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  • Does your analytic solution tell you what questions to ask?

    - by Manan Goel
    Analytic solutions exist to answer business questions. Conventional wisdom holds that if you can answer business questions quickly and accurately, you can take better business decisions and therefore achieve better business results and outperform the competition. Most business questions are well understood (read structured) so they are relatively easy to ask and answer. Questions like what were the revenues, cost of goods sold, margins, which regions and products outperformed/underperformed are relatively well understood and as a result most analytics solutions are well equipped to answer such questions. Things get really interesting when you are looking for answers but you don’t know what questions to ask in the first place? That’s like an explorer looking to make new discoveries by exploration. An example of this scenario is the Center of Disease Control (CDC) in United States trying to find the vaccine for the latest strand of the swine flu virus. The researchers at CDC may try hundreds of options before finally discovering the vaccine. The exploration process is inherently messy and complex. The process is fraught with false starts, one question or a hunch leading to another and the final result may look entirely different from what was envisioned in the beginning. Speed and flexibility is the key; speed so the hundreds of possible options can be explored quickly and flexibility because almost everything about the problem, solutions and the process is unknown.  Come to think of it, most organizations operate in an increasingly unknown or uncertain environment. Business Leaders have to take decisions based on a largely unknown view of the future. And since the value proposition of analytic solutions is to help the business leaders take better business decisions, for best results, consider adding information exploration and discovery capabilities to your analytic solution. Such exploratory analysis capabilities will help the business leaders perform even better by empowering them to refine their hunches, ask better questions and take better decisions. That’s your analytic system not only answering the questions but also suggesting what questions to ask in the first place. Today, most leading analytic software vendors offer exploratory analysis products as part of their analytic solutions offerings. So, what characteristics should be top of mind while evaluating the various solutions? The answer is quite simply the same characteristics that are essential for exploration and analysis – speed & flexibility. Speed is required because the system inherently has to be agile to handle hundreds of different scenarios with large volumes of data across large user populations. Exploration happens at the speed of thought so make sure that you system is capable of operating at speed of thought. Flexibility is required because the exploration process from start to finish is full of unknowns; unknown questions, answers and hunches. So, make sure that the system is capable of managing and exploring all relevant data – structured or unstructured like databases, enterprise applications, tweets, social media updates, documents, texts, emails etc. and provides flexible Google like user interface to quickly explore all relevant data. Getting Started You can help business leaders become “Decision Masters” by augmenting your analytic solution with information discovery capabilities. For best results make sure that the solution you choose is enterprise class and allows advanced, yet intuitive, exploration and analysis of complex and varied data including structured, semi-structured and unstructured data.  You can learn more about Oracle’s exploratory analysis solutions by clicking here.

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  • Join us on our Journey to be #1 in SaaS!

    - by jessica.ebbelaar(at)oracle.com
    WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring?   Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring? Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. What is the Business Development Group (BDG) The Business Development Group is the key entry point in Oracle for the future Sales and Management talent of the organisation. We are the Demand Generation engine for Oracle in EMEA. We provide revenue generating, quality sales pipeline to our Inside and Field Sales professionals as well as to our Channel Partners. Our current focus is to provide an agile and flexible service offering to our customers and stakeholders to meet ever changing business needs, whilst constantly striving to improve the customer experience, quality of our pipeline, market coverage and penetration. As a SaaS Business Development Consultant (BDC) you will be the first touch point with new customers. Your goal is to proactively identify and qualify business opportunities leading to revenue for Oracle. You will work closely with your Inside Sales colleagues who will progress your qualified pipeline and opportunities. Work for us Work for the only multi-pillar SaaS vendor in the market Be part of a FUN, fast paced and truly International sales team  Develop you solution sales EXPERTISE Drive your CAREER development within a structured and supportive environment The Profile You have a passion for selling cutting-edge technology You thrive in a fast paced and dynamic work environment where being the best is paramount Your priority is always the customer You live for a challenge and you love to win Join us on our Journey to be #1 in SaaS and be part of our Cloud Success Story! You will find more information about open roles here

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  • The Healthy Tension That Mobility Creates

    - by Kathryn Perry
    A guest post by Hernan Capdevila, Vice President, Oracle Fusion Apps In my previous post, I talked about the value of the mobile revolution on businesses and workers. Now let me put on a different hat and view the world from the IT department and the IT leader’s viewpoint. The IT leader has different concerns – around privacy, potential liability of information leakage, and intellectual property protection. These concerns and the leader’s goals create a healthy tension with the users. For example, effective device management becomes a must have for the IT leader, especially if you look at the Android ecosystem as an example. There are benefits to the Android strategy, but there are also drawbacks, such as uniformity – in device management, in operating systems, and in the application taxonomy and capabilities. Whereas, if you compare Android to iOS, Apple's operating system, iOS is more unified, more streamlined, and easier to manage. In either case, this is where mobile device management in the cloud makes good sense. I don't think IT departments should be hosting device management and managing that complexity. It should be a cloud service and I predict it's going to be key for our customers. A New Focus for IT Departments So where does that leave the IT departments? I think their futures are in governance, which is a more strategic play than a tactical one. Device management is tactical and it's the “now” topic. But the mobile phenomenon, if you will, is going to drive significant change in terms of how IT plans, hosts, and deploys enterprise applications. For example, opening up enterprise applications for mobile users presents some challenges unless you deploy more complicated network topologies, such as virtual private networks and threat protection technology. If you really want employees to be mobile you need to remove those kinds of barriers. But I don’t think IT departments want to wrestle with exposing their private enterprise data centers and being responsible for hosted business applications – applications in a sense that they’re making vulnerable to the public world. This opens up a significant need and a significant driver for cloud applications. However, it's not just about taking away the complexity – it's also about taking away the responsibility. Why should every business have to carry the responsibility and figure out all the nuts and bolts of how to protect themselves in this public, mobile world? When you use apps in the cloud, either your vendor or your hosting partner should have figured all that out. They need to assure the business that they are adhering to all sorts of security and compliance regulations so users can be connected and have access to information anywhere anytime. More Ideas and Better Service What’s more interesting is the world of possibilities that the connected, cloud-based world enables. I believe that the one-size-fits-all, uber-best practices, lowest-common denominator-like capabilities will go away. IT will now be able to solve very specific business challenges for the different corporate functions it serves. In this new world, IT will play a key role in enabling different organizations within a company to be best in class and delivering greater value to the line of business managers. IT will actually help to differentiate. Net result is a more agile workforce and business because each department is getting work done its own way.

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  • Public Sector FMW Customer Tech Day in Reston, Tuesday Oct 7th

    - by BPMWarrior
    Have your heard? There is another PS FMW Customer Tech Day scheduled in the Oracle Reston office!                                                                                          Fusion Middleware Customer Tech Day                                                          October 7, 2014                                   Please join Oracle & Sofbang on Tuesday October 7th for our second Public Sector Oracle Fusion Middleware (OFMW) Customer Tech Day in Reston.   This Tech Day is designed with you the customer in mind. Come learn and share with other customers. This event will be centered on Mobility, App Advantage, WebCenter, SOA, BPM, Security and FMWaaS.   Sofbang enables customers to create, integrate and run agile intelligent business applications leveraging Oracle Fusion Middleware. Based out of Chicago, IL, Sofbang is recognized as an Oracle Platinum level Partner in the Oracle Partner Network. For more information on Sofbang, please visit www.sofbang.com   To confirm your attendance at this Event or for more information, please email [email protected]                                              

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  • Seperation of project responsibilities in new project

    - by dreza
    We have very recently started a new project (MVC 3.0) and some of our early discussion has been around how the work and development will be split amongst the team members to ensure we get the least amount of overlap of work and so help make it a bit easier for each developer to get on and do their work. The project is expected to take about 6 months - 1 year (although not all developers are likely to be on and might filter off towards the end), Our team is going to be small so this will help out a bit I believe. The team will essentially consist of: 3 x developers (1 a slightly more experienced and will be the lead) 1 x project manager / product owner / tester An external company responsbile for doing our design work General project/development decisions so far have included: Develop in an Agile way using SCRUM techniques (We are still very much learning this approach as a company) Use MVVM archectecture Use Ninject and DI where possible Attempt to use as TDD as much as possible to drive development. Keep our controllers as skinny as possible Keep our views as simple as possible During our discussions two approaches have been broached as too how to seperate the workload given our objectives outlined above. OPTION 1: A framework seperation where each person is responsible for conceptual areas with overlap and discussion primarily in the integration areas. The integration areas would the responsibily of both developers as required. View prototypes (**Graphic designer**) | - Mockups | Views (Razor and view helpers etc) & Javascript (**Developer 1**) | - View models (Integration point) | Controllers and Application logic (**Developer 2**) | - Models (Integration point) | Domain model and persistence (**Developer 3**) PROS: Integration points are quite clear and so developers can work without dependencies on others fairly easily Code practices such as naming conventions and style is more easily managed in regards to consistancy as primarily only one developer will be handling an area CONS: Completion of an entire feature becomes a bit grey as no single person is responsible for an entire feature (story?) A person might not have a full appreciation for all areas of the project and so code overlap might be lacking if suddenly that person left. OPTION 2: A more task orientated approach where each person is responsible for the completion of the entire task from view - controller - model. PROS: A person is responsible for one entire feature so it's "complete" state can be clearly defined Code overlap into different areas will occur so each individual has good coverage over the entire application CONS: Overlap of development will occur in all the modules and developers can develop/extend without a true understanding of what the original code owner was intending. This could potentially lead more easily to code bloat? Following a convention might be harder as developers are adding to all areas of the project If a developer sets up a way of doing things would it be harder to enforce the other developers to follow that convention or even build on it (or even discuss it?). Dunno.. Bugs could more easily be introduced into areas not thought about by the developer It's easier to possibly to carry a team member in so far as one member just hacks code together to complete a task whilst another takes time to build a foundation that could be used by others and so help make future tasks easier i.e. starts building a framework? QUESTION: As it might appear I'm more in favor of option 1, however I'm interested to see how others might have approached this or what is the standard or best or preferred way of undertaking a project. Or indeed any different approach to handling this?

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  • Comparing Apples and Pairs

    - by Tony Davis
    A recent study, High Costs and Negative Value of Pair Programming, by Capers Jones, pulls no punches in its assessment of the costs-to- benefits ratio of pair programming, two programmers working together, at a single computer, rather than separately. He implies that pair programming is a method rushed into production on a wave of enthusiasm for Agile or Extreme Programming, without any real regard for its effectiveness. Despite admitting that his data represented a far from complete study of the economics of pair programming, his conclusions were stark: it was 2.5 times more expensive, resulted in a 15% drop in productivity, and offered no significant quality benefits. The author provides a more scientific analysis than Jon Evans’ Pair Programming Considered Harmful, but the theme is the same. In terms of upfront-coding costs, pair programming is surely more expensive. The claim of productivity loss is dubious and contested by other studies. The third claim, though, did surprise me. The author’s data suggests that if both the pair and the individual programmers employ static code analysis and testing, then there is no measurable difference in the resulting code quality, in terms of defects per function point. In other words, pair programming incurs a massive extra cost for no tangible return in investment. There were, inevitably, many criticisms of his data and his conclusions, a few of which are persuasive. Firstly, that the driver/observer model of pair programming, on which the study bases its findings, is far from the most effective. For example, many find Ping-Pong pairing, based on use of test-driven development, far more productive. Secondly, that it doesn’t distinguish between “expert” and “novice” pair programmers– that is, independently of other programming skills, how skilled was an individual at pair programming. Thirdly, that his measure of quality is too narrow. This point rings true, certainly at Red Gate, where developers don’t pair program all the time, but use the method in short bursts, while tackling a tricky problem and needing a fresh perspective on the best approach, or more in-depth knowledge in a particular domain. All of them argue that pair programming, and collective code ownership, offers significant rewards, if not in terms of immediate “bug reduction”, then in removing the likelihood of single points of failure, and improving the overall quality and longer-term adaptability/maintainability of the design. There is also a massive learning benefit for both participants. One developer told me how he once worked in the same team over consecutive summers, the first time with no pair programming and the second time pair-programming two-thirds of the time, and described the increased rate of learning the second time as “phenomenal”. There are a great many theories on how we should develop software (Scrum, XP, Lean, etc.), but woefully little scientific research in their effectiveness. For a group that spends so much time crunching other people’s data, I wonder if developers spend enough time crunching data about themselves. Capers Jones’ data may be incomplete, but should cause a pause for thought, especially for any large IT departments, supporting commerce and industry, who are considering pair programming. It certainly shouldn’t discourage teams from exploring new ways of developing software, as long as they also think about how to gather hard data to gauge their effectiveness.

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  • Minimum team development sizes

    - by MarkPearl
    Disclaimer - these are observations that I have had, I am not sure if this follows the philosophy of scrum, agile or whatever, but most of these insights were gained while implementing a scrum scenario. Two is a partnership, three starts a team For a while I thought that a team was anything more than one and that scrum could be effective methodology with even two people. I have recently adjusted my thinking to a scrum team being a minimum of three, so what happened to two and what do you call it? For me I consider a group of two people working together a partnership - there is value in having a partnership, but some of the dynamics and value that you get from having a team is lost with a partnership. Avoidance of a one on one confrontation The first dynamic I see missing in a partnership is the team motivation to do better and how this is delivered to individuals that are not performing. Take two highly motivated individuals and put them together and you will typically see them continue to perform. Now take a situation where you have two individuals, one performing and one not and the behaviour is totally different compared to a team of three or more individuals. With two people, if one feels the other is not performing it becomes a one on one confrontation. Most people avoid confrontations and so nothing changes. Compare this to a situation where you have three people in a team, 2 performing and 1 not the dynamic is totally different, it is no longer a personal one on one confrontation but a team concern and people seem more willing to encourage the individual not performing and express their dissatisfaction as a team if they do not improve. Avoiding the effects of Tuckman’s Group Development Theory If you are not familiar with Tuckman’s group development theory give it a read (http://en.wikipedia.org/wiki/Tuckman's_stages_of_group_development) In a nutshell with Tuckman’s theory teams go through these stages of Forming, Storming, Norming & Performing. You want your team to reach and remain in the Performing stage for as long as possible - this is where you get the most value. When you have a partnership of two and you change the individuals in the partnership you basically do a hard reset on the partnership and go back to the beginning of Tuckman’s model each time. This has a major effect on the performance of a team and what they can deliver. What I have seen is that you reduce the effects of Tuckman's theory the more individuals you have in the team (until you hit the maximum team size in which other problems kick in). While you will still experience Tuckman's theory with a team of three, the impact will be greatly reduced compared to two where it is guaranteed every time a change occurs. It's not just in the numbers, it's in the people One final comment - while the actual numbers of a team do play a role, the individuals in the team are even more important - ideally you want to keep individuals working together for an extended period. That doesn't mean that you never change the individuals in a team, or that once someone joins a team they are stuck there - there is value in an individual moving from team to team and getting cross pollination, but the period of time that an individual moves should be in month's or years, not days or weeks. Why? So why is it important to know this? Why is it important to know how a team works and what motivates them? I have been asking myself this question for a while and where I am at right now is this… the aim is to achieve the stage where the sum of the total (team) is greater than the sum of the parts (team members). This is why we form teams and why understanding how they work is a challenge and also extremely stimulating.

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  • Capgemini Global Business Process Management Report

    - by JuergenKress
    Welcome to the Capgemini Global Business Process Management (BPM) Report. This report is an exploration of key trends in BPM as seen by CXOs across a broad selection of sectors and geographies. BPM is perhaps at a tipping point - it’s certainly at an exciting stage in its evolution. As both an engineer and an Operational Research practitioner in my early career, and subsequently as a consultant, I have seen BPM through its development over the last 26 years. BPM has its roots in management practices such as Total Quality Management, Business Process Reengineering & Model Based Development; but the advent of the new generation of sophisticated modelling and process execution technologies has greatly enhanced BPM’s power to truly transform businesses. This has created one of the most rapidly growing and attractive market sectors for both services and technology. We see BPM as a critical management discipline that when executed against clear, cross organizational business objectives, can deliver exceptional value to that organization. However, we also see that the potential for BPM is not well understood. Our decision to conduct this global survey stemmed from discussions with our clients. We sought to gain a better impression of their understanding of BPM, how they measure its value, and how far it is prioritized within their Business and Technology Transformation efforts. This research confirms our belief that BPM needs to be a jointly owned Business and IT discipline. It also demonstrates that it is starting to gain significant traction in the market and investments are starting to pay dividends to the early adopters. At Capgemini we are being asked by our clients to help them simplify and improve their business models and the technology that supports them and we are already seeing BPM become an integral and key part of this proposition. Business Process Management is becoming ever more relevant to both large and small organizations in the current economic climate. At a time when many different market sectors are facing slow revenue growth, customer churn and increased pressures on costs, BPM becomes a critical weapon in the battle for efficiency and effectiveness in processes. Furthermore, in a challenging and changing business environment that is characterized by uncertainty, it allows organizations to adapt, be more agile and fleet of foot. Capgemini is seeing strong demand for BPM services in markets such as the USA, the UK, the Netherlands and France; and there are clear signs of increased interest in other geographies such as, Germany, Sweden, Spain, Italy and Australia. In sector terms, the financial services industry has led the way in BPM adoption over the recent past, driven by increased focus on customer- centricity and regulatory compliance. Other sectors, public sector, utilities, telco, retail and manufacturing are now not only catching up, but are starting o use BPM in new ways to create new business models to serve customers and outsmart the competition. The research findings also show however that this is a complex landscape, and we are not seeing adoption of BPM in a clear and consistent way. This report also looks at some of the barriers to adoption, with organizational silos being a major obstacle. Waters are further muddied by fragmented budgets, lack of clear governance and ownership and internal politics. The objective of our investment in this research project was to shed some light on these elements with a view to assisting organizations to create strategies that avoid or at least mitigate some of these barriers to success. Management of change in such endea vours is a key part in enabling the appropriate alignment of business and technology to support their transformation efforts. I hope that you find this report of benefit in the further adoption of Business Process Management. Get the full report here. SOA & BPM Partner Community For regular information on Oracle SOA Suite become a member in the SOA & BPM Partner Community for registration please visit www.oracle.com/goto/emea/soa (OPN account required) If you need support with your account please contact the Oracle Partner Business Center. Blog Twitter LinkedIn Facebook Wiki Technorati Tags: Capgemini,bpm report,bpm market,SOA Community,Oracle SOA,Oracle BPM,Community,OPN,Jürgen Kress

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  • How can a developer realize the full value of his work [closed]

    - by Jubbat
    I, honestly, don't want to work as a developer in a company anymore after all I have seen. I want to continue developing software, yes, but not in the way I see it all around me. And I'm in London, a city that congregates lots of great developers from the whole world, so it shouldn't be a problem of location. So, what are my concerns? First of all, best case scenario: you are paying managers salary out of yours. You are consistently underpaid by making up for the average manager negative net return plus his whole salary. Typical scenario. I am a reasonably good developer with common sense who cares for readable code with attention to basic principles. I have found way too often, overconfident and arrogant developers with a severe lack of common sense. Personally, I don't want to follow TDD or Agile practices like all the cool kids nowadays. I would read about them, form my own opinion and take what I feel is useful, but don't follow it sheepishly. I want to work with people who understand that you have to design good interfaces, you absolutely have to document your code, that readability is at the top of your priorities. Also people who don't have a cargo cult mentality too. For instance, the same person who asked me about design patterns in a job interview, later told me that something like a List of Map of Vector of Map of Set (in Java) is very readable. Why would someone ask me about design patterns if they can't even grasp encapsulation? These kind of things are the norm. I've seen many examples. I've seen worse than that too, from very well paid senior devs, by the way. Every second that you spend working with people with such lack of common sense and clear thinking, you are effectively losing money by being terribly inefficient with your time. Yet, with all these inefficiencies, the average developer earns a high salary. So I tried working on my own then, although I don't like the idea. I prefer healthy exchange of opinions and ideas and task division. I then did a bit of online freelancing for a while but I think working in a sweatshop might be more enjoyable. Also, I studied computer engineering and you are in an environment in which your client will presume you don't have any formal education because there is no way to prove it. Again, you are undervalued. You could try building a product, yes. But, of course, luck is a big factor. I wonder if there is a way to work in something you can do well, software development, and be valued for the quality of your work and be paid accordingly, and where you and only you get fairly paid for the value you generate. I know that what I have written seems somehow unlikely but I strongly feel this way. Hopefully someone will understand me and has already figured this out. I don't think I'm alone in this kind of feeling.

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  • Oracle Excellence Award

    - by Hartmut Wiese
    CALL FOR NOMINATIONS 2014 Oracle Excellence Award: Sustainability Innovation Is your organization using an Oracle product to help with a sustainability initiative while reducing costs? Saving energy? Saving gas? Saving paper? For example, you may use Oracle’s Agile Product Lifecycle Management to design more eco-friendly products, Oracle Transportation Management to reduce fleet emissions, Oracle Exadata Database Machine to decrease power and cooling needs while increasing database performance, Oracle Business Intelligence to measure environmental impacts, or one of many other Oracle products. Your organization may be eligible for the 2014 Oracle Excellence Award: Sustainability Innovation. Submit a nomination form located here by Friday June 20 if your company is using any Oracle product to take an environmental lead as well as to reduce costs and improve business efficiencies by using green business practices. These awards will be presented during Oracle OpenWorld 2014 (September 28-October 2) in San Francisco.  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 About the Award • Winners will be selected from the customer and/or partner nominations. Either a customer, their partner, or Oracle representative can submit the nomination form on behalf of the customer.• There is a nomination form here to discuss your use of Oracle products and how they have helped your sustainability efforts and reduced costs. • Winners will be selected based on the extent of the environmental impact they have had as well as the business efficiencies they have achieved through their combined use of Oracle products. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Nomination Eligibility • Your company uses at least one component of Oracle products, whether it's the Oracle database, business applications, Fusion Middleware, or Sun servers/storage. • This solution should be in production or in active development. • Nomination deadline: Friday June 20, 2014. Benefits to Award Winners • Award presented to winners during Oracle OpenWorld by Jeff Henley, Oracle Chairman of the Board • Free Oracle OpenWorld registration pass for each winning customer • 2014 Oracle Excellence Award: Sustainability Innovation award logo for inclusion on your own website &/or press release • Possible placement in Oracle Profit Magazine &/or Oracle Magazine • ‘Enable the Eco-Enterprise’ podcast opportunity See last year's winners here Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 ______________________________________________________________________________________ Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Questions? Send an email to: [email protected] Follow Oracle’s Sustainability Solutions on Twitter, LinkedIn, YouTube, and the Sustainability Matters blog Web page with award details:  http://www.oracle.com/us/products/applications/green/call-for-nominations-185050.html  

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  • What good technology podcasts are out there?

    - by Michael Stum
    Yes, Podcasts, those nice little Audiobooks I can listen to on the way to work. With the current amount of Podcasts, it's like searching a needle in a haystack, except that the haystack happens to be the Internet and is filled with too many of these "Hot new Gadgets" stuff :( Now, even though I am mainly a .NET developer nowadays, maybe anyone knows some good Podcasts from people regarding the whole software lifecycle? Unit Testing, Continous Integration, Documentation, Deployment... So - what are you guys and gals listening to? Please note that the categorizations are somewhat subjective and may not be 100% accurate as many podcasts cover several areas. Categorization is made against what is considered the "main" area. General Software Engineering / Productivity Stack Overflow TekPub (Requires Paid Subscription) SE Radio 43 Folders Perspectives Dr. Dobb's (now a video feed) The Pragmatic Podcast (Inactive) IT Matters Agile Toolkit Podcast The Stack Trace (Inactive) Parleys Techzing The Startup Success Podcast Berkeley CS class lectures FOSS Weekly .NET / Visual Studio / Microsoft Herding Code Hanselminutes .NET Rocks! Deep Fried Bytes Alt.Net Podcast Polymorphic Podcast Sparkling Client (The Silverlight Podcast) dnrTV! Spaghetti Code ASP.NET Podcast Channel 9 Radio TFS PowerScripting Podcast The Thirsty Developer Elegant Code ConnectedShow Crafty Coders Coding QA jQuery yayQuery The official jQuery podcast Java / Groovy The Java Posse Grails Podcast Java Technology Insider Ruby / Rails Railscasts Rails Envy The Ruby on Rails Podcast Rubiverse Web Design / JavaScript / Ajax WebDevRadio Boagworld The Rissington podcast Ajaxian YUI Theater Unix / Linux / Mac / iPhone Mac Developer Network Hacker Public Radio Linux Outlaws Mac OS Ken LugRadio Linux radio show (Inactive) The Linux Action Show! Linux Kernel Mailing List (LKML) Summary Podcast Stanford's iPhone programming class SysAdmin, Security or Infrastructure RunAs Radio Security Now! Crypto-Gram Security Podcast Hak5 VMWare VMTN Windows Weekly PaulDotCom Security The Register - Semi-Coherent Computing FeatherCast General Tech / Business Tekzilla This Week in Tech The Guardian Tech Weekly PCMag Radio Podcast Entrepreneurship Corner Manager Tools Other / Misc. / Podcast Networks IT Conversations Retrobits Podcast No Agenda Netcast Cranky Geeks The Command Line Freelance Radio IBM developerWorks The Register - Open Season Drunk and Retired Technometria Sod This Radio4Nerds Hacker Medley

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  • Development process for an embedded project with significant hardware changes

    - by pierr
    I have a good idea about Agile development process but it seems it does not fit well with a embedded project with significant hardware changes. I will describe below what we are currently doing (Ad-hoc way, no defined process yet). The changes are divided into three categories and different processes are used for each of them: complete hardware change example : use a different video codec IP a) Study the new IP b) RTL/FPGA simulation c) Implement the legacy interface - go to b) d) Wait until hardware (tape out) is ready f) Test on the real hardware hardware improvement example : enhance the image display quality by improving the underlying algorithm a) RTL/FPGA simulation b) Wait until hardware and test on the hardware Minor change example : only change hardware register mapping a) Wait until hardware and test on the hardware The worry is it seems we don't have too much control and confidence about software maturity for the hardware changes as the bring-up schedule is always very tight and the customer desired a seamless change when updating to a new version of hardware. How did you manage this kind of hardware change? Did you solve that by a Hardware Abstraction Layer (HAL)? Did you have a automatic test for the HAL layer? How did you test when the hardware platform is not even ready? Do you have well-documented processes for this kind of change?

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  • code review: Is it subjective or objective(quantifiable) ?

    - by Ram
    I am putting together some guidelines for code reviews. We do not have one formal process yet, and trying to formalize it. And our team is geographically distributed We are using TFS for source control (used it for tasks/bug tracking/project management as well, but migrated that to JIRA) with VS2008 for development. What are the things you look for when doing a code review ? These are the things I came up with Enforce FXCop rules (we are a Microsoft shop) Check for performance (any tools ?) and security (thinking about using OWASP- code crawler) and thread safety Adhere to naming conventions The code should cover edge cases and boundaries conditions Should handle exceptions correctly (do not swallow exceptions) Check if the functionality is duplicated elsewhere method body should be small(20-30 lines) , and methods should do one thing and one thing only (no side effects/ avoid temporal coupling -) Do not pass/return nulls in methods Avoid dead code Document public and protected methods/properties/variables What other things do you generally look for ? I am trying to see if we can quantify the review process (it would produce identical output when reviewed by different persons) Example: Saying "the method body should be no longer than 20-30 lines of code" as opposed to saying "the method body should be small" Or is code review very subjective ( and would differ from one reviewer to another ) ? The objective is to have a marking system (say -1 point for each FXCop rule violation,-2 points for not following naming conventions,2 point for refactoring etc) so that developers would be more careful when they check in their code.This way, we can identify developers who are consistently writing good/bad code.The goal is to have the reviewer spend about 30 minutes max, to do a review (I know this is subjective, considering the fact that the changeset/revision might include multiple files/huge changes to the existing architecture etc , but you get the general idea, the reviewer should not spend days reviewing someone's code) What other objective/quantifiable system do you follow to identify good/bad code written by developers? Book reference: Clean Code: A handbook of agile software craftmanship by Robert Martin

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  • Publishing toolchain

    - by Marcelo de Moraes Serpa
    Hello all, I have a book project which I'd like to start sooner than later. This would follow an agile-like publishing workflow, i.e: publish early and often. It is meant to be self-publsihed by me and I'm not really looking to paper-publish it, even though we never know. If I weren't a geek, I'd probably have already started writting in Word or any other WYSIWYG tool and just export to PDF. However, we know it is not the best solution, and emacs rules my text-editing life, so, the output format should be as simple as possible and be text-based. I've thought about the following options: 1) Use orgmode and export to PDF; 2) Use markdown mode and export to PDF; 3) Use something similar to what the guys @ Pragmatic Progammers do: A XML + XSLT + LaTeX. More complex, but much more control over the style. Any other ideas / references ? I want to start writting as soon as possible. In fact, I already have a draft in an org-formatted file. However, I do want to have and use the full power of LaTex later on to format it the way I want and make it look fabulous :) Thanks in advance, Marcelo.

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  • Regression Testing and Deployment Strategy

    - by user279516
    I'd like some advice on a deployment strategy. If a development team creates an extensive framework, and many (20-30) applications consume it, and the business would like application updates at least every 30 days, what is the best deployment strategy? The reason I ask is that there seems to be a lot of waste (and risk) in using an agile approach of deploying changes monthly, if 90% of the applications don't change. What I mean by this is that the framework can change during the month, and so can a few applications. Because the framework changed, all applications should be regression-tested. If, say, 10 of the applications don't change at all during the year, then those 10 applications are regression-tested EVERY MONTH, when they didn't have any feature changes or hot fixes. They had to be tested simply because the business is rolling updates every month. And the risk that is involved... if a mission-critical application is deployed, that takes a few weeks, and multiple departments, to test, is it realistic to expect to have to constantly regression-test this application? One option is to make any framework updates backward-compatible. While this would mean that applications don't need to change their code, they would still need to be tested because the underlying framework changed. And the risk involved is great; a constantly changing framework (and deploying this framework) means the mission-critical app can never just enjoy the same code base for a long time. These applications share the same database, hence the need for the constant testing. I'm aware of TDD and automated tests, but that doesn't exist at the moment. Any advice?

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  • Software development metrics and reporting

    - by David M
    I've had some interesting conversations recently about software development metrics, in particular how they can be used in a reasonably large organisation to help development teams work better. I know there have been Stack Overflow questions about which metrics are good to use - like this one, but my question is more about which metrics are useful to which stakeholders, and at what level of aggregation. As an example, my view is that code coverage is a useful metric in the following ways (and maybe others): For a team's own internal use when combined with other measurements. For facilitating/enabling/mentoring teams, where it might be instructive when considered on a team-by-team basis as a trend (e.g. if team A and B have coverage this month of 75 and 50, I'd be more concerned with team A than B if the previous month they'd had 80 and 40). For senior management when presented as an aggregated statistic across a number of teams or a whole department. But I don't think it's useful for senior management to see this on a team-by-team basis, as this encourages artifical attempts to bolster coverage with tests that merely exercise, rather than test, code. I'm in an organisation with a couple of levels in its management hierarchy, but where the vast majority of managers are technically minded and able (with many still getting their hands dirty). Some of the development teams are leading the way in driving towards agile development practices, but others lag, and there is now a serious mandate from the top for this to be the way the organisation works. A couple of us are starting a programme to encourage this. In this sort of an organisation, what sort of metrics do you think are useful, to whom, why, and at what level of aggregation? I don't want people to feel their performance is being assessed based on a metric that they can artificially influence; at the same time, the senior management are going to want some sort of evidence that progress is being made. What advice or caveats can you provide based on experience in your own organisations? EDIT We are definitely wanting to use metrics as a tool for organisational improvement not as a tool for individual performance measurement.

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  • Developmnet process for an embedded project with significant Hardware change

    - by pierr
    Hi, I have a good idea about Agile development process but it seems it does not fit well with a embedded project with significant hardware change. I will describe below what we are currently doing (Ad-hoc way , no defined process yet). The change are divided to three categories and different process are used for them : complete hardware change example : use a different video codec IP a) Study the new IP b) RTL/FPGA simulation c) Implement the leagcy interface - go to b) d) Wait until hardware (tape out) is ready f) Test on the real Hardware hardware improvement example : enhance the image display quaulity by improving the underlie algorithm a)RTL/FPGA simulation b)Wait until hardware and test on the hardware Mino change exmaple : only change hardware register mapping a)Wait until hardware and test on the hardware The worry is it seems we don't have too much control and confidence about software maturity for the hardware change as the bring up schedule is always very tight and the customer desired a seemless change when updating to a new version hardware. How did you manage this kind of hardware hardware change? Did you solve that by a Hardware Abstraction Layer (HAL)? Did you have a automatical test for the HAL layer? How did you test when the hardware platform is not even ready? Do you have well documented process for this kind of change? Thanks for your insight.

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  • Bluetooth connection. Problem with sony ericsson.

    - by Hugi
    I have bt client and server. Then i use method Connector.open, client connects to the port, but passed so that my server does not see them. Nokia for all normal, but with sony ericsson i have this problem. On bt adapter open one port (com 5). Listings Client /* * To change this template, choose Tools | Templates * and open the template in the editor. */ import java.util.Vector; import javax.bluetooth.*; import javax.microedition.midlet.*; import javax.microedition.lcdui.*; import javax.microedition.io.*; import java.io.*; /** * @author ????????????? */ public class Client extends MIDlet implements DiscoveryListener, CommandListener { private static Object lock=new Object(); private static Vector vecDevices=new Vector(); private ServiceRecord[] servRec = new ServiceRecord[INQUIRY_COMPLETED]; private Form form = new Form( "Search" ); private List voteList = new List( "Vote list", List.IMPLICIT ); private List vote = new List( "", List.EXCLUSIVE ); private RemoteDevice remoteDevice; private String connectionURL = null; protected int stopToken = 255; private Command select = null; public void startApp() { //view form Display.getDisplay(this).setCurrent(form); try { //device search print("Starting device inquiry..."); getAgent().startInquiry(DiscoveryAgent.GIAC, this); try { synchronized(lock){ lock.wait(); } }catch (InterruptedException e) { e.printStackTrace(); } //device count int deviceCount=vecDevices.size(); if(deviceCount <= 0) { print("No Devices Found ."); } else{ remoteDevice=(RemoteDevice)vecDevices.elementAt(0); print( "Server found" ); //create uuid UUID uuid = new UUID(0x1101); UUID uuids[] = new UUID[] { uuid }; //search service print( "Searching for service..." ); getAgent().searchServices(null,uuids,remoteDevice,this); } } catch( Exception e) { e.printStackTrace(); } } //if deivce discovered add to vecDevices public void deviceDiscovered(RemoteDevice btDevice, DeviceClass cod) { //add the device to the vector try { if(!vecDevices.contains(btDevice) && btDevice.getFriendlyName(true).equals("serverHugi")){ vecDevices.addElement(btDevice); } } catch( IOException e ) { } } public synchronized void servicesDiscovered(int transID, ServiceRecord[] servRecord) { //for each service create connection if( servRecord!=null && servRecord.length>0 ){ print( "Service found" ); connectionURL = servRecord[0].getConnectionURL(ServiceRecord.NOAUTHENTICATE_NOENCRYPT,false); //connectionURL = servRecord[0].getConnectionURL(ServiceRecord.AUTHENTICATE_NOENCRYPT,false); } if ( connectionURL != null ) { showVoteList(); } } public void serviceSearchCompleted(int transID, int respCode) { //print( "serviceSearchCompleted" ); synchronized(lock){ lock.notify(); } } //This callback method will be called when the device discovery is completed. public void inquiryCompleted(int discType) { synchronized(lock){ lock.notify(); } switch (discType) { case DiscoveryListener.INQUIRY_COMPLETED : print("INQUIRY_COMPLETED"); break; case DiscoveryListener.INQUIRY_TERMINATED : print("INQUIRY_TERMINATED"); break; case DiscoveryListener.INQUIRY_ERROR : print("INQUIRY_ERROR"); break; default : print("Unknown Response Code"); break; } } //add message at form public void print( String msg ) { form.append( msg ); form.append( "\n\n" ); } public void pauseApp() { } public void destroyApp(boolean unconditional) { } //get agent :))) private DiscoveryAgent getAgent() { try { return LocalDevice.getLocalDevice().getDiscoveryAgent(); } catch (BluetoothStateException e) { throw new Error(e.getMessage()); } } private synchronized String getMessage( final String send ) { StreamConnection stream = null; DataInputStream in = null; DataOutputStream out = null; String r = null; try { //open connection stream = (StreamConnection) Connector.open(connectionURL); in = stream.openDataInputStream(); out = stream.openDataOutputStream(); out.writeUTF( send ); out.flush(); r = in.readUTF(); print( r ); in.close(); out.close(); stream.close(); return r; } catch (IOException e) { } finally { if (stream != null) { try { stream.close(); } catch (IOException e) { } } return r; } } private synchronized void showVoteList() { String votes = getMessage( "c_getVotes" ); voteList.append( votes, null ); select = new Command( "Select", Command.OK, 4 ); voteList.addCommand( select ); voteList.setCommandListener( this ); Display.getDisplay(this).setCurrent(voteList); } private synchronized void showVote( int index ) { String title = getMessage( "c_getVote_"+index ); vote.setTitle( title ); vote.append( "Yes", null ); vote.append( "No", null ); vote.setCommandListener( this ); Display.getDisplay(this).setCurrent(vote); } public void commandAction( Command c, Displayable d ) { if ( c == select && d == voteList ) { int index = voteList.getSelectedIndex(); print( ""+index ); showVote( index ); } } } Use BlueCove in this program. Server /* * To change this template, choose Tools | Templates * and open the template in the editor. */ package javaapplication4; import java.io.*; import java.util.concurrent.locks.Lock; import java.util.concurrent.locks.ReentrantLock; import javax.bluetooth.*; import javax.microedition.io.*; import javaapplication4.Connect; /** * * @author ????????????? */ public class SampleSPPServer { protected static int endToken = 255; private static Lock lock=new ReentrantLock(); private static StreamConnection conn = null; private static StreamConnectionNotifier streamConnNotifier = null; private void startServer() throws IOException{ //Create a UUID for SPP UUID uuid = new UUID("1101", true); //Create the service url String connectionString = "btspp://localhost:" + uuid +";name=Sample SPP Server"; //open server url StreamConnectionNotifier streamConnNotifier = (StreamConnectionNotifier)Connector.open( connectionString ); while ( true ) { Connect ct = new Connect( streamConnNotifier.acceptAndOpen() ); ct.getMessage(); } } /** * @param args the command line arguments */ public static void main(String[] args) { //display local device address and name try { LocalDevice localDevice = LocalDevice.getLocalDevice(); localDevice.setDiscoverable(DiscoveryAgent.GIAC); System.out.println("Name: "+localDevice.getFriendlyName()); } catch( Throwable e ) { e.printStackTrace(); } SampleSPPServer sampleSPPServer=new SampleSPPServer(); try { //start server sampleSPPServer.startServer(); } catch( IOException e ) { e.printStackTrace(); } } } Connect /* * To change this template, choose Tools | Templates * and open the template in the editor. */ package javaapplication4; import java.io.*; import java.util.concurrent.locks.Lock; import java.util.concurrent.locks.ReentrantLock; import javax.bluetooth.*; import javax.microedition.io.*; /** * * @author ????????????? */ public class Connect { private static DataInputStream in = null; private static DataOutputStream out = null; private static StreamConnection connection = null; private static Lock lock=new ReentrantLock(); public Connect( StreamConnection conn ) { connection = conn; } public synchronized void getMessage( ) { Thread t = new Thread() { public void run() { try { in = connection.openDataInputStream(); out = connection.openDataOutputStream(); String r = in.readUTF(); System.out.println("read:" + r); if ( r.equals( "c_getVotes" ) ) { out.writeUTF( "vote1" ); out.flush(); } if ( r.equals( "c_getVote_0" ) ) { out.writeUTF( "Vote1" ); out.flush(); } out.close(); in.close(); } catch (Throwable e) { } finally { if (in != null) { try { in.close(); } catch (IOException e) { } } try { connection.close(); } catch( IOException e ) { } } } }; t.start(); } }

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  • Modelling Business Logic with NON-Techies

    - by cbmeeks
    The setup: Winform/ASP.NET MVC projects. Learning NHibernate SQL-Server driven apps I work with clients that have no idea how to model an application. That's what I'm for. However, we have lots of conflicts with validation, mis-understandings, etc. For example, the client will ask for an order entry screen. The screen should require a "product". That's fine and dandy. However, the client didn't know to tell me that the user can't order a product of "Class A" unless it's Tuesday. Or, they need a time entry screen. 2 days before it's rolled into production, they casually forgot to mention that certain activities are only valid for certain situations. These situations being a week of coding. That's of course, some crude examples (not by much!). But the problem is getting these non-technical clients to layout their business logic. They somehow didn't realize that the "Class A" problem would come up two weeks later, etc. I'm all for agile programming but is there an easy way to somehow make business logic like this extremely easy to implement and change on almost a daily basis? I of course am splitting the project into hopefully intelligent pieces, using NHibernate, etc. But making this BI logic so dynamic is really making it hard to project timelines, etc. Any suggestions? I know there will never be a perfect client (or a perfect provider) but how do you guys deal with the constant mis-understandings? Thanks.

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  • Multiple forms on a single page

    - by normalocity
    I've got an app that's in invite-only beta right now. Problem is, I can't get the invite system to work. :( On my root page there's a login form (which works just fine), and I'm trying to add a "request invite" form on the same page. I started doing it by putting the form for InviteRequest (ActiveRecord) inside a partial, in the "views" folder for "InviteRequest". The app is definitely calling this partial, but I'm getting the following error: NoMethodError in User_sessions#new Showing app/views/invite_request/_new.html.erb where line #2 raised: undefined method `invite_requests_path' for #<ActionView::Base:0x25b3248> Extracted source (around line #2): 1: <% @invite_request = InviteRequest.new() %> 2: <% form_for @invite_request do |ir| %> 3: <%= ir.label :email %> 4: <%= ir.text_field :email %> 5: <% end %> I also read through the "Multiple Models in a Form" section of my trusty copy of "Agile Web Development with Rails", about maybe doing this with a "fieldset" tag, but not sure if this is the right approach. Thx.

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  • Which book should I choose?

    - by sebastianlarsson
    Hi guys, I'm looking for a good read on object oriented design. The two books I'm currently looking Head First Design Patterns and Head First Object object-oriented analysis & design. They seem very similar when looking at the contents and browsing through available sample text. Which one would be the best choice? About myself: I have a bachelor in computer science and I am currently studying Msc. Software Quality Engineering (read Software Engineering with focus on Quality). I am already confident in object-oriented design and have a lot of programming courses in my backpack. I have done games in c++, courses in advanced java programming (I am SCJP certified), but my preferred language is C#. I have also worked with Java for the last 7 months while studying. I am currently also studying for certificates in C# (apart from my usual studies). So I believe I have the prerequisites of actually understanding the contents of both books. Reason: I just want to be better and keep evolving as a programmer. I think it is fun. I believe Bert Bates and Kathy Sierra are involved in both these books and I have previously read their SCJP preparation book in java. I really do enjoy their style of writing. Other books which I am considering are: Clean Code: A Handbook Of Agile Software Craftsmanship Thx in advance Sebastian

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  • UI Design, incase of numerous situations

    - by The King
    Hi... I'm creating a web form, where in there are around 12-15 Input Fields... You can have a look at the screen and The request is such that depending on the data the user selects in the Gridview and the DropDown list, the appropriate Textboxes and CheckBoxes needs to be displayed. Some times the conditions are very direct, like when the DDL value is "ABC", get only paid amount from the user. Sometime they are so complex like... IF DDL is "DEF" and Selected GPMS value is between 1000-2000, calculate the values of allowed, paid etc (using some formula) and the focus should be directed to Page No Field, leaving the other fields open incase user wants to edit... There are around 10-15 conditions like this. As this was done through agile, conditions were being added as and when, and wherever it feels appropriate (DDL on change Event, GridView on selecting change event etc... etc..) After completion, now I see the code has become a big chuck, is growing unmanageably... Now, I'm planning to clear this... From you experience, what you think is the best way to handle this. There is a possibility to add more conditions like this in future... Please let me know, incase you need more information. I'm currently developing this app in C# .Net WindowsForms Edit: Currently there are only three items (The Datagrid, the DDL, the OverrideAmt CheckBox) that change the way other fields behave... Almost all of the conditions will fall between the two situations I mentioned... Mostly they belong to "Enabling/Disabling".. "Setting of Values"... and "Changing Focus" or any combination of these.

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  • Associate new Authlogic Model to existing Models

    - by BriteLite
    Hello, While playing around with Rails (since I am a newbie) while reading Agile Rails book I came across an issue using the Gem Authlogic that I don't know how to address. I have a simple business Model. The tables store the following information: Name, Address, Latitude, and Longitude. The above approach has been working fine, because using the console I can enter the information and it shows up, where I need it to. My issue now is that I want to add authentication to it. As in assign those records in the table, to individual accounts. Since Authlogic is an authentication gem, can this be done? What I am trying to get to here is that, I enter a few records and leave it at that. Few days later, I want to assign those individual rows in the table to an authlogic model so the person to whom the record should belong can authenticate to it and make changes. Any code samples, blog posts to better help me understand would be great! Thank You.

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  • super light software development process

    - by Walty
    hi, For the development process I have involved so far, most have teams of SINGLE member, or occasionally two. We used python + django for the major development, the development process is actually very fast, and we do have code reviews, design pattern discussions, and constant refactoring. Though team size is small, I do think there are some development processes / best practices that could be enforced. For example, using svn would be definitely better than regular copy backup. I did read some articles & books about Agile, XP & continuous integration, I think they are nice, but still too heavy for this case (team of 1 or 2, and fast coding). For example, IMHO, with nice design pattern, and iterative development + refactoring, the TDD MIGHT be an overkill, or at least the overhead does not out-weight the advantages. And so is the pair programming. The automated testing is a nice idea, but it seems not technically feasible for every project. our current practices are: svn + milestone + code review I wonder if there are development processes / best practices specifically targeted on such super light teams? thanks.

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  • Ditching Django's models for Ajax/Web Services

    - by Igor Ganapolsky
    Recently I came across a problem at work that made me rethink Django's models. The app I am developing resides on a Linux server. Its a simple model/view/controller app that involves user interaction and updating data in the database. The problem is that this data resides in a MS SQL database on a Windows machine. So in order to use Django's models, I would have to leverage an ODBC driver on linux, and the use a python add-on like pyodbc. Well, let me tell you, setting up a reliable and functional ODBC connection on linux is no easy feat! So much so, that I spent several hours maneuvering this on my CentOS with no luck, and was left with frustration and lots of dumb system errors. In the meantime I have a deadline to meet, and suddenly the very agile and rapid Django application is a roadblock rather than a pleasure to work with. Someone on my team suggested writing this app in .NET. But there are a few problems with that: it won't be deployable on a linux machine, and I won't be able to work on it since I don't know ASP.net. Then a much better suggestion was made: keep the app in django, but instead of using models, do straight up ajax/web services calls in the template. And then it dawned on me - what a great idea. Django's models seem like a nuissance and hindrance in this case, and I can just have someone else write .Net services on their side, that I can call from my template. As a result my app will be leaner and more compact. So, I was wondering if you guys ever came across a similar dillema and what you decided to do about it.

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