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• Factory Girl: Automatically assigning parent objects

  - by Ben Scheirman

  I'm just getting into Factory Girl and I am running into a difficulty that I'm sure should be much easier. I just couldn't twist the documentation into a working example. Assume I have the following models: class League < ActiveRecord::Base has_many :teams end class Team < ActiveRecord::Base belongs_to :league has_many :players end class Player < ActiveRecord::Base belongs_to :team end What I want to do is this: team = Factory.build(:team_with_players) and have it build up a bunch of players for me. I tried this: Factory.define :team_with_players, :class => :team do |t| t.sequence {|n| "team-#{n}" } t.players {|p| 25.times {Factory.build(:player, :team => t)} } end But this fails on the :team=>t section, because t isn't really a Team, it's a Factory::Proxy::Builder. I have to have a team assigned to a player. In some cases I want to build up a League and have it do a similar thing, creating multiple teams with multiple players. What am I missing?

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• Building a formset dynamically

  - by vorpyg

  I initially wrote code to build a form dynamically, based on data from the DB, similar to what I described in my previous SO post. As SO user Daniel Roseman points out, he would use a formset for this, and now I've come to the realization that he must be completely right. :) My approach works, basically, but I can't seem to get validation across the entire form to be working properly (I believe it's possible, but it's getting quite complex, and there has to be a smarter way of doing it = Formsets!). So now my question is: How can I build a formset dynamically? Not in an AJAX way, I want each form's label to be populated with an FK value (team) from the DB. As I have a need for passing parameters to the form, I've used this technique from a previous SO post. With the former approach, my view code is (form code in previous link): def render_form(request): teams = Team.objects.filter(game=game) form_collection = [] for team in teams: f = SuggestionForm(request.POST or None, team=team, user=request.user) form_collection.append(f) Now I want to do something like: def render_form(request): teams = Team.objects.filter(game=game) from django.utils.functional import curry from django.forms.formsets import formset_factory formset = formset_factory(SuggestionForm) for team in teams: formset.form.append(staticmethod(curry(SuggestionForm, request.POST or None, team=team, user=request.user))) But the append bit doesn't work. What's the proper way of doing this? Thanks!

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• How to define a collection in a POCO in Entity Framework 4?

  - by Stef

  Lets say I've a Team class which contains 0 or more Players. The Player class is easy: public class Player { public long Id { get; set; } public string Name { get; set; } public Team Team { get; set; } } But whats the best to define the Team class? Option 1 public class Team { public long Id { get; set; } public string Name { get; set; } public ICollection<Player> Players { get; set; } } Option 2: public class Team { public Team() { Players = new Collection<Player>(); } public long Id { get; set; } public string Name { get; set; } public ICollection<Player> Players { get; set; } } Option 3: public class Team { public long Id { get; set; } public string Name { get; set; } public IQueryable<Player> Players { get; set; } } Option 4: public class Team { public long Id { get; set; } public string Name { get; set; } public ObjectSet<Player> Players { get; set; } }

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• Guidance: A Branching strategy for Scrum Teams

  - by Martin Hinshelwood

  Having a good branching strategy will save your bacon, or at least your code. Be careful when deviating from your branching strategy because if you do, you may be worse off than when you started! This is one possible branching strategy for Scrum teams and I will not be going in depth with Scrum but you can find out more about Scrum by reading the Scrum Guide and you can even assess your Scrum knowledge by having a go at the Scrum Open Assessment. You can also read SSW’s Rules to Better Scrum using TFS which have been developed during our own Scrum implementations. Acknowledgements Bill Heys – Bill offered some good feedback on this post and helped soften the language. Note: Bill is a VS ALM Ranger and co-wrote the Branching Guidance for TFS 2010 Willy-Peter Schaub – Willy-Peter is an ex Visual Studio ALM MVP turned blue badge and has been involved in most of the guidance including the Branching Guidance for TFS 2010 Chris Birmele – Chris wrote some of the early TFS Branching and Merging Guidance. Dr Paul Neumeyer, Ph.D Parallel Processes, ScrumMaster and SSW Solution Architect – Paul wanted to have feature branches coming from the release branch as well. We agreed that this is really a spin-off that needs own project, backlog, budget and Team. Scenario: A product is developed RTM 1.0 is released and gets great sales.  Extra features are demanded but the new version will have double to price to pay to recover costs, work is approved by the guys with budget and a few sprints later RTM 2.0 is released.  Sales a very low due to the pricing strategy. There are lots of clients on RTM 1.0 calling out for patches. As I keep getting Reverse Integration and Forward Integration mixed up and Bill keeps slapping my wrists I thought I should have a reminder: You still seemed to use reverse and/or forward integration in the wrong context. I would recommend reviewing your document at the end to ensure that it agrees with the common understanding of these terms merge (forward integration) from parent to child (same direction as the branch), and merge  (reverse integration) from child to parent (the reverse direction of the branch). - one of my many slaps on the wrist from Bill Heys.   As I mentioned previously we are using a single feature branching strategy in our current project. The single biggest mistake developers make is developing against the “Main” or “Trunk” line. This ultimately leads to messy code as things are added and never finished. Your only alternative is to NEVER check in unless your code is 100%, but this does not work in practice, even with a single developer. Your ADD will kick in and your half-finished code will be finished enough to pass the build and the tests. You do use builds don’t you? Sadly, this is a very common scenario and I have had people argue that branching merely adds complexity. Then again I have seen the other side of the universe ... branching  structures from he... We should somehow convince everyone that there is a happy between no-branching and too-much-branching. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   A key benefit of branching for development is to isolate changes from the stable Main branch. Branching adds sanity more than it adds complexity. We do try to stress in our guidance that it is important to justify a branch, by doing a cost benefit analysis. The primary cost is the effort to do merges and resolve conflicts. A key benefit is that you have a stable code base in Main and accept changes into Main only after they pass quality gates, etc. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft The second biggest mistake developers make is branching anything other than the WHOLE “Main” line. If you branch parts of your code and not others it gets out of sync and can make integration a nightmare. You should have your Source, Assets, Build scripts deployment scripts and dependencies inside the “Main” folder and branch the whole thing. Some departments within MSFT even go as far as to add the environments used to develop the product in there as well; although I would not recommend that unless you have a massive SQL cluster to house your source code. We tried the “add environment” back in South-Africa and while it was “phenomenal”, especially when having to switch between environments, the disk storage and processing requirements killed us. We opted for virtualization to skin this cat of keeping a ready-to-go environment handy. - Willy-Peter Schaub, VS ALM Ranger, Microsoft   I think people often think that you should have separate branches for separate environments (e.g. Dev, Test, Integration Test, QA, etc.). I prefer to think of deploying to environments (such as from Main to QA) rather than branching for QA). - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   You can read about SSW’s Rules to better Source Control for some additional information on what Source Control to use and how to use it. There are also a number of branching Anti-Patterns that should be avoided at all costs: You know you are on the wrong track if you experience one or more of the following symptoms in your development environment: Merge Paranoia—avoiding merging at all cost, usually because of a fear of the consequences. Merge Mania—spending too much time merging software assets instead of developing them. Big Bang Merge—deferring branch merging to the end of the development effort and attempting to merge all branches simultaneously. Never-Ending Merge—continuous merging activity because there is always more to merge. Wrong-Way Merge—merging a software asset version with an earlier version. Branch Mania—creating many branches for no apparent reason. Cascading Branches—branching but never merging back to the main line. Mysterious Branches—branching for no apparent reason. Temporary Branches—branching for changing reasons, so the branch becomes a permanent temporary workspace. Volatile Branches—branching with unstable software assets shared by other branches or merged into another branch. Note   Branches are volatile most of the time while they exist as independent branches. That is the point of having them. The difference is that you should not share or merge branches while they are in an unstable state. Development Freeze—stopping all development activities while branching, merging, and building new base lines. Berlin Wall—using branches to divide the development team members, instead of dividing the work they are performing. -Branching and Merging Primer by Chris Birmele - Developer Tools Technical Specialist at Microsoft Pty Ltd in Australia   In fact, this can result in a merge exercise no-one wants to be involved in, merging hundreds of thousands of change sets and trying to get a consolidated build. Again, we need to find a happy medium. - Willy-Peter Schaub on Merge Paranoia Merge conflicts are generally the result of making changes to the same file in both the target and source branch. If you create merge conflicts, you will eventually need to resolve them. Often the resolution is manual. Merging more frequently allows you to resolve these conflicts close to when they happen, making the resolution clearer. Waiting weeks or months to resolve them, the Big Bang approach, means you are more likely to resolve conflicts incorrectly. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Main line, this is where your stable code lives and where any build has known entities, always passes and has a happy test that passes as well? Many development projects consist of, a single “Main” line of source and artifacts. This is good; at least there is source control . There are however a couple of issues that need to be considered. What happens if: you and your team are working on a new set of features and the customer wants a change to his current version? you are working on two features and the customer decides to abandon one of them? you have two teams working on different feature sets and their changes start interfering with each other? I just use labels instead of branches? That's a lot of “what if’s”, but there is a simple way of preventing this. Branching… In TFS, labels are not immutable. This does not mean they are not useful. But labels do not provide a very good development isolation mechanism. Branching allows separate code sets to evolve separately (e.g. Current with hotfixes, and vNext with new development). I don’t see how labels work here. - Bill Heys, VS ALM Ranger & TFS Branching Lead, Microsoft   Figure: Creating a single feature branch means you can isolate the development work on that branch.   Its standard practice for large projects with lots of developers to use Feature branching and you can check the Branching Guidance for the latest recommendations from the Visual Studio ALM Rangers for other methods. In the diagram above you can see my recommendation for branching when using Scrum development with TFS 2010. It consists of a single Sprint branch to contain all the changes for the current sprint. The main branch has the permissions changes so contributors to the project can only Branch and Merge with “Main”. This will prevent accidental check-ins or checkouts of the “Main” line that would contaminate the code. The developers continue to develop on sprint one until the completion of the sprint. Note: In the real world, starting a new Greenfield project, this process starts at Sprint 2 as at the start of Sprint 1 you would have artifacts in version control and no need for isolation.   Figure: Once the sprint is complete the Sprint 1 code can then be merged back into the Main line. There are always good practices to follow, and one is to always do a Forward Integration from Main into Sprint 1 before you do a Reverse Integration from Sprint 1 back into Main. In this case it may seem superfluous, but this builds good muscle memory into your developer’s work ethic and means that no bad habits are learned that would interfere with additional Scrum Teams being added to the Product. The process of completing your sprint development: The Team completes their work according to their definition of done. Merge from “Main” into “Sprint1” (Forward Integration) Stabilize your code with any changes coming from other Scrum Teams working on the same product. If you have one Scrum Team this should be quick, but there may have been bug fixes in the Release branches. (we will talk about release branches later) Merge from “Sprint1” into “Main” to commit your changes. (Reverse Integration) Check-in Delete the Sprint1 branch Note: The Sprint 1 branch is no longer required as its useful life has been concluded. Check-in Done But you are not yet done with the Sprint. The goal in Scrum is to have a “potentially shippable product” at the end of every Sprint, and we do not have that yet, we only have finished code.   Figure: With Sprint 1 merged you can create a Release branch and run your final packaging and testing In 99% of all projects I have been involved in or watched, a “shippable product” only happens towards the end of the overall lifecycle, especially when sprints are short. The in-between releases are great demonstration releases, but not shippable. Perhaps it comes from my 80’s brain washing that we only ship when we reach the agreed quality and business feature bar. - Willy-Peter Schaub, VS ALM Ranger, Microsoft Although you should have been testing and packaging your code all the way through your Sprint 1 development, preferably using an automated process, you still need to test and package with stable unchanging code. This is where you do what at SSW we call a “Test Please”. This is first an internal test of the product to make sure it meets the needs of the customer and you generally use a resource external to your Team. Then a “Test Please” is conducted with the Product Owner to make sure he is happy with the output. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: If you find a deviation from the expected result you fix it on the Release branch. If during your final testing or your “Test Please” you find there are issues or bugs then you should fix them on the release branch. If you can’t fix them within the time box of your Sprint, then you will need to create a Bug and put it onto the backlog for prioritization by the Product owner. Make sure you leave plenty of time between your merge from the development branch to find and fix any problems that are uncovered. This process is commonly called Stabilization and should always be conducted once you have completed all of your User Stories and integrated all of your branches. Even once you have stabilized and released, you should not delete the release branch as you would with the Sprint branch. It has a usefulness for servicing that may extend well beyond the limited life you expect of it. Note: Don't get forced by the business into adding features into a Release branch instead that indicates the unspoken requirement is that they are asking for a product spin-off. In this case you can create a new Team Project and branch from the required Release branch to create a new Main branch for that product. And you create a whole new backlog to work from.   Figure: When the Team decides it is happy with the product you can create a RTM branch. Once you have fixed all the bugs you can, and added any you can’t to the Product Backlog, and you Team is happy with the result you can create a Release. This would consist of doing the final Build and Packaging it up ready for your Sprint Review meeting. You would then create a read-only branch that represents the code you “shipped”. This is really an Audit trail branch that is optional, but is good practice. You could use a Label, but Labels are not Auditable and if a dispute was raised by the customer you can produce a verifiable version of the source code for an independent party to check. Rare I know, but you do not want to be at the wrong end of a legal battle. Like the Release branch the RTM branch should never be deleted, or only deleted according to your companies legal policy, which in the UK is usually 7 years.   Figure: If you have made any changes in the Release you will need to merge back up to Main in order to finalise the changes. Nothing is really ever done until it is in Main. The same rules apply when merging any fixes in the Release branch back into Main and you should do a reverse merge before a forward merge, again for the muscle memory more than necessity at this stage. Your Sprint is now nearly complete, and you can have a Sprint Review meeting knowing that you have made every effort and taken every precaution to protect your customer’s investment. Note: In order to really achieve protection for both you and your client you would add Automated Builds, Automated Tests, Automated Acceptance tests, Acceptance test tracking, Unit Tests, Load tests, Web test and all the other good engineering practices that help produce reliable software.     Figure: After the Sprint Planning meeting the process begins again. Where the Sprint Review and Retrospective meetings mark the end of the Sprint, the Sprint Planning meeting marks the beginning. After you have completed your Sprint Planning and you know what you are trying to achieve in Sprint 2 you can create your new Branch to develop in. How do we handle a bug(s) in production that can’t wait? Although in Scrum the only work done should be on the backlog there should be a little buffer added to the Sprint Planning for contingencies. One of these contingencies is a bug in the current release that can’t wait for the Sprint to finish. But how do you handle that? Willy-Peter Schaub asked an excellent question on the release activities: In reality Sprint 2 starts when sprint 1 ends + weekend. Should we not cater for a possible parallelism between Sprint 2 and the release activities of sprint 1? It would introduce FI’s from main to sprint 2, I guess. Your “Figure: Merging print 2 back into Main.” covers, what I tend to believe to be reality in most cases. - Willy-Peter Schaub, VS ALM Ranger, Microsoft I agree, and if you have a single Scrum team then your resources are limited. The Scrum Team is responsible for packaging and release, so at least one run at stabilization, package and release should be included in the Sprint time box. If more are needed on the current production release during the Sprint 2 time box then resource needs to be pulled from Sprint 2. The Product Owner and the Team have four choices (in order of disruption/cost): Backlog: Add the bug to the backlog and fix it in the next Sprint Buffer Time: Use any buffer time included in the current Sprint to fix the bug quickly Make time: Remove a Story from the current Sprint that is of equal value to the time lost fixing the bug(s) and releasing. Note: The Team must agree that it can still meet the Sprint Goal. Cancel Sprint: Cancel the sprint and concentrate all resource on fixing the bug(s) Note: This can be a very costly if the current sprint has already had a lot of work completed as it will be lost. The choice will depend on the complexity and severity of the bug(s) and both the Product Owner and the Team need to agree. In this case we will go with option #2 or #3 as they are uncomplicated but severe bugs. Figure: Real world issue where a bug needs fixed in the current release. If the bug(s) is urgent enough then then your only option is to fix it in place. You can edit the release branch to find and fix the bug, hopefully creating a test so it can’t happen again. Follow the prior process and conduct an internal and customer “Test Please” before releasing. You can read about how to conduct a Test Please on our Rules to Successful Projects: Do you conduct an internal "test please" prior to releasing a version to a client?   Figure: After you have fixed the bug you need to ship again. You then need to again create an RTM branch to hold the version of the code you released in escrow.   Figure: Main is now out of sync with your Release. We now need to get these new changes back up into the Main branch. Do a reverse and then forward merge again to get the new code into Main. But what about the branch, are developers not working on Sprint 2? Does Sprint 2 now have changes that are not in Main and Main now have changes that are not in Sprint 2? Well, yes… and this is part of the hit you take doing branching. But would this scenario even have been possible without branching?   Figure: Getting the changes in Main into Sprint 2 is very important. The Team now needs to do a Forward Integration merge into their Sprint and resolve any conflicts that occur. Maybe the bug has already been fixed in Sprint 2, maybe the bug no longer exists! This needs to be identified and resolved by the developers before they continue to get further out of Sync with Main. Note: Avoid the “Big bang merge” at all costs.   Figure: Merging Sprint 2 back into Main, the Forward Integration, and R0 terminates. Sprint 2 now merges (Reverse Integration) back into Main following the procedures we have already established.   Figure: The logical conclusion. This then allows the creation of the next release. By now you should be getting the big picture and hopefully you learned something useful from this post. I know I have enjoyed writing it as I find these exploratory posts coupled with real world experience really help harden my understanding.  Branching is a tool; it is not a silver bullet. Don’t over use it, and avoid “Anti-Patterns” where possible. Although the diagram above looks complicated I hope showing you how it is formed simplifies it as much as possible.   Technorati Tags: Branching,Scrum,VS ALM,TFS 2010,VS2010

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• Going for Gold

  - by Simple-Talk Editorial Team

  There was a spring in the step of some members of our development teams here at Red Gate, on hearing that on five gold awards at 2012′s SQL Mag Community and Editors Choice Awards. And why not? It’s a nice recognition that their efforts were appreciated by many in the SQL Server community. The team at Simple-Talk don’t tend to spring, but even we felt a twinge of pride in the fact that SQL Scripts Manager received Gold for Editor’s Choice in the Best Free Tools category. The tool began life as a “Down Tools” project and is one that we’ve supported and championed in various articles on Simple-talk.com. Over a Cambridge Bitter in the Waggon and Horses, we’ve often reflected on how nice it would be to nominate our own awards. Of course, we’d have to avoid nominating Red Gate tools in each category, even the free ones, for fear of seeming biased,  but we could still award other people’s free tools, couldn’t we? So allow us to set the stage for the annual Simple-Talk Community Tool awards… Onto the platform we shuffle, to applause from the audience; Chris in immaculate tuxedo, Alice in stunning evening gown, Dave and Tony looking vaguely uncomfortable, Andrew somehow distracted, as if his mind is elsewhere. Tony strides up to the lectern, and coughs lightly…”In the free-tool category we have the three nominations, and they are…” (rustle of the envelope opening) Ola Hallengren’s SQL Server Maintenance Solution (applause) Adam Machanic’s WhoIsActive (cheers, more applause) Brent Ozar’s sp_Blitz (much clapping) “Before we declare the winner, I’d like to say a few words in recognition of a grand tradition in a SQL Server community that continues to offer its members a steady supply of excellent, free tools. It hammers home the fundamental principle that a tool should solve a single, pressing and frustrating problem, but you should only ever build your own solution to that problem if you are certain that you cannot buy it, or that someone has not already provided it free. We have only three finalists tonight, but I feel compelled to mention a few other tools that we also use and appreciate, such as Microsoft’s Logparser, Open source Curl, Microsoft’s TableDiff.exe, Performance Analysis of Logs (PAL) Tool, SQL Server Cache Manager and SQLPSX.” “And now I’ll hand over to Alice to announce the winner.” Alice strides over to the microphone, tearing open the envelope. “The winner,” she pauses for dramatic effect “… is …Ola Hallengren’s SQL Server Maintenance Solution!” Queue much applause and consumption of champagne. Did we get it wrong? What free tool would you nominate? Let us know! Cheers, Simple-Talk Editorial Team (Andrew, Alice, Chris, Dave, Tony)

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• Inside Red Gate - Project teams

  - by Simon Cooper

  Within each division in Red Gate, development effort is structured around one or more project teams; currently, each division contains 2-3 separate teams. These are self contained units responsible for a particular development project. Project team structure The typical size of a development team varies, but is normally around 4-7 people - one project manager, two developers, one or two testers, a technical author (who is responsible for the text within the application, website content, and help documentation) and a user experience designer (who designs and prototypes the UIs) . However, team sizes can vary from 3 up to 12, depending on the division and project. As an rule, all the team sits together in the same area of the office. (Again, this is my experience of what happens. I haven't worked in the DBA division, and SQL Tools might have changed completely since I moved to .NET. As I mentioned in my previous post, each division is free to structure itself as it sees fit.) Depending on the project, and the other needs in the division, the tech author and UX designer may be shared between several projects. Generally, developers and testers work on one project at a time. If the project is a simple point release, then it might not need a UX designer at all. However, if it's a brand new product, then a UX designer and tech author will be involved right from the start. Developers, testers, and the project manager will normally stay together in the same team as they work on different projects, unless there's a good reason to split or merge teams for a particular project. Technical authors and UX designers will normally go wherever they are needed in the division, depending on what each project needs at the time. In my case, I was working with more or less the same people for over 2 years, all the way through SQL Compare 7, 8, and Schema Compare for Oracle. This helped to build a great sense of camaraderie wihin the team, and helped to form and maintain a team identity. This, in turn, meant we worked very well together, and so the final result was that much better (as well as making the work more fun). How is a project started and run? The product manager within each division collates user feedback and ideas, does lots of research, throws in a few ideas from people within the company, and then comes up with a list of what the division should work on in the next few years. This is split up into projects, and after each project is greenlit (I'll be discussing this later on) it is then assigned to a project team, as and when they become available (I'm sure there's lots of discussions and meetings at this point that I'm not aware of!). From that point, it's entirely up to the project team. Just as divisions are autonomous, project teams are also given a high degree of autonomy. All the teams in Red Gate use some sort of vaguely agile methodology; most use some variations on SCRUM, some have experimented with Kanban. Some store the project progress on a whiteboard, some use our bug tracker, others use different methods. It all depends on what the team members think will work best for them to get the best result at the end. From that point, the project proceeds as you would expect; code gets written, tests pass and fail, discussions about how to resolve various problems are had and decided upon, and out pops a new product, new point release, new internal tool, or whatever the project's goal was. The project manager ensures that everyone works together without too much bloodshed and that thrown missiles are constrained to Nerf bullets, the developers write the code, the testers ensure it actually works, and the tech author and UX designer ensure that people will be able to use the final product to solve their problem (after all, developers make lousy UI designers and technical authors). Projects in Red Gate last a relatively short amount of time; most projects are less than 6 months. The longest was 18 months. This has evolved as the company has grown, and I suspect is a side effect of the type of software Red Gate produces. As an ISV, we sell packaged software; we only get revenue when customers purchase the ready-made tools. As a result, we only get a sellable piece of software right at the end of a project. Therefore, the longer the project lasts, the more time and money has to be invested by the company before we get any revenue from it, and the riskier the project becomes. This drives the average project time down. Small project teams are the core of how Red Gate produces software, and are what the whole development effort of the company is built around. In my next post, I'll be looking at the office itself, and how all 200 of us manage to fit on two floors of a small office building.

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• Reporting defects in Agile

  - by user3728779

  I am working in sprint. At the end of sprint I need to send a defect report per sprint. Considering the below scenario please let me know your views. Two teams(A & B) are working at different locations in Sprint-2 and I am a tester from Team-A and report the defects for the items developed by Team-A in each sprint Question 1. I reported few defects in Sprint-2 for the functionality developed by Team-B in previous sprint. Do I have to consider this as observation or defect and report to Team-A? 2. I reported 5 defects of Sprint-2 for the functionality developed by team-A. All the defects are fixed and closed by me in the same sprint. Before the end of sprint I observed 2 defects got reopened for some reason. Now the defect count should be 5 or 7(5+2) should be considered for this sprint? Thanks Khan

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• How to guide stakeholder(s) not to get far from the scrum vision?

  - by Saeed Neamati

  Consider this scenario: Stakeholder(s): Let's build a web application to manage user's financial data. Scrum team: Ok, let's do it. . . . After 3 sprints Stakeholder(s): Let's also implement a mailing system, so that when user's financial status is not good, (s)he would be warned. Scrum team: Ok, it's not that hard. We'll do it. . . . After 5 sprints Stakholder(s): Let's become a mailing provider. Here, how should scrum team guide stakeholder to stay inside the scope of scrum vision? Maybe a more fundamental question is, should the at all? Update: Of course there is a product owner. But by scrum team I meant PO, SM, and Team.

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• AJI Software is now a Microsoft Gold Application Lifecycle Management (ALM) Partner

  - by Jeff Julian

  Our team at AJI Software has been hard at work over the past year on certifications and projects that has allowed us to reach Gold Partner status in the Microsoft Partner Program.  We have focused on providing services that not only assist in custom software development, but process analysis and mentoring.  I definitely want to thank each one of our team members for all their work.  We are currently the only Microsoft Gold ALM Partner for a 500 mile radius around Kansas City. If you or your team is in need of assistance with Team Foundation Server, Agile Processes, Scrum Mentoring, or just a process/team assessment, please feel free to give us a call.  We also have practices focused on SharePoint, Mobile development (iOS, Android, Windows Mobile), and custom software development with .NET.  Technorati Tags: Gold Partner,ALM,Scrum,TFS,AJI Software

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• Pair programming and unit testing

  - by TheSilverBullet

  My team follows the Scrum development cycle. We have received feedback that our unit testing coverage is not very good. A team member is suggesting the addition of an external testing team to assist the core team, but I feel this will backfire in a bad way. I am thinking of suggesting pair programming approach. I have a feeling that this should help the code be more "test-worthy" and soon the team can move to test driven development! What are the potential problems that might arise out of pair programming??

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• The Birth of SSAS Compare

  - by Red Gate Software BI Tools Team

  Noemi Moreno, Red Gate Business Intelligence Specialist Software vendors – even Microsoft – tend to forget about the needs of business intelligence developers. We are a rare and rather invisible species. For example, BIDS remained in VS 2008 until SQL Server 2012. It took until this release before we got something as simple as an “undo” function. Before I joined Red Gate as a BI specialist, I worked on SQL Development. I’ll never forget the time I discovered Red Gate’s SQL Compare tool and how it reduced the task of preparing a database release from a couple of days to ten minutes. When I moved to SSAS, MDX and cubes, I became frustrated with the deployment process because I couldn’t find a tool that made Cube releases as easy as they are with SQL Compare. This became my quest. I pitched the idea to a few people in Red Gate’s regular Down Tools Week, when everyone puts down their day-to-day tasks and works on their own projects. My task was to reason with a roomful of cynical developers, hardened to the blandishments of project managers, for help to develop a tool that would compare two different SSAS databases and create the script to process only the objects that needed processing, thereby reducing release time to only a few minutes. I walked to the podium and gave them the full story of the distressed BI specialists, doomed to spend tedious hours preparing deployment scripts. A few developers recovered from their torpor to cast a languid eye at my presentation. It wasn’t enough. In a sudden impulse, I blurted out a promise to perform a flamenco dance for just the team if the tool was able to successfully compare two SSAS databases and generate a script by the end of the week. I was lucky enough that some of them believed me and jumped in: David Pond (Dev), Matt Burton (Dev), Tilman Bregler (Dev), Shobana Sekar (Test), Ruchija Raj (Test), Nick Sutherland (Product Manager) and Irma Tanovic (BI). They didn’t know that Irma and I would be away on a conference in Amsterdam and would leave them without our support. But to my surprise, they had a working tool by the time we came back – basic, and with a few bugs, but a working tool nonetheless! Seeing it compare a very basic SSAS database, detect the changes and generate the scripts was amazing! Something that normally takes half a day was done in under a minute. Since then, a few months have passed and a BI Tools team has been created at Red Gate to work full time on BI tools for BI developers, starting with SSAS Compare. How cool is that? So download the free beta and give us your feedback. And the flamenco? I still need to deliver that. Tilman reminds me every day! I need to get the full flamenco costume.

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• "Mega Menus" for SEO [duplicate]

  - by Thought Space Designs

  This question already has an answer here: How do I handle having to many links on a webpage because of my menu 4 answers I'm using the term "Mega Menus" loosely here. I'm redesigning my WordPress site (it's going to be responsive), and as part of the redesign, I was debating incorporating some sort of descriptive menu setup. For example, normal navigation drop down menus come in the form of unordered lists of links like so: <nav> <ul> <li> <a href="#">Link1</a> </li> <li> <a href="#">Link2</a> </li> <li> <a href="#">Link3</a> <ul> <li> <a href="#">Sub Link1</a> </li> <li> <a href="#">Sub Link2</a> </li> <li> <a href="#">Sub Link3</a> </li> </ul> </li> <li> <a href="#">Link4</a> </li> </ul> </nav> What I'm looking to do is build my drop down menus with more information than your standard menu. For example, I have a top level link named "Team", and under that link, I want to make a large drop down that contains head shots, headers (in the form of styled p tags) and brief (<100 words) descriptions of each team member (only 2 currently). I want to accompany this with a "Read More" link that takes you to their actual team page. This is just one example, of course, and the other top level links would also have descriptive drop downs in the same fashion. On mobile, I was planning on hiding the "mega menu", and delivering a standard unordered list of links. Here's what I was thinking for overall structure and syntax: <nav> <ul> <li> <a href="#">Home</a> </li> <li> <a href="#">About</a> </li> <li> <a href="#">Team</a> <ul> <!-- DESKTOP --> <li class="mega-menu row"> <a class="col-sm-6" href="#"> <div class="row"> <div class="col-sm-4"> <img src="#" alt="Team Member 1" /> </div> <div class="col-sm-8"> <p class="header">Team Member 1</p> <p>Short description goes here.</p> </div> </div> </a> <a class="col-sm-6" href="#"> <!-- OTHER TEAM MEMBER INFO --> </a> </li> <!-- END DESKTOP --> <!-- MOBILE --> <li> <a href="#">Team Member 1</a> </li> <li> <a href="#">Team Member 2</a> </li> <!-- END MOBILE --> </ul> </li> <li> <a href="#">Contact</a> </li> </ul> </nav> Can anybody think of any potential SEO ramifications of doing this? I'm not going to be loading these menus full of links, so it shouldn't hurt page rank, but what are the effects of having a good bit of text and maybe even forms within nav elements? Is there such a thing as overloading nav with HTML? EDIT: Here's an example of what the menu would look like rendered on desktop. I'm currently hovering the "Team" menu, but you can't see because my mouse went away when I took the screenshot. EDIT 2: This question is not a duplicate. I'm not going to have "too many" links in my menus. I'm wondering how having images and text inside of header navigation will affect my menus. Also, I don't just want "yes, this is bad" answers. Please cite your sources and be specific with reasoning.

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• what should be limit to use for IPTABLE rate limiting for a webserver

  - by Registered User

  I see on my webserver some logs as follows 203.252.157.98 - :25:02 "GET //phpmyadmin/ HTTP/1.1" 404 393 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:03 "GET //phpMyAdmin/ HTTP/1.1" 404 394 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:03 "GET //pma/ HTTP/1.1" 404 388 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:04 "GET //dbadmin/ HTTP/1.1" 404 391 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:05 "GET //myadmin/ HTTP/1.1" 404 391 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:06 "GET //phppgadmin/ HTTP/1.1" 404 394 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:06 "GET //PMA/ HTTP/1.1" 404 389 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:07 "GET //admin/ HTTP/1.1" 404 389 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :25:08 "GET //MyAdmin/ HTTP/1.1" 404 392 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :27:36 "GET //phpmyadmin/ HTTP/1.1" 404 393 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :27:42 "GET //phpMyAdmin/ HTTP/1.1" 404 394 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :27:42 "GET //pma/ HTTP/1.1" 404 388 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - :27:43 "GET //dbadmin/ HTTP/1.1" 404 391 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" 203.252.157.98 - - "GET //myadmin/ HTTP/1.1" 404 391 "-" "Made by ZmEu @ WhiteHat Team - www.whitehat.ro" and some more as follows 118.219.234.254 - - [19/Oct/2010:22:57:41 "GET /pma/scripts/setup.php HTTP/1.1" 404 399 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:41 "GET /scripts/setup.php HTTP/1.1" 404 397 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:42 "GET /sqlweb/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:42 "GET /web/phpMyAdmin/scripts/setup.php HTTP/1.1" 404 408 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:43 "GET /web/phpmyadmin/scripts/setup.php HTTP/1.1" 404 408 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:44 "GET /web/scripts/setup.php HTTP/1.1" 404 400 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:44 "GET /webadmin/scripts/setup.php HTTP/1.1" 404 403 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:45 "GET /webdb/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:22:57:45 "GET /websql/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:51 "GET /admin/phpmyadmin/scripts/setup.php HTTP/1.1" 404 407 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:52 "GET /admin/pma/scripts/setup.php HTTP/1.1" 404 404 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:52 "GET /admin/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:53 "GET /db/scripts/setup.php HTTP/1.1" 404 399 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:54 "GET /dbadmin/scripts/setup.php HTTP/1.1" 404 402 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:54 "GET /myadmin/scripts/setup.php HTTP/1.1" 404 403 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:55 "GET /mysql/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:55 "GET /mysqladmin/scripts/setup.php HTTP/1.1" 404 405 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:56 "GET /phpMyAdmin/scripts/setup.php HTTP/1.1" 404 405 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:56 "GET /phpadmin/scripts/setup.php HTTP/1.1" 404 403 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:57 "GET /phpmyadmin/scripts/setup.php HTTP/1.1" 404 404 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:57 "GET /pma/scripts/setup.php HTTP/1.1" 404 399 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:58 "GET /scripts/setup.php HTTP/1.1" 404 397 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:58 "GET /sqlweb/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:59 "GET /web/phpMyAdmin/scripts/setup.php HTTP/1.1" 404 408 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:38:59 "GET /web/phpmyadmin/scripts/setup.php HTTP/1.1" 404 408 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:39:00 "GET /web/scripts/setup.php HTTP/1.1" 404 400 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:39:01 "GET /webadmin/scripts/setup.php HTTP/1.1" 404 403 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:39:01 "GET /webdb/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" 118.219.234.254 - - [19/Oct/2010:05:39:02 "GET /websql/scripts/setup.php HTTP/1.1" 404 401 "-" "Mozilla/4.0 (compatible; MSIE 6.0; Windows 98)" I have 2 questions 1) When such an attack happens on my site then while such scanning is going on how do I detect it? (In a very less time) 2)I have decided to rate limit the IPTABLES so as to reduce such DOS attacks by some script kiddies (to scan for vulnerabilities in phpmyadmin or some other script) to some extent.So how much should it be limited so that genuine users do not get kicked out.What is the best practise for question 2?

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• Test Case Design and Responsibility

  - by Sakamoto Kazuma

  So it seems like a lot of people are playing the blame game around where I work, and it brings up an interesting question. Knowns: Requirements team writes requirements for product. Developers create their own unit tests out of requirements. Testing team creates their general tests out of requirements and past customer issues. Product released if and only if X% of testcases from Testing team passes Customer response team gets bugs from the field, and lets the testing team know about these issues. Question: If the customer ends up filing a lot of defects, who is to blame? Is it the Testing team for not covering those? Or is it the requirements team for not writing better requirements? And how does one improve upon the system?

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• TFS 2010 Sharepoint Web Part error

  - by Shane

  I downloaded: Microsoft® Visual Studio® 2010 and Team Foundation Server® 2010 Beta 2 for Microsoft® Virtual PC 2007 SP1 Image When I go into the default installation of TFS project site in Sharepoint ( http://vs2010beta2/sites/DefaultCollection/IBuySpy/Dashboards/ProjectDashboard_wss.aspx ) I get this error on the webparts. There are no accessible team projects in this Team Project Collection. Contact your Team Foundation Server administrator. In the Team Server Admin Console - Team Project Collection - Team Projects tab the projects are there. This is the default installation. Any suggestions???

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• Leave approval hierarchy in openERP

  - by Miraj Baldha

  I am new to openERP and facing issues with HR module. I have this structure Project Manager-Team Leader-Developer Team Leader is a manager of developer Project Manager is manager of Team Leader. So, if developer asks for leave then first leave request should be sent to Team Leader (mail notification to Team Leader and Project Manager) and once TL approves Leave then automaitically request sent to Project Manager for second level approval. With openERP 6.1, there is no possibility to approve leave by Team Leader unless and until Team Leader is specified as a HR manager which is inappropriate. Anybody have any solution then let me know. Thanx..

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• Overwrite queryset which builds filter sidebar

  - by cw

  Hi, I'm writing a hockey database/manager. So I have the following models: class Team(models.Model): name = models.CharField(max_length=60) class Game(models.Model): home_team = models.ForeignKey(Team,related_name='home_team') away_team = models.ForeignKey(Team,related_name='away_team') class SeasonStats(models.Model): team = models.ForeignKey(Team) Ok, so my problem is the following. There are a lot of teams, but Stats are just managed for my Club. So if I use "list_display" in the admin backend, I'd like to modify/overwrite the queryset which builds the sidebar for filtering, to just display our home teams as a filter option. Is this somehow possible in Django? I already made a custom form like this class SeasonPlayerStatsAdminForm(forms.ModelForm): team = forms.ModelChoiceField(Team.objects.filter(club__home=True)) So now just the filtering is missing. Any ideas?

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• Prioritizing Product Features

  - by Robert May

  A very common task in Agile Environments is prioritization.  Teams that are functioning well will prioritize new features, old features, the backlog, and any other source of stories for the team, and they’ll do it regularly. Not all teams are good at prioritizing according to the real return on investment that building stories will yield to the company.  This is unfortunate.  Too often, teams end up building features that are less valuable, and everyone seems to know it except perhaps the product owner!  Most features built into software are never even used.  Clearly, not much return for features that go unused. So how does a company avoid building features that add little value to the company?  This is a tough question to answer, but usually, this prioritization starts at the top with the executives of the company.  After all, they’re responsible for the overall vision of the company. Here’s what I recommend: Know your market. Know your customers and users. Know where you’re going and what you want to achieve. Implement the Vision Know Your Market We often see companies that don’t know their market.  Personally, I’m surprised by this.  These companies don’t know who their competitors are, don’t know what features make their product desirable in the market, and in many cases, get by with saying, “I’ve been doing this for XX years.  I know what the market wants!”  In many cases, they equate “marketing” with “advertising” and don’t understand the difference. This is almost never true.  Good companies will spend significant amounts of time and money finding out who they’re competing against and what makes their competitors successful in the marketplace.  Good companies understand that marketing involves more than just advertising.  Often, marketing is mostly research and analysis, not sales.  Until you understand your market, you cannot know what features will give you the best return on your investment dollar. Good companies have a marketing department and can answer the next important step which is to know your customers and your users. Know your Customers and Users First, note that I included both customers and users.  They’re often not the same thing.  Users use the product that you build.  Customers buy the product that you build.  It’s a subtle difference, but too often, I’ve seen companies that focus exclusively on one or the other and are not successful simply because they ignore an important part of the group. If your company is doing appropriate marketing, you know that these are two different aspects of your product and that both deserve attention to have a product that is successful in your target market.  Your marketing department should be spending a lot of time understanding these personas and then conveying that information to the company. I’m always surprised when development teams think that they can build a product that people want to use without understanding the users of that product.  Developers think differently than most people in the world.  They know what the computer is doing.  The computer isn’t magic to them.  So when they assume that they know how to build something, they bring with them quite a bit of baggage.  Never assume that you know your customer unless you’re regularly having interaction with them.  Also, don’t just leave this to Marketing or Product Management.  Take them time to get your developers out with the customers as well.  Developers are very smart people, and often, seeing how someone uses their software inspires them to make a much better product. Very often, because the users and customers aren’t know, teams will spend a significant amount of time building apps that are super flexible and configurable so that any possible combination of feature can be used.  This demonstrates a clear lack of understanding of the customer.  Most configuration questions can quickly be answered by talking to the customer.  In most cases, if your software requires significant setup and configuration before its usable, you probably don’t know your customers and users very well. Until you know your customers, you cannot know what features will be most valuable to your customers and you cannot build those features in a way that your customers can use. Know Where You’re Going and What You Want to Achieve Many companies suffer from not having a plan.  Executives will tell the team to make them a plan.  The team, not knowing their market and customers and users, will come up with a plan that doesn’t reflect reality and doesn’t consider ROI.  Management then wonders why the product is doing poorly in the market place. Instead of leaving this up to the teams, as executives, work with Marketing to understand what broad categories of features will sell the most product in the marketplace.  Then, once you’ve determined that, give this vision to the team and let them run with it.  Revise the vision as needed, but avoid changing streams frequently.  Sure, sometimes you need to, but often, executives will change priorities many times a month, leading to nothing more than confusion.  If the team has a vision, they’ll be able to execute that vision far better than they could otherwise. By knowing what products are most important, you can set budgetary goals and guidelines that will help you achieve the vision that was created. Implement the Vision Creating the vision is often where the general executives stop participating in the plan.  The team is responsible for implementing that vision.  Executives should attend showcases and and should remain aware of the progress that the team is making towards meeting the vision, however. Once a broad vision has been created, the team should break that vision down into minimal market features (MMF).  These MMFs should be sized using story points so that, using the team’s velocity, an estimated cost can be determined for each feature.  The product management team should then try to quantify the relative value of the MMFs based on customer feedback and interviews.  Once the value and cost of creating the feature is understood, a return on investment can be calculated.  The features should then be prioritized with the MMF’s that have the highest value and lowest cost rising to the top of features to implement.  Don’t let politics get in the way! Once the MMF’s have been prioritized, they should go through release planning to schedule them for implementation. Conclusion By having a good grasp on the strategy of the company, your Agile teams can be much more effective.  Each and every story the team is implementing will roll up into features that matter to the company and provide ROI to them.  The steps outlined in this post should be repeated on a regular basis.  I recommend reviewing them at least once per quarter to make sure that the vision hasn’t shifted and that the teams are still working on what matters most to the company. Technorati Tags: Agile,Product Owner,ROI

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• Microsoft Channel 9 Interviews Mei Liang to Introduce Sample Browser Extension for Visual Studio 2012 and 2010

  - by Jialiang

  This morning, Microsoft Channel 9 interviewed Mei Liang - Group Manager of Microsoft All-In-One Code Framework - to introduce the newest Sample Browser extension for Visual Studio 2012 &2010.   This extension provides a way for developers to search and download more than 4500 code samples from within Visual Studio, including over 700 Windows 8 samples and more than 1000 All-In-One Code Framework customer-driven code samples. Mei shows us not only the extension, but also the standalone version of the Sample Browser.   http://channel9.msdn.com/Shows/Visual-Studio-Toolbox/Sample-Browser-Visual-Studio-Extension   Microsoft All-In-One Code Framework, working in close partnership with the Visual Studio product team and MSDN Samples Gallery, developed the Sample Browser extension for both Visual Studio 2012 and Visual Studio 2010.  As an effort to evolve the code sample use experience and improve developers' productivity, the Sample Browser allows programmers to search, download and open over 4500 code samples from within Visual Studio with just a few simple clicks.  If no existing code sample can meet the needs, developers can even request a code sample easily from Microsoft thanks to the free “Sample Request Service” offered by Microsoft All-In-One Code Framework.  Through innovations, the teams hope to put the power of tens of thousands of code samples at developers’ fingertips. In short 3 months, the Sample Browser Visual Studio Extension has been installed by 100K global users.  It is also selected as one of the six most highly regarded and commonly used tools for Visual Studio that will make your programming experience feel like never before.   Got to love the All-In-One Code Framework team! You guys know this is THE go to source for code samples. Get this extension and you'll never need to leave VS2012 (well except for bathroom trips, but that's TMI anyway... ;) Read More... From: Greg Duncan (Author of CoolThingOfTheDay) 9/6/2011 12:00 AM The one software design pattern that I have used in just about every application I’ve written is “cut-and-paste,” so the new “Sample Browser” – read sample as a noun not an adjective – is a great boon to my productivity. Read More... From: Jim O'Neil (Microsoft Developer Evangelist) 9/28/2011 12:00 AM Install: http://aka.ms/samplebrowservsx Microsoft All-In-One Code Framework also offers the standalone version of Sample Browser.   The standalone version is particularly useful to Visual Studio Express edition or Visual Studio 2008 users, who cannot install the Sample Browser Visual Studio extension.   From Grassroots’ Passion for Developers to the Innovation of Sample Browser This Sample Browser has come a very long way improving the code sample use experience.  The history can be traced back to a grass-root innovation three years ago.   In early 2009, a few MSDN forum support engineers observed that lots of developers were struggling to work in Visual Studio without adequate code samples. Programming tasks seem harder than they should be when you only read through the documentation.  Just a couple of lines of sample code could answer a lot of questions.   They had a brilliant idea: What if we produce code samples based on developers’ frequently asked programming tasks in forums, social networks and support incidents, and then aggregate all our sample code in a one-stop library to benefit developers?  And what if developers can request code samples directly from Microsoft, free of charge?  This small group of grassroots at Microsoft devoted their nights and weekends to prototyping such a customer-driven code sample library.  This simple idea eventually turned into “Microsoft All-In-One Code Framework”, aka. OneCode.  With the support from more and more passionate developers at Microsoft and the leaders in the Community and Online Support team and Microsoft Commercial Technical Services (CTS), the idea has become a continually growing library with over 1000 customer-driven code samples covering almost all Microsoft development technologies.  These code samples originated from developers’ common pains and needs should be able to help many developers.  However, if developers cannot easily discover the code samples, the effort would still be in vain.  So in early 2010, the team started the idea of Sample Browser to ease the discovery and access of these samples.  In just two months, the first version of Sample Browser was finished and released by a passionate developer.  It was a very simple application, only supporting the basic sample offline search.  Users had to download the whole 100MB sample package containing all samples first, and run the Sample Browser to search locally.   Though developers could not search and download samples on-demand, this simple application laid a solid foundation for the team’s continuous innovations of Sample Browsing experience. In 2011, MSDN Samples Gallery had a big refresh.  The online sample experience was brought to a new level thanks to its PM Steven Wilssens and the gallery team’s effort.  Microsoft All-In-One Code Framework Team saw the opportunity to realize the “on-demand” sample search and download feature with the new gallery.  The two teams formed a strong partnership to upload all the customer-driven code samples to MSDN Samples Gallery, and released the new version of Sample Browser to support “on-demand” sample downloading in April, 2011.  Mei Liang, the Group Manager of Microsoft All-In-One Code Framework, was interviewed by Channel 9 to demo the Sample Browser.  Customers love the effort and the innovation!!  This can be clearly seen from the user comments in the publishing page.   It was very encouraging to the team of All-In-One Code Framework. The team continues innovating and evolving the Sample Browser.  They found the Visual Studio product team this time, and integrated the Sample Browsing experience into the latest Visual Studio 2012.  The newly released Sample Browser Visual Studio extension makes good use of Visual Studio 2012 IDE such as the new Quick Launch bar, the code editor, the toolbar and menus to offer easy access to thousands of code samples from within the development environment.   The Visual Studio Senior Program Manager Lead - Anthony Cangialosi, the Program Manager - Murali Krishna Hosabettu Kamalesha, the MSDN Samples Gallery PM – Steven Wilssens, and the Visual Studio Senior Escalation Engineer - Ed Dore shared lots of insightful suggestions with the team.  Thanks to the brilliant cross-group collaboration inside Microsoft, tens of new features including “Local Language Support” and “Favorite Samples”, as well as a face-lifted user interface, were added to further enhance the user experience. Since the new Sample Browser Visual Studio extension was released, it has received over 100 thousand downloads and five-star ratings.  A customer told the team that he officially falls in LOVE with Microsoft All-In-One Code Framework.   The Sample Browser Innovation for Developers Never Stops! The teams would never stop improving the Sample Browser for developers’ easier lives.   The Microsoft All-In-One Code Framework, Visual Studio and MSDN Samples Gallery teams are working closely to develop the next version of Sample Browser.  Here are the key functions in development or in discussion.  We hope to learn your feedback of the effort.  You can submit your suggestions to the official Visual Studio UserVoice site.  We look forward to hearing from you! 1) Offline Sample Search This is one of the top feature requests that we have received for Sample Browser.   The Sample Browser will support the offline search mode so that developers can search downloaded code samples when they do not have internet access.  This is particularly useful to developers in Enterprises with strict proxy settings. 2) Code Snippet Support and Visual Studio Editor Integration Today, the Sample Browser supports downloading and opening sample project.   However, when developers are searching for code samples, a better user experience would be to see the code snippets in the search result first.  Developers can quickly decide if the code snippet is relevant.   They can also drag and drop the code snippet into the Visual Studio Editor to solve some simple programming tasks.  If developers want to learn more about the sample, they can then choose to download the sample project and open it in Visual Studio. 3) Enterprise Sample Sharing and Searching Large enterprises have many code samples for their own internal tools and APIs that are not appropriate to be shared publicly in MSDN Samples Gallery.   In that case, today’s Sample Browser and MSDN Samples Gallery cannot help these Enterprise developers.  The idea is to create a Code Sample Repository in TFS, and provide an additional Visual Studio extension for Enterprise developers to quickly share code samples to TFS.  The Sample Browser can be configured to connect to the TFS Code Sample Repository to search for and download code samples.  This would potentially enable the Enterprise developers to be more productive. 4) Windows Store Sample Browser With the upcoming release of Windows RT and Microsoft Surface, developers are facing a completely new world of application platform.   Not like laptop, people would often use Microsoft Surface in commute and in travel.  Internet may not be available.  Today’s Visual Studio cannot be installed and run on Windows RT, however, our enthusiastic developers would hope to spend every minute on code.  They love code!   The idea is to create a Windows Store version of Sample Browser. Search and download samples from the online Samples Gallery when the user has internet access. Browse the sample code files and learn the sample documentation of downloaded samples with or without internet access.   In addition to the "browse” function, the Sample Browser could further support “bookmark”, “learning notes”, “code review”, and “quick social sharing". Make full use of the new touch and Windows Store App UI to give developers a new “relaxing” code browsing and learning experience, anytime, anywhere. With Windows Store Sample Browser, developers can enjoy A new relaxing and enjoyable experience for developers to learn code samples You do not have to sit in front of desk and formally open Visual Studio to read code samples.  Many developers get sub-health due to staying in front of desk for a very long time.  With Windows RT, Microsoft Surface and this Windows Store Sample Browser combining with the online MSDN Samples Gallery, developers can sit in a sofa, relaxingly hold the tablet and enjoy to learn their beloved sample code with detailed documentation. Anytime, anywhere Whether you have internet access or not, whether you are at home, in office, or in commute/airplane, developers can always easily access and browse the sample code. Lightweight and fast Particularly for learning a small sample project, the Windows Store Sample Browser would be more lightweight and faster to open and browse the sample code. Please submit your feedback and suggestion to Visual Studio UserVoice.  We look forward to hearing from you and deliver a better and better sample use experience.  Happy Coding!   Special Thanks to People working behind the latest release of Sample Browser Visual Studio Extension and the great partnerships!

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• TDD/Tests too much an overhead/maintenance burden?

  - by MeshMan

  So you've heard it many times from those who do not truly understand the values of testing. Just to start things out, I'm a follower of Agile and Testing... I recently had a discussion about performing TDD on a product re-write where the current team does not practice unit testing on any level, and probably have never heard of the dependency injection technique or test patterns/design etc (we won't even get on to clean code). Now, I am fully responsible for the rewrite of this product and I'm told that attempting it in the fashion of TDD, will merely make it a maintenance nightmare and impossible for the team maintain. Furthermore, as it's a front-end application (not web-based), adding tests is pointless, as the business drive changes (by changes they mean improvements of course), the tests will become out of date, other developers who come on to the project in the future will not maintain them and become more of a burden for them to fix etc. I can understand that TDD in a team that does not currently hold any testing experience doesn't sound good, but my argument in this case is that I can teach my practice to those around me, but further more, I know that TDD makes BETTER software. Even if I was to produce the software using TDD, and throw all the tests away on handing it over to a maintenance team, it surely would be a better approach than not using TDD at all from the start? I've been shot down as I've mentioned doing TDD on most projects for a team that have never heard of it. The thought of "interfaces" and strange looking DI constructors scares them off... Can anyone please help me in what is normally a very short conversation of trying to sell TDD and my approach to people? I usually have a very short window of argument before falling at the knees to the company/team.

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• Updating Banshee to 2.4

  - by Lucasguy11

  I have banshee 2.2.1 with Ubuntu 11.10 I have been trying to update banshee to 2.4 (released yesterday) but it just isnt working, I have been using sudo add-apt-repository ppa:banshee-team/ppa in terminal, from the Banshee.fm website. but after running through terminal it says this: sudo add-apt-repository ppa:banshee-team/ppa You are about to add the following PPA to your system: PPA for Banshee Team This PPA contains the latest stable debs of Banshee for Ubuntu. To install Banshee, you must first enable the PPA on your system: 1. Open Software Sources (System->Administration->Software Sources) 2. Navigate to the "Third Party Sources" tab. 3. Click "Add" 4. Enter the APT line below that corresponds to your Ubuntu version that starts with "deb". 5. Click "Add Source" 6. Click "Close" 7. It will prompt you to reload your software cache. Click "Reload". 8. Now install the package "banshee" from Synaptic, or using the command below: sudo apt-get install banshee For those who wish to compile from trunk, add the deb-src line and then run "sudo apt-get build-dep" to install all required dependencies before starting to compile. Unstable (version which have odd minor version numbers) debs of Banshee can be found here: https://launchpad.net/~banshee-team/+archive/banshee-unstable More info: https://launchpad.net/~banshee-team/+archive/ppa Press [ENTER] to continue or ctrl-c to cancel adding it Executing: gpg --ignore-time-conflict --no-options --no-default-keyring --secret-keyring /tmp/tmp.OPAjxemDQr --trustdb-name /etc/apt/trustdb.gpg --keyring /etc/apt/trusted.gpg --primary-keyring /etc/apt/trusted.gpg --keyserver hkp://keyserver.ubuntu.com:80/ --recv 9D2C2E0A3C88DD807EC787D74874D3686E80C6B7 gpg: requesting key 6E80C6B7 from hkp server keyserver.ubuntu.com gpg: key 6E80C6B7: "Launchpad PPA for Banshee Team" not changed gpg: Total number processed: 1 gpg: unchanged: 1 I believe I have the ppa but, im not sure. I need a step by step process to get this, ive been trying to figure it out for quite a while now...

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• Unable to decide weather to continue or quit and start a new carrier

  - by latif mohammad khan

  I am working in a small company. I have joined here for java developer ,but they told as i am fresher so work as Android developer . Then i asked one of my lecturer about Android developement.then he replied why going for mobile developement which is not standard(as nokia's symbain lost , mobile os changes quickly ) its better to get job as Java Developer. By listening his words i was bit not satisfied with my job and thought of leaving Job and search as java developer. But i dont have much confidence to search a job at that time(because i got job after 1 and half years after i passed out), i have decided to work as android developer(as learning new technology and practice java at home). On the first day they introduced me to team leads and they assigned under him. After few days i came to know that my team lead is having only 1 year experience. He(my team lead) joined here as a fresher and done r&d now is my Team lead. If i ask any doubt to him , he just search in internet and reply's my question (some times he explains wrongly) i correct it by myself by searching in net.In my company they don't use latest technologies,they dont follow any design patterns because they dont know them. They provide me very less pay and more work, i dont bother about pay because i am fresher but i bother about work which is not use(I feel like that because they dont use latest technologies,no design patterns,no proper team lead) What i thought was to learn from the company, Team leads how the project done. But there I feel like, i am wasting my time.If i go for another interview in future they ask latest technologies. Now i dont know what to do weather to quit the job and learn another language which have good demand like sap abap or to continue here. please provide me advice Thanks.

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• Sangam 13: Hyderabad, India

  - by mvaughan

  by Teena Singh, Oracle Applications User Experience The AIOUG (All India Oracle User Group) will be hosting Sangam 13 November 8th and 9th in Hyderabad, India. The first Sangam conference was in 2009 and the AppsUX team has been involved with the conference and user group membership since 2011. We are excited to be returning to the conference and meeting Oracle end users there. For the first time at Sangam the AppsUX team will host an Onsite Usability Lab at the conference. If you or one of your team members is attending the conference and interested in attending a pre-scheduled one on one usability session, contact [email protected]. In addition to pre-scheduled sessions in the Onsite Usability Lab, our team will also be hosting Walk In studies.  Whether you have 5 minutes, 15 minutes, or half an hour, you can experience a one on one demo learn more about how user testing is conducted with a UX expert. Additionally, you can learn how you and your company can participate in future design and user research activities. The AppsUX team will also be available at the Oracle booth in the Demo area if you want to ask questions. Finally, you can learn how simplicity, consistency, and emerging trends are driving the applications user experience strategy at Oracle when you attend Thomas Wolfmaier's (Director of SCM User Experience, Oracle) presentation on: Applications User Experiences In the Cloud: Trends and Strategy,  November 8th, 2013. For further information on our team’s involvement in the conference, please refer to the events page on Usable Apps here.

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• What are some good seminar topics that can be used to improve designer&developer communication?

  - by tactoth

  Hello guys the thing I'll tell is what happens in the company I work for but I know it's more like a common issue in software companies. I'm development team leader in a internet service company that provides service that's very similar to dropbox. In our company we have mainly two divisions: the tech division and the designers division, both have their own reporting hierarchy. Designers focus on designing UI and prioritizing features, while developers focus on implement designers' ideas (more like being driven as our big boss has said). Then here comes our issue: the DEV team and DES team communicate very bad. DEV complain DES for these reasons: Too frequent changing of requirements Too complicated interaction (our DEV team has actually learned many HCI principles) Documents for design are incomplete, usually you just get 'design principles' and it's up to DEV to complete design details. When you find design defects, you ask DES team to resolve them, then DES team quickly change the principles and you gonna spend another several weeks because the change is so fundamental. While DES complain DEV for these reasons: Code architecture is not good enough to adapt to changing requirements (Obviously DES knows something about software development) Product design is about principles, not details. DEV fails to realize this. Communication should be quick and should be mainly oral. Trying to make most feature discussion in document for reference is too overloaded and doesn't make sense. As you can see, DEV and DES have different ideas on product design, and encourages very different practice. We have this difference because of the way we work. So our solution is that we should plan some seminars to make each part more aware of the way the other part work. Then my question is, what are some good topics for such seminars? Guessing some people may not think seminars can solve this problem, please also suggest your solution.

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• Leadership Tip&ndash;Vent Up!

  - by D'Arcy Lussier

  Leadership is difficult, for many reasons. One of those reasons is that we not only need to keep ourselves motivated when difficult or challenging times come, but we also need to motivate our teams and keep them focussed on the tasks at hand regardless of the mortars being rained down around them. Inexperienced (and experienced) leaders can fall into the “me-too” mentality – that is, the leader sees themselves as part of the team member instead of the leader of the team. Once a leader changes the teams view that he/she is a peer and not the leader, dynamics can change on the team. One of the biggest dangers is that the leader starts sharing frustrations, fears, concerns, etc. with the team that they’re supposed to be leading on to victory. This can destroy a team’s morale and productivity. One simple thing you can do to counter this is remember this rule when it comes to venting: Vent Up! Don’t vent sideways or down, vent up. Vent to the people above you – they’re the ones that tend to have the power to actually change things anyway. You as a leader stay healthy by getting your frustrations and concerns off your chest, your team is still insulated from it, and your superiors are aware of issues that need to be addressed or can coach you through the obstacles. D

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