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  • Are there references discussing the use parallel programming as a development methodology? [closed]

    - by ahsteele
    I work on a team which employs many of the extreme programming practices. We've gone to great lengths to utilize paired programming as much as possible. Unfortunately the practice sometimes breaks down and becomes ineffective. In looking for ways to tweak our process I came across two articles describing parallel pair programming: Parallel Pair Programming Death of paired programming. Its 2008 move on to parallel pairing While these are good resources I wanted to read a bit more on the topic. As you can imagine Googling for variations on parallel pair programming nets mostly results which relate to parallel programming. What I'm after is additional discussion on the topic of parallel pair programming. Do additional references exist that my Google-fu is unable to discern? Has anyone used the practice and care to share here (thus creating a reference)?

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  • Mobile: Physics and movement actions

    - by meganegora
    I've been using spritekit for a while for a few small games. One thing I've noticed is that spritekit is the first game framework I've used that allows me to apply move actions to physics bodies. (without anything screwing up at least.) Are there any cross platform game frameworks I can use that allow move actions on physics bodies? Not impulses. I've used cocos2d in the past and when I tried ccmoveby on physics bodies the simulation would get totally confused. I rather not use cocos2d anyway. I'm asking because I want to make cross platform games and spritekit is iOS only.

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  • How do you track existing requirements over time?

    - by CaptainAwesomePants
    I'm a software engineer working on a complex, ongoing website. It has a lot of moving parts and a small team of UI designers and business folks adding new features and tweaking old ones. Over the last year or so, we've added hundreds of interesting little edge cases. Planning, implementing, and testing them is not a problem. The problem comes later, when we want to refactor or add another new feature. Nobody remembers half of the old features and edge cases from a year ago. When we want to add a new change, we notice that code does all sorts of things in there, and we're not entirely sure which things are intentional requirements and which are meaningless side effects. Did someone last year request that the login token was supposed to only be valid for 30 minutes, or did some programmers just pick a sensible default? Can we change it? Back when the product was first envisioned, we created some documentation describing how the site worked. Since then we created a few additional documents describing new features, but nobody ever goes back and updates those documents when new features are requested, so the only authoritative documentation is the code itself. But the code provides no justification, no reason for its actions: only the how, never the why. What do other long-running teams do to keep track of what the requirements were and why?

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  • What happens between sprints?

    - by Steve Bennett
    I'm working on a project loosely following the scrum model. We're doing two week sprints. Something I'm not clear on (and don't have a book to consult) is exactly what is supposed to happen between sprints: there should be some "wrap" process, where the product gets built and delivered, but: how long does this typically take? should the whole team be involved? does it strictly have to finish before developers start working on the next sprint items? is this when code review and testing take place? There are three developers, adding up to about 1 FTE. So the sprints are indeed very short.

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  • Planning Poker and wordy developers

    - by Pomario
    My team is composed of 4 developers; all seasoned and skilled. One of them is a wordy, well intended chap who insists on defining the technical solution to our stories before we put down our estimates with Planning Poker. He refuses to estimate if he doesn't have a rough idea of the agreed technical solution (which sounds reasonable, right?). The problem is that our estimating sessions are taking forever to finish!! In your experience, how do you deal with this kind of personality when playing the planning poker?

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  • How to implement Scrum in a company with three similar web-based products

    - by user1909034
    I am somewhat familiar with the concepts and benefits of Scrum. With that in mind, I am trying to improve the failing Scrum product management structure of a company I'm now working for that has three separate B2C products, catering to the same demographic and accessible on the same website. Each product has a product owner and a unique development team (5 - 9 people in each) behind it. Given that the target audiences are similar (not sure if it should matter) and the 3 web products are similar in nature, what are the potential benefits/risks associated with merging the teams and having just one product owner/scrum master/dev team? Some questions that come to mind are: does it make sense to have 3 product owners and three distinct backlogs if your website has three distinct products? Also, if you only have one product owner, what is the best metric off which to choose who that will be?

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  • What to do when there are no logical user stories but separate development tasks?

    - by Alex. S.
    We need to generate a release in 3 weeks, and for the planning we are doing today we don't have coherent logical user stories from the backlog tasks. Is valid to match say each development task is equivalent to an user story? Methodologically what is the correct way of handling this?, because anyway we are going to have standup meetings and we are going to control the progress of the project against those development tasks. For example, we have things like: . Adapt ETL to process numeric lists . Adjust licensing component . Remove DTC and so on. So, for the planning poker and iteration planning is valid to use those tasks? if not, what is the alternative?

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  • Which java game engine is better? [closed]

    - by user1276078
    I'm new to mobile game development and I have a number of questions to ask. So if you could please answer them, it would be highly appreciated The game I'm trying to release is a 2D arcade game. My intention is to release it on both the iOS platform and the Android platform. My best language is Java, so I would like to use a game engine where I can code with that. Which game engine is the best to accomplish all of this? I know that to make an iOS game with Xcode you need to use a Mac. My question is, do you still need a Mac if you're making a game for iOS without Xcode (like with OpenGL or something Thank you in advance

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  • MSDN Simulcast Event: ASP.NET Web Platform Firestarter!

    Join your Microsoft Developer Evangelists on December 9 for this free event that will get you up to speed with Microsoft ASP.NET web development, going from zero to sixty in one day! By the end of the day, you’ll be familiar with latest advances and have a solid understanding of ASP.NET web development options. See our webcasts page for more information on this and other updcoming events, or download on-demand sessions.

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  • Cross-Platform Automated Mobile Application UI Testing

    - by thetaspark
    My dissertation is about developing a tool for testing mobile applications from the GUI. Primary device is Android, but it should support Blackberry or iOs etc. I found some frameworks using Google, e.g MonkeyTalk. I am not so sure, but what I want to develop might be a mini MonkeyTalk, with minimal functionality, focused on the GUI of the application(s) to be tested. My questions: What framework(s)? I am good with Java. Can I use the xUnit family for this, and how? What should I be reading/studying? Any suggestions, links for tutorials, documentations, howtos, etc., would be very helpful. Thanks in advance.

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  • How can my team avoid frequent errors after refactoring?

    - by SDD64
    to give you a little background: I work for a company with roughly twelve Ruby on Rails developers (+/- interns). Remote work is common. Our product is made out of two parts: a rather fat core, and thin up to big customer projects built upon it. Customer projects usually expand the core. Overwriting of key features does not happen. I might add that the core has some rather bad parts that are in urgent need of refactorings. There are specs, but mostly for the customer projects. The worst part of the core are untested (as it should be...). The developers are split into two teams, working with one or two PO for each sprint. Usually, one customer project is strictly associated with one of the teams and POs. Now our problem: Rather frequently, we break each others stuff. Some one from Team A expands or refactors the core feature Y, causing unexpected errors for one of Team B's customer projects. Mostly, the changes are not announced over the teams, so the bugs hit almost always unexpected. Team B, including the PO, thought about feature Y to be stable and did not test it before releasing, unaware of the changes. How to get rid of those problems? What kind of 'announcement technique' can you recommend me?

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  • What's the difference between AppMobi and PhoneGap?

    - by Ajmal
    I am new to the cross platform application development. I came across the very similar cross platform frameworks AppMobi and PhoneGaP. I found the basic difference between appmobi and phonegap is appMobi offers a complete cloud-based development system that includes a the XDK development tool. ie It's possible to develop Apple apps without owning a Mac using appMobi. I want to know Is there any differences between apk/ipa created using Appmobi and apk/ipa created using PhoneGap? Is there any difference in native features that can be used ? Also other differences between these two.

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  • In a team practicing Domain Driven Design, should the whole team participate in Stakeholder meetings?

    - by thirdy
    In my experience, a Software Development Team that comprises: 1 Project Manager 1 Tech Lead 1 - 2 Senior Dev 2 - 3 Junior Dev (Fresh grad) Only the Tech Lead & PM (and/or Senor Dev/s) will participate in a meeting with Clients, Domain Experts, Client's technical resource. I can think of the ff potential pitfalls: Important info gets lost Human error (TL/PM might forgot to disseminate info due to pressure or plain human error) Non-verbal info (maybe a presentation using a diagram presented by Domain Expert) Maintaining Ubiquitous language is harder to build since not all team members get to hear the non-dev persons Potential of creative minds are not fully realized (Personally, I am more motivated to think/explore when I am involved with these important meetings) Advantages of this approach: Only one point of contact Less time spent on meetings? Honestly, I am biased & against this approach. I would like to hear your opinions. Is this how you do it in your team? Thanks in advance!

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  • Why is there a 20 and not 21 in some versions of Planning Poker?

    - by SuffixTreeMonkey
    In Planning Poker, cards usually contain numbers of the Fibonacci sequence, which is 0,1,1,2,3,5,8,13,21,34,55 etc. However, you can see on the Wikipedia page (and this has been confirmed to me by people that work at several positions where Planning Poker is applied) in some editions the cards stray away from Fibonacci sequence after 13. They lower 21 to 20 and then continue with 40 and 100. Is there some rationale on why these values have been changed, specifically 21 to 20? (Also note that some other cards are added, such as ? and 1/2, but these are easier for me to understand, compared to the 21 - 20 shift.)

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  • Many user stories share the same technical tasks: what to do?

    - by d3prok
    A little introduction to my case: As part of a bigger product, my team is asked to realize a small IDE for a DSL. The user of this product will be able to make function calls in the code and we are also asked to provide some useful function libraries. The team, together with the PO, put on the wall a certain number of user stories regarding the various libraries for the IDE user. When estimating the first of those stories, the team decided that the function call mechanism would have been an engaging but not completely obvious task, so the estimate for that user story raised up from a simple 3 to a more dangerous 5. Coming to the problem: The team then moved to the user stories regarding the other libraries, actually 10 stories, and added those 2 points of "function call mechanism" thing to each of those user story. This immediately raised up the total points for the product of 20 points! Everyone in the team knows that each user story could be picked up by the PO for the next iteration at any time, so we shouldn't isolate that part in one user story, but those 20 points feel so awfully unrealistic! I've proposed a solution, but I'm absolutely not satisfied: We created a "Design story" and put those annoying 2 points over it. However when we came to realize and demonstrate it to our customers, we were unable to show something really valuable for them about that story! Here the problem is whether we should ignore the principle of having isolated user stories (without any dependency between them). What would you do, or even better what have you done, in situations like this? (a small foot-note: following a suggestion I've moved this question from stackoverflow)

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  • What methods of requirements elicitation are suitable when I do not have direct access to the user base?

    - by metadice
    I am working on an application to create invoices. There are some features that are required based on the type of the application and are common to all invoice applications. However, we still need to determine what unique needs the user base might have. We do not have direct access to the users to obtain requirements or user stories. What techniques are most suitable for eliciting high-quality requirements from users when direct or frequent access is not possible?

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  • Scrum in a consulting environment?

    - by Darla
    Is it possible to introduce scrum to a consulting environment? On any given week I might belong to 4 different teams, each with a different PM, BA and dev team (I am a designer). It doesn't seem feasible, time wise, to be able to be part of that many teams/projects as there would need to be daily stand-ups for each, sprint reviews, etc. I should add these projects are not necessarily software, but mainly ecommerce web projects. Can someone who has done this speak to how you approach it?

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  • Are there studies about the disadvantages of using issue tracking systems? [closed]

    - by user1062120
    I don't like issue tracking systems because: It takes too much time to describe issues in it. This discourage its usage. You create a place to keep your bugs. And if there is a place for them, people usually don't care too much about fixing a bug cause they can put it there so that someday someone can fix it (or not). With time, the bug lists gets so long that nobody can deal with it anymore, taking up a lot of our time. I prefer handling issues using post-its on a white board, face-to-face conversations and killing important bugs as soon as they appear. I don't care too much to keep track of bug history because I don't think that it is worth the overhead. Am I alone here? Are there studies (book/article/whatever) about the disadvantages (or great advantages) of using issue tracking systems?

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