somehow?

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  • How I Work: Staying Productive Whilst Traveling

    - by BuckWoody
    I travel a lot. Not like some folks that are gone every week, mind you, although in the last month I’ve been to: Cambridge, UK; Anchorage, AK; San Jose, CA; Copenhagen, DK, Boston, MA; and I’m currently en-route to Anaheim, CA.  While this many places in a month is a bit unusual for me, I would say I travel frequently. I’ve travelled most of my 28+ years in IT, and at one time was a consultant traveling weekly.   With that much time away from my primary work location, I have to find ways to stay productive. Some might say “just rest – take a nap!” – but I’m not able to do that. For one thing, I’m a very light sleeper and I’ve never slept on a plane - even a 30+ hour trip to New Zealand in Business Class - so that just isn’t option. I also am not always in the plane, of course. There’s the hotel, the taxi/bus/train, the airport and then all that over again when I arrive. Since my regular jobs have many demands, I have to get work done.   Note: No, I’m not always focused on work. I need downtime just like everyone else. Sometimes I just think, watch a movie or listen to tunes – and I give myself permission to do that anytime – sometimes the whole trip. I have too fewheartbeats left in life to only focus on work – it’s just not that important, and neither am I. Some of these tasks are letters to friends and family, or other personal things. What I’m talking about here is a plan, not some task list I have to follow. When I get to the location I’m traveling to, I always build in as much time as I can to ensure I enjoy those sights and the people I’m with. I would find traveling to be a waste if not for that.   The Unrealistic Expectation As I would evaluate the trip I was taking – say a 6-8 hour flight – I would expect to get 10-12 hours of work done. After all, there’s the time at the airport, the taxi and so on, and then of course the time in the air with all of the room, power, internet and everything else I needed to get my work done. I would pile up tasks at home, pack my bags, and head happily to the magical land of the TSA.   Right. On return from the trip, I had accomplished little, had more e-mails and other work that had piled up, and I was tired, hungry, and unorganized. This had to change. So, I decided to do three things: Segment my work Set realistic expectations Plan accordingly  Segmenting By Available Resources The first task was to decide what kind of work I could do in each location – if any. I found that I was dependent on a few things to get work done, such as power, the Internet, and a place to sit down. Before I fly, I take some time at home to get all of the work I’d like to accomplish while away segmented into these areas, and print that out on paper, which goes in my suit-coat pocket along with a mechanical pencil. I print my tickets, and I’m all set for the adventure ahead. Then I simply do each kind of work whenever I’m in that situation. No power There are certain times when I don’t have power available. But not only that, I might not even be able to use most of my electronics. So I now schedule as many phone calls as I can for the taxi/bus/train ride and the airports as I can. I have a paper notebook (Moleskine, of course) and a pencil and I print out any notes or numbers I need prior to the trip. Once I’m airborne or at the airport, I work on my laptop. I check and respond to e-mails, create slides, write code, do architecture, whatever I can.  If I can’t use any electronics, or once the power runs out, I schedule time for reading. I can read at the airport or anywhere, actually, even in-flight or any other transport. I “read with a pencil”, meaning I take a lot of notes, which I liketo put in OneNote, but since in most cases I don’t have power, I use the Moleskine to do that. Speaking of which, sometimes as I’m thinking I come up with new topics, ideas, blog posts, or things to teach in my classes. Once again I take out the notebook and write it down. All of these notes get a check-mark when I get back to the office and transfer the writing to OneNote. I’ve tried those “smart pens” and so on to automate this, but it just never works out. Pencil and paper are just fine. As I mentioned, sometime I just need to think. I’ll do nothing, and let my mind wander, thinking of nothing in particular, or some math problem or science question I’m interested in. My only issue with this is that I communicate tothink, and I don’t want to drive people crazy by being that guy that won’t shut up, so I think in a different way. Power, but no Internet or Phone If I have power but no Internet or phone, I focus on the laptop and the tablet as before, and I also recharge my other gadgets. Power, Internet, Phone and a Place to Work At first I thought that when I arrived at the hotel or event I could get the same amount of work done that I do at the office. Not so. There’s simply too many distractions, things you need, or other issues that allow this. Of course, Ican work on any device, read, think, write or whatever, but I am simply not as productive as I am in my home office. So I plan for about 25-50% as much work getting done in this environment as I think I could really do. I’ve done some measurements, and this holds out to be true almost every time. The key is that I re-set my expectations (and my co-worker’s expectations as well) that this is the case. I use the Out-Of-Office notices to let people know that I’m just not going to be 100% at this time – it’s hard for everyone, but it’s more honest and realistic, and I’d rather they know that – and that I realize that – than to let them think I’m totally available. Because I’m not – I’m traveling. I don’t tend to put too much detail, because after all I don’t necessarily want to let people know when I’m not home :) but I do think it’s important to let people that depend on my know that I’ll get back with them later. I hope this helps you think through your own methodology of staying productive when you travel. Or perhaps you just go offline, and don’t worry about any of this – good for you! That’s completely valid as well.   (Oh, and yes, I wrote this at 35K feet, on Alaska Airlines on a trip. :)  Practice what you preach, Buck.)

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  • Is rotating the lead developer a good or bad idea?

    - by Renesis
    I work on a team that has been flat organizationally since it's creation several months ago. My manager is non-technical and this means that our whole team is responsible for decision-making. My manager is beginning to realize that there are several benefits to having a lead developer, both for his sake (a single point of contact and single responsible party for tasks) and ours (dispute resolution, organized technical guidance, etc.). Because the team has been flat, one concern is that picking one lead developer may discourage the others. A non-developer suggested to my manager that rotating the lead developer is a possible way to avoid this issue. One developer would be lead one month, another the next, and so on. Is this a good idea? Why or why not? Keep in mind that this means all developers — All developers are good, but not necessarily equally suited to leadership. And if it is not, suppose I am likely the best candidate for lead developer — how do I recommend that we avoid this approach without looking like it's merely for selfish reasons? (In other words, the team is small enough that anyone recommending a single leader is likely to appear to be recommending themselves — especially those who have been part of the team longer.)

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  • Customize Team Build 2010 – Part 16: Specify the relative reference path

    In the series the following parts have been published Part 1: Introduction Part 2: Add arguments and variables Part 3: Use more complex arguments Part 4: Create your own activity Part 5: Increase AssemblyVersion Part 6: Use custom type for an argument Part 7: How is the custom assembly found Part 8: Send information to the build log Part 9: Impersonate activities (run under other credentials) Part 10: Include Version Number in the Build Number Part 11: Speed up opening my build process template Part 12: How to debug my custom activities Part 13: Get control over the Build Output Part 14: Execute a PowerShell script Part 15: Fail a build based on the exit code of a console application Part 16: Specify the relative reference path As I have already blogged about, it is not intuitive how to specify the paths where the build server has to look for references that are stored in Source Control. It is a common practice to store 3rd party libraries in Source Control, so they are available to everyone, everyone uses the same version of the libraries and updating a library can be done centrally. In Team Build 2010 these paths are specified as a parameter for MSBuild. What we will do in this post is building the values for this parameter based on the values in an argument. You are now pretty aware how to customize the build template, so let’s do the modifications in another way. Instead of opening the xaml file in the workflow designer, we open it in the XML editor. You can open it in the XML Editor by either selecting the Open with menu (see the context menu), or by choosing the View code option. To add this functionality we need to: Specify a new argument Add the argument to the metadata Build the absolute paths for the references and add these paths to the MSBuild arguments 1. Specify a new argument Locate at the top of the document the Members (which are the arguments) of the XAML and add the following line <x:Property Name="ReferencePaths" Type="InArgument(s:String[])" /> 2. Add the argument to the metadata Then locate the line <mtbw:ProcessParameterMetadataCollection> and paste the following line <mtbw:ProcessParameterMetadata Category="Misc" Description="The list of reference paths, relative to the root path in the Workspace mapping." DisplayName="Reference paths" ParameterName="ReferencePaths" /> 3. Build the absolute paths for the references and add these paths to the MSBuild arguments Now locate the place where the assignments are done to the variables used in the agent. And add the following lines after the last Assign activity         <Sequence DisplayName="Initialize ReferencePath" sap:VirtualizedContainerService.HintSize="464,428">           <Sequence.Variables>             <Variable x:TypeArguments="x:String" Name="ReferencePathsArgument">               <Variable.Default>                 <Literal x:TypeArguments="x:String" Value="" />               </Variable.Default>             </Variable>           </Sequence.Variables>           <sap:WorkflowViewStateService.ViewState>             <scg:Dictionary x:TypeArguments="x:String, x:Object">               <x:Boolean x:Key="IsExpanded">True</x:Boolean>             </scg:Dictionary>           </sap:WorkflowViewStateService.ViewState>           <ForEach x:TypeArguments="x:String" DisplayName="Iterate through the paths" sap:VirtualizedContainerService.HintSize="287,206" mtbwt:BuildTrackingParticipant.Importance="Low" Values="[ReferencePaths]">             <ActivityAction x:TypeArguments="x:String">               <ActivityAction.Argument>                 <DelegateInArgument x:TypeArguments="x:String" Name="path" />               </ActivityAction.Argument>               <Assign x:TypeArguments="x:String" DisplayName="Build ReferencePath argument" sap:VirtualizedContainerService.HintSize="257,100" mtbwt:BuildTrackingParticipant.Importance="Low"  To="[ReferencePathsArgument]" Value="[If(String.IsNullOrEmpty(ReferencePathsArgument), &quot;&quot;, ReferencePathsArgument + &quot;;&quot;) + IO.Path.Combine(SourcesDirectory, path)]" />             </ActivityAction>           </ForEach>           <Assign DisplayName="Append the reference paths to the MSBuild Arguments" sap:VirtualizedContainerService.HintSize="287,58">             <Assign.To>               <OutArgument x:TypeArguments="x:String">[MSBuildArguments]</OutArgument>             </Assign.To>             <Assign.Value>               <InArgument x:TypeArguments="x:String">[String.Format("{0} /p:ReferencePath=""{1}""", MSBuildArguments, ReferencePathsArgument)]</InArgument>             </Assign.Value>           </Assign>         </Sequence> Now you can use the template to specify the paths relative to SourcesDirectory. You can download the full solution at BuildProcess.zip. It will include the sources of every part and will continue to evolve.

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  • How to become a good team player?

    - by Nick
    I've been programming (obsessively) since I was 12. I am fairly knowledgeable across the spectrum of languages out there, from assembly, to C++, to Javascript, to Haskell, Lisp, and Qi. But all of my projects have been by myself. I got my degree in chemical engineering, not CS or computer engineering, but for the first time this fall I'll be working on a large programming project with other people, and I have no clue how to prepare. I've been using Windows all of my life, but this project is going to be very unix-y, so I purchased a Mac recently in the hopes of familiarizing myself with the environment. I was fortunate to participate in a hackathon with some friends this past year -- both CS majors -- and excitingly enough, we won. But I realized as I worked with them that their workflow was very different from mine. They used Git for version control. I had never used it at the time, but I've since learned all that I can about it. They also used a lot of frameworks and libraries. I had to learn what Rails was pretty much overnight for the hackathon (on the other hand, they didn't know what lexical scoping or closures were). All of our code worked well, but they didn't understand mine, and I didn't understand theirs. I hear references to things that real programmers do on a daily basis -- unit testing, code reviews, but I only have the vaguest sense of what these are. I normally don't have many bugs in my little projects, so I have never needed a bug tracking system or tests for them. And the last thing is that it takes me a long time to understand other people's code. Variable naming conventions (that vary with each new language) are difficult (__mzkwpSomRidicAbbrev), and I find the loose coupling difficult. That's not to say I don't loosely couple things -- I think I'm quite good at it for my own work, but when I download something like the Linux kernel or the Chromium source code to look at it, I spend hours trying to figure out how all of these oddly named directories and files connect. It's a programming sin to reinvent the wheel, but I often find it's just quicker to write up the functionality myself than to spend hours dissecting some library. Obviously, people who do this for a living don't have these problems, and I'll need to get to that point myself. Question: What are some steps that I can take to begin "integrating" with everyone else? Thanks!

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  • Customize Team Build 2010 – Part 12: How to debug my custom activities

    In the series the following parts have been published Part 1: Introduction Part 2: Add arguments and variables Part 3: Use more complex arguments Part 4: Create your own activity Part 5: Increase AssemblyVersion Part 6: Use custom type for an argument Part 7: How is the custom assembly found Part 8: Send information to the build log Part 9: Impersonate activities (run under other credentials) Part 10: Include Version Number in the Build Number Part 11: Speed up opening my build process template Part 12: How to debug my custom activities Part 13: Get control over the Build Output Part 14: Execute a PowerShell script Part 15: Fail a build based on the exit code of a console application       Developers are “spoilt” persons who expect to be able to have easy debugging experiences for every technique they work with. So they also expect it when developing custom activities for the build process template. This post describes how you can debug your custom activities without having to develop on the build server itself. Remote debugging prerequisites The prerequisite for these steps are to install the Microsoft Visual Studio Remote Debugging Monitor. You can find information how to install this at http://msdn.microsoft.com/en-us/library/bt727f1t.aspx. I chose for the option to run the remote debugger on the build server from a file share. Debugging symbols prerequisites To be able to start the debugging, you need to have the pdb files on the buildserver together with the assembly. The pdb must have been build with Full Debug Info. Steps In my setup I have a development machine and a build server. To setup the remote debugging, I performed the following steps Locate on your development machine the folder C:\Program Files (x86)\Microsoft Visual Studio 10.0\Common7\IDE\Remote Debugger Create a share for the Remote Debugger folder. Make sure that the share (and the folder) has the correct permissions so the user on the build server has access to the share. On the build server go to the shared “Remote Debugger” folder Start msvsmon.exe which is located in the folder that represents the platform of the build server. This will open a winform application like   Go back to your development machine and open the BuildProcess solution. Start the Attach to process command (Ctrl+Alt+P) Type in the Qualifier the name of the build server. In my case the user account that has started the msvsmon is another user then the user on my development machine. In that case you have to type the qualifier in the format that is shown in the Remote Debugging Monitor (in my case LOCAL\Administrator@TFSLAB) and confirm it by pressing <Enter> Since the build service is running with other credentials, check the option “Show processes from all users”. Now the Attach to process dialog shows the TFSBuildServiceHost process Set the breakpoint in the activity you want to debug and kick of a build. Be aware that when you attach to the TFSBuildServiceHost that you debug every single build that is run by this windows service, so make sure you don’t debug the build server that is in production! You can download the full solution at BuildProcess.zip. It will include the sources of every part and will continue to evolve.

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  • Team Build: The path 'Path' is already mapped in workspace 'workspace' error even after deleting all

    - by Glenn Slaven
    I have this problem when I queue a build. The build dies with the error The path C:\[Path]\Sources is already mapped in workspace [Server Name]. the same as this question. but I've removed all the workspaces on the build agent by running this command: tf workspaces /remove:* and also by deleting the TFS cache folder. I've also restarted the server, but the error keeps happening on each build.

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  • Customize Team Build 2010 – Part 13: Get control over the Build Output

    In the series the following parts have been published Part 1: Introduction Part 2: Add arguments and variables Part 3: Use more complex arguments Part 4: Create your own activity Part 5: Increase AssemblyVersion Part 6: Use custom type for an argument Part 7: How is the custom assembly found Part 8: Send information to the build log Part 9: Impersonate activities (run under other credentials) Part 10: Include Version Number in the Build Number Part 11: Speed up opening my build process template Part 12: How to debug my custom activities Part 13: Get control over the Build Output Part 14: Execute a PowerShell script Part 15: Fail a build based on the exit code of a console application     In the part 8, I have explained how you can add informational messages, warnings or errors to the build output. If you want to integrate with other lines of text to the build output, you need to do more. This post will show you how you can add extra steps, additional information and hyperlinks to the build output. Add an hyperlink to the end of the build output Lets start with a simple example of how you can adjust the build output. In this case we are going to add at the end of the build output an hyperlink where a user can click on to for example start the deployment to the test environment. In part 4 you can find information how you can create a custom activity To add information to the build output, you need the BuildDetail. This value is a variable in your xaml and is thus easily transferable to you custom activity. Besides the BuildDetail the user has also to specify the text and the url that has to be added to the end of the build output. The following code segment shows you how you can achieve this.     [BuildActivity(HostEnvironmentOption.All)]    public sealed class AddHyperlinkToBuildOutput : CodeActivity    {        [RequiredArgument]        public InArgument<IBuildDetail> BuildDetail { get; set; }         [RequiredArgument]        public InArgument<string> DisplayText { get; set; }         [RequiredArgument]        public InArgument<string> Url { get; set; }         protected override void Execute(CodeActivityContext context)        {            // Obtain the runtime value of the input arguments                        IBuildDetail buildDetail = context.GetValue(this.BuildDetail);            string displayText = context.GetValue(this.DisplayText);            string url = context.GetValue(this.Url);             // Add the hyperlink            buildDetail.Information.AddExternalLink(displayText, new Uri(url));            buildDetail.Information.Save();        }    } If you add this activity to somewhere in your build process template (within the scope Run on Agent), you will get the following build output Add an line of text to the build output The next challenge is to add this kind of output not only to the end of the build output but at the step that is currently executing. To be able to do this, you need the current node in the build output. The following code shows you how you can achieve this. First you need to get the current activity tracking, which you can get with the following line of code             IActivityTracking currentTracking = context.GetExtension<IBuildLoggingExtension>().GetActivityTracking(context); Then you can create a new node and set its type to Activity Tracking Node (so copy it from the current node) and do nice things with the node.             IBuildInformationNode childNode = currentTracking.Node.Children.CreateNode();            childNode.Type = currentTracking.Node.Type;            childNode.Fields.Add("DisplayText", "This text is displayed."); You can also add a build step to display progress             IBuildStep buildStep = childNode.Children.AddBuildStep("Custom Build Step", "This is my custom build step");            buildStep.FinishTime = DateTime.Now.AddSeconds(10);            buildStep.Status = BuildStepStatus.Succeeded; Or you can add an hyperlink to the node             childNode.Children.AddExternalLink("My link", new Uri(http://www.ewaldhofman.nl)); When you combine this together you get the following result in the build output     You can download the full solution at BuildProcess.zip. It will include the sources of every part and will continue to evolve.

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  • Get to Know the ‘Real’ Pyro [Humorous Team Fortress 2 Video]

    - by Asian Angel
    People sometimes wonder just what is going through Pyro’s head when he is spreading mayhem and destruction. If you are one of them, then here is your chance to see things from Pyro’s ‘unique’ point-of-view! Meet the Pyro [via Dorkly] How to Use an Xbox 360 Controller On Your Windows PC Download the Official How-To Geek Trivia App for Windows 8 How to Banish Duplicate Photos with VisiPic

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  • Getting work done in a small office

    - by three-cups
    I work in an office area of ~450sqft. There are a total of 7 people working in the office. I've been finding it hard to concentrate on my work (writing code) because of the distractions going on around me. The distractions are both work-related and non-work-related conversations. I'm trying to figure out what to do in this situation. I want to be part of the team, and I want to get my work done to the best of my ability. I can easily think of two options that I don't like: Stay where I am, not be able to concentrate and get less work done Move somewhere else. (This is tough because I code on a desktop, so I'm not very mobile.) But what are other options? I'm going to talk this through with my team in the next couple days. Any advice or solutions would be great.

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  • Splitting up revenue among development team members on Apple's app store

    - by itaiferber
    A friend and I have started developing an app to put on Apple's app store. Development is going fine, but thinking ahead, we're trying to come up with an easy way to share any revenue coming from our efforts. The app store allows you to deposit your revenue into a single bank account, but there's no easy way to split revenue among several people. How do (small) dev teams split up revenue on their products, on, and off the app store? As far as I can tell, banks don't offer an easy way to automatically split the balance on an account 50-50 (or any other percentage, for that matter), especially on a regular basis. So how do teams deal with this? We're not incorporated, and we don't have an official business set up. We're considering depositing all the money into one of our accounts and manually transferring half the money to the other person, but this isn't sustainable over long periods of time. Is there a low-cost, sustainable, automatic process for handling these finances?

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  • What to do when opensource project starts to tear apart? (or a manager tries to write code and than shouts at the team)

    - by Kabumbus
    Imagine there is an open source cross-platform project on Google code. It has lots of revisions (1000). It concentrates in itself lots technological stuff - rare stuff - it mixes top tech. It contains server, and more than one client. The project was created by a well-connected team of developers (friends) and a manager that was sponsoring project at its start up during its first few months (project now is more than a year old-sponsoring oss project is a big good deal- also gave the idea of project to developers). The project was growing in complexity and effort reqiered to continue development. Once upon a time a manager - team leader started trying to write code (he was a programmer in some other projects - not the best, but he felt like he was one). He started because one of the developers suggested an idea at the team meeting and he felt he just needed to do it on his own. He failed, and he told the dev team about it. The dev team did what he failed to do in a few days. After that, the manager feels that team codes with out him perfectly and gets the job done in short time. He felt sorry and lost and he started to crash like an old bad PC. Firstly, he started to scream (in forms of messages not in voice) he tried to tell developers that what they were doing was a bad, not-needed thing - developers kindly told him that his "beginnings" were not compilable while dev team product worked as needed. He told the developers that all work they do should be firstly discussed with him. Here is the part where we need to mention that all team members are "project owners" and logically have equal rights. The team leader suggested to the developers these options: change their dev process to go through him, or be moved from project owners to contributers. So what are our options as developers? What arguments we can provide to the team leader/manager for him to calm down? Is it possible to save the project or is it better to fork out now? An important issue is that lately we had no active ticket system, and I personally think that this was the reason the mess appeared. So... any ideas?

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  • How to make transition from one-man to small team successfull

    - by si2w
    I have started a big project 1 1/2 ago. It's time to have some help to face the future challenges. Actually I'm the engineer, the architect, the dba, the sysadmin etc... The transistion is not so simple and it's difficult to find the good person. When we will find this person, what's the best ways to manage him/her to give enough freedom to be happy and productive but have a clean, fast, reuseable, working, ... code ? Is there good books you advice ? Thanks !

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  • Where to draw the line between front end and back end

    - by Twincascos
    I was recently contracted to develop a smarty theme for an automated SOHO phone answering service. The team who had built the backend wouldn't allow me access to any of the back end nor tell me anything about it, their smarty set up, smarty plugins, data base interface api, server set-up, nothing. Nor could I have access to the server nor a beta domain, basically zero co-operation. So I set up a local server with Smarty and built the template based on what I guessed would be their best practice, commented my code like crazy, wrote all the needed javascript, css, and template files. Then I sent them packaged to the backend team and hoped for the best. With half of a project team failing to cooperate or even communicate I am now concerned that they may reply saying that everything is wrong and they may refuse to implement the new front end. I'm curious to know if others encounter this type of situation and what you may have done to protect yourselves.

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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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  • Podcast Show Notes: The Fusion Middleware A-Team and the Chronicles of Architecture

    - by Bob Rhubart
    If you pay any attention at all to the Oracle blogosphere you’ve probably seen one of several blogs published by members of a group known as the Oracle Fusion Middleware A-Team. A new blog, The Oracle A-Team Chronicles, was recently launched that combines all of those separate A-Team blogs in one. In this program you’ll meet some of the people behind the A-team and the creation of that new blog. The Conversation Listen to Part 1: Background on the A-Team - When was it formed? What is it’s mission? 54) What are some of the most common challenges A-Team architects encounter in the field? Listen to Part 2 (July 3): The panel discusses the trends - big data, mobile, social, etc - that are having the biggest impact in the field. Listen to Part 3 (July 10): The panelists discuss the analysts, journalists, and other resources they rely on to stay ahead of the curve as the technology evolves, and reveal the last article or blog post they shared with other A-team members. The Panelists Jennifer Briscoe: Senior Director, Oracle Fusion Middleware A-Team Clifford Musante: Lead Architect, Application Integration Architecture A-Team, webmaster of the A-Team Chronicles Mikael Ottosson: Vice President, Oracle Fusion Apps and Fusion Middleware A-Team and Cloud Applications Group Pardha Reddy: Senior director of Oracle Identity Management and a member of the Oracle Fusion Middleware A-team Coming Soon Data Warehousing and Oracle Data Integrator: Guest producer and Oracle ACE Director Gurcan Orhan selected the topic and panelists for this program, which also features Uli Bethke, Michael Rainey, and Oracle ACE Cameron Lackpour. Java and Oracle ADF Mobile: An impromptu roundtable discussion featuring QCon New York 2013 session speakers Doug Clarke, Frederic Desbiens, Stephen Chin, and Reza Rahman. Stay tuned:

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  • Working for free?

    - by Jonny
    I came across this article Work for Free that got me thinking. The goal of every employer is to gain more value from workers than the firm pays out in wages; otherwise, there is no growth, no advance, and no advantage for the employer. Conversely, the goal of every employee should be to contribute more to the firm than he or she receives in wages, and thereby provide a solid rationale for receiving raises and advancement in the firm. I don't need to tell you that the refusenik didn't last long in this job. In contrast, here is a story from last week. My phone rang. It was the employment division of a major university. The man on the phone was inquiring about the performance of a person who did some site work on Mises.org last year. I was able to tell him about a remarkable young man who swung into action during a crisis, and how he worked three 19-hour days, three days in a row, how he learned new software with diligence, how he kept his cool, how he navigated his way with grace and expertise amidst some 80 different third-party plug-ins and databases, how he saw his way around the inevitable problems, how he assumed responsibility for the results, and much more. What I didn't tell the interviewer was that this person did all this without asking for any payment. Did that fact influence my report on his performance? I'm not entirely sure, but the interviewer probably sensed in my voice my sense of awe toward what this person had done for the Mises Institute. The interviewer told me that he had written down 15 different questions to ask me but that I had answered them all already in the course of my monologue, and that he was thrilled to hear all these specifics. The person was offered the job. He had done a very wise thing; he had earned a devotee for life. The harder the economic times, the more employers need to know what they are getting when they hire someone. The job applications pour in by the buckets, all padded with degrees and made to look as impressive as possible. It's all just paper. What matters today is what a person can do for a firm. The resume becomes pro forma but not decisive under these conditions. But for a former boss or manager to rave about you to a potential employer? That's worth everything. What do you think? Has anyone here worked for free? If so, has it benefited you in any way? Why should(nt) you work for free (presuming you have the money from other means to keep you going)? Can you share your experience? Me, I am taking a year out of college and haven't gotten a degree yet so that's probably why most of my job applications are getting ignored. So im thinking about working for free for the experience?

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  • My boss is feuding with his boss. My workload is expanding What should I do?

    - by steve
    These two have always had a somewhat shaky relationship when they were on the same level. The other guy was recently promoted to director and now my boss reports to him. On the surface, they appear to get along when they get together, but my boss despises the man and badmouths him every chance that he gets (to peers, subordinates, etc). He believe that the director is setting him up to fail. The Director and upper management is holding my boss responsible for the not-so-great performance by the team as of late. He's been playing games to make my boss look bad. Due to lay offs, we don't have the manpower to deliever the results that we did before...but expectations have not lowered...and my boss is taking the heat for it. Now he's on the warpath and starting to micromanage. He's giving everyone more work. He's forcing us midlevel guys to take responsibility for the level one techs' performance. I'm spending less and less time coding....and more time babysitting vendors, techs, etc. I'm not so sure that's a bad thing because I'm sorta burnt out on coding, but I don't really care for the idea of having to be responsible for others poor performance....isn't that the manager's job? Anyway, do you guys have any suggestions on dealing with the situation?

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  • I'm doing 90% maintenance and 10% development, is this normal?

    - by TiredProgrammer
    I have just recently started my career as a web developer for a medium sized company. As soon as I started I got the task of expanding an existing application (badly coded, developed by multiple programmers over the years, handles the same tasks in different ways, zero structure) So after I had successfully extended this application with the requested functionality, they gave me the task to fully maintain the application. This was of course not a problem, or so I thought. But then I got to hear I wasn't allowed to improve the existing code and to only focus on bug fixes when a bug gets reported. From then on I have had 3 more projects just like the above, that I now also have to maintain. And I got 4 projects where I was allowed to create the application from scratch, and I have to maintain those as well. At this moment I'm slightly beginning to get crazy from the daily mails of users (read managers) for each application I have to maintain. They expect me to handle these mails directly while also working on 2 other new projects (and there are already 5 more projects lined up after those). The sad thing is I have yet to receive a bug report on anything that I have coded myself, for that I have only received the occasional lets do things 180 degrees different change requests. Anyway, is this normal? In my opinion I'm doing the work equivalent of a whole team of developers. Was I an idiot when I initially expected things to be different? I guess this post has turned into a big rant, but please tell me that this is not the same for every developer. P.S. My salary is almost equal if not lower then that of a cashier at a supermarket.

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  • Is rotating the lead developer a good or bad idea?

    - by NickC
    I work on a team that has been flat organizationally since it's creation several months ago. My manager is non-technical and this means that our whole team is responsible for decision-making. My manager is beginning to realize that there are several benefits to having a lead developer, both for his sake (a single point of contact and single responsible party for tasks) and ours (dispute resolution, organized technical guidance, etc.). Because the team has been flat, one concern is that picking one lead developer may discourage the others. A non-developer suggested to my manager that rotating the lead developer is a possible way to avoid this issue. One developer would be lead one month, another the next, and so on. Is this a good idea? Why or why not? Keep in mind that this means all developers — All developers are good, but not necessarily equally suited to leadership. And if it is not, how do I recommend that we avoid this approach without seeming like it's merely for selfish reasons?

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