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• How to properly shield a Product Owner from outside?

  - by xsAce

  Update: We are a very small team (3 people) and thus I (Scrum Master) and the Product Owner are also developers doing some coding. We are aware of this situation and we are actively trying to recruit some new talents. But it's hard! Meanwhile... we need to adapt... so my question: The Product Owner complains about having too much outside noise (mainly stakeholders feature requests), and he can't focus on the sprint realisation. We agree that we should try to educate people on our process implications (sprint durations and product backlog), to reduce the noise. But as a Scrum Master, how am I supposed to shield a PO from outside? Isn't he supposed to be in contact with the management and business? Also, if people outside don't want to waste too much time learning agile, what is the best way to educate them?

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• Why are my Fluent NHibernate SubClass Mappings generating redundant columns?

  - by Brook

  I'm using Fluent NHibernate 1.x build 694, built against NH 3.0 I have the following entities public abstract class Card { public virtual int Id { get; set; } public virtual string Name { get; set; } public virtual string Description { get; set; } public virtual Product Product { get; set; } public virtual Sprint Sprint { get; set; } } public class Story:Card { public virtual double Points { get; set; } public virtual int Priority { get; set; } public virtual IList<Task> Tasks { get; set; } } And the following mappings public class CardMap:ClassMap<Card> { public CardMap() { Id(c => c.Id) .Index("Card_Id"); Map(c => c.Name) .Length(50) .Not.Nullable(); Map(c => c.Description) .Length(1024) .Not.Nullable(); References(c=>c.Product) .Not.Nullable(); References(c=>c.Sprint) .Nullable(); } } public class StoryMap : SubclassMap<Story> { public StoryMap() { Map(s => s.Points); Map(s => s.Priority); HasMany(s => s.Tasks); } } When I generate my Schema, the tables are created as follows Card --------- Id Name Description Product_id Sprint_id Story ------------ Card_id Points Priority Product_id Sprint_id What I would have expected would have been to see the columns Product_id and Sprint_id ONLY in the Card table, not the Story table. What am I doing wrong or misunderstanding?

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• "MAS SMS-CDMA" Bluetooth service

  - by TuxRug

  I have my phone (LG Rumor Touch on Sprint) connected to my Windows 7 computer by Bluetooth. Usually, one of the services is unidentified and no driver is installed. Occasionally I have an issue that is solved by removing and re-pairing my phone with my computer. The last few times I have paired my computer and phone, the unidentified service was found and installed, as "MAS SMS-CDMA". It sounds like an interface that allows sending and reading SMS messages via Bluetooth. However, there is no software available from Sprint or LG that I have found that offers such functionality. Searching Google for "MAS SMS-CMDA" (with quotes) did not provide anything useful, only what appear to be CMDA information written in Spanish. What can I use this service for, and how do I use it?

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• Rescue overdue offshore projects and convince management to use automated tests

  - by oazabir

  I have published two articles on codeproject recently. One is a story where an offshore project was two months overdue, my friend who runs it was paying the team from his own pocket and he was drowning in ever increasing number of change requests and how we brainstormed together to come out of that situation. Tips and Tricks to rescue overdue projects Next one is about convincing management to go for automated test and give developers extra time per sprint, at the cost of reduced productivity for couple of sprints. It’s hard to negotiate this with even dev leads, let alone managers. Whenever you tell them - there’s going to be less features/bug fixes delivered for next 3 or 4 sprints because we want to automate the tests and reduce manual QA effort; everyone gets furious and kicks you out of the meeting. Especially in a startup where every sprint is jam packed with new features and priority bug fixes to satisfy various stakeholders, including the VCs, it’s very hard to communicate the benefits of automated tests across the board. Let me tell you of a story of one of my startups where I had the pleasure to argue on this and came out victorious. How to convince developers and management to use automated test instead of manual test If you like these, please vote for me!

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• Is Test Driven Development viable in game development?

  - by Will Marcouiller

  As being Scrum certified, I tend to prone for Agile methodologies while developping a system, and even use some canvas from the Scrum framework to manage my day-to-day work. Besides, I am wondering whether TDD is an option in game development, if it is viable? If I believe this GD question, TDD is not much of a use in game development. Why are MVC & TDD not employed more in game architecture? I come from industrial programming where big projects with big budgets need to work flawlessly, as it could result to catastrophic scenarios if the code wasn't throroughly tested inside and out. Plus, following Scrum rules encourages meeting the due dates of your work while every single action in Scrum is time-boxed! So, I agree when in the question linked above they say to stop trying to build a system, and start writing the game. It is quite what Scrum says, try not to build the perfect system, first: make it work by the Sprint end. Then, refactor the code while working in the second Sprint if needed! I understand that if not all departments responsible for the game development use Scrum, Scrum becomes useless. But let's consider for a moment that all the departments do use Scrum... I think that TDD would be good to write bug-free code, though you do not want to write the "perfect" system/game. So my question is the following: Is TDD viable in game development anyhow?

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• PHP remote development workflow: git, symfony and hudson

  - by user2022

  I'm looking to develop a website and all the work will be done remotely (no local dev server). The reason for this is that my shared hosting company a2hosting has a specific configuration (symfony,mysql,git) that I don't want to spend time duplicating when I can just ssh and develop remotely or through netbeans remote editing features. My question is how can I use git to separate my site into three areas: live, staging and dev. Here's my initial thought: public_html (live site and git repo) testing: a mirror of the site used for visual tests (full git repo) dev/ticket# : git branches of public_html used for features and bug fixes (full git repo) Version Control with git: Initial setup: cd public_html git init git add * git commit -m ‘initial commit of the site’ cd .. git clone public_html testing mkdir dev Development: cd /dev git clone ../testing ticket# all work is done in ./dev/ticket#, then visit www.domain.com/dev/ticket# to visually test make granular commits as necessary until dev is done git push origin master:ticket# if the above fails: merge latest testing state into current dev work: git merge origin/master then try the push again mark ticket# as ready for integration integration and deployment process: cd ../../testing git merge ticket# -m "integration test for ticket# --no-ff (check for conflicts ) run hudson tests visit www.domain.com/testing for visual test if all tests pass: if this ticket marks the end of a big dev sprint: make a snapshot with git tag git push --tags origin else git push origin cd ../public_html git checkout -f (live site should have the latest dev from ticket#) else: revert the merge: git checkout master~1; git commit -m "reverting ticket#" update ticket# that testing failed with the failure details Snapshots: Each major deployment sprint should have a standard name and should be tracked. Method: git tag Naming convention: TBD Reverting site to previous state If something goes wrong, then revert to previous snapshot and debug the issue in dev with a new ticket#. Once the bug is fixed, follow the deployment process again. My questions: Does this workflow make sense, if not, any recommendations Is my approach for reverting correct or is there a better way to say 'revert to before x commit'

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• Should we be able to deploy a single package to the SSIS Catalog?

  - by jamiet

  My buddy Sutha Thiru sent me an email recently asking about my opinion on a particular nuance of the project deployment model in SQL Server Integration Services (SSIS) 2012 and I’d like to share my response as I think it warrants a wider discussion. Sutha asked: Jamie What is your take on this? http://www.mattmasson.com/index.php/2012/07/can-i-deploy-a-single-ssis-package-from-my-project-to-the-ssis-catalog/ Overnight I was talking to Matt who confirmed that they got no plans to change the deployment model. For example if we have following scenrio how do we do deploy? Sprint 1 Pkg1, 2 & 3 has been developed and deployed to UAT. Once signed off its been deployed to Live. Sprint 2 Pkg 4 & 5 been developed. During this time users raised a bug on Pkg2. We want to make the change to Pkg2 and deploy that to UAT and eventually to LIVE without releasing Pkg 4 &5. How do we do it? Matt pointed me to his blog entry which I have seen before . http://www.mattmasson.com/index.php/2012/02/thoughts-on-branching-strategies-for-ssis-projects/ Thanks Sutha My response: Personally, even though I've experienced the exact problem you just outlined, I agree with the current approach. I steadfastly believe that there should not be a way for an unscrupulous developer to slide in a new version of a package under the covers. Deploying .ispac files brings a degree of rigour to your operational processes. Yes, that means that we as SSIS developers are going to have to get better at using source control and branching properly but that is no bad thing in my opinion. Claiming to be proper "developers" is a bit of a cheap claim if we don't even do the fundamentals correctly. I would be interested in the thoughts of others who have used the project deployment model. Do you agree with my point of view? @Jamiet

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• In Scrum, should you split up the backlog in a functional backlog and a technical backlog or not?

  - by Patrick

  In our Scrum teams we use a backlog, which mostly contains functional topics, but also sometimes contains technical topics. The advantage of having 1 backlog is that it becomes easy to choose the topics for the next sprint, but I have some questions: First, to me it seems more logical to have a separate technical backlog, where developers themselves can add pure technical items, like: we could improve performance in this method, this class lacks some technical documentation, ... By having one backlog, all developers always have to pass via the product owner to have their topics added to the backlog, which seems additional, unnecessary work for the product owner. Second, if you have a product owner that only focuses on the pure-functional items, the pure-technical items (like missing technical documentation, code that erodes and should be refactored, classes that always give problems during debugging because they don't have a stable foundation and should be refactored, ...) always end up at the end of the list because "they don't serve the customer directly". By having a separate technical backlog, and time reserved in every sprint for these pure technical items, we can improve the applications functionally, but also keep them healthy inside. What is the best approach? One backlog or two?

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• Real life example of an agile game development process outputs

  - by Ken

  I'm trying to learn about applying agile methodologies to game development. But seems to be impossible to find real life examples. There seems to be plenty of material discussing how 'in principle' agile is applied to a game. But that is NOT what I am looking for. I have the Keith book. What I AMlooking for are real EXAMPLES of things like; Initial user stories Final user stories (complete, covering the entire game requirements) Acceptance criteria Task list Sprint backlogs (before and after each sprint) The agile books seem to have some limited examples, many of which seem contrived or limited. In this era of open source software, there must be a publicly available documented example of the process applied to a real game. I am asking specifically about games because they are so different from normal applications. Regular applications are built to all users to complete specific tasks in order to get stuff done(book a room, print a report etc). People play games for much less tangible reasons, so I think the process is significantly different. [it doesn't have to be scrum, it could be any process, just needs to be a real life example game and be reasonably complete]

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• Iterative and Incremental Principle Series 5: Conclusion

  - by llowitz

  Thank you for joining me in the final segment in the Iterative and Incremental series.  During yesterday’s segment, I discussed Iteration Planning, and specifically how I planned my daily exercise (iteration) each morning by assessing multiple factors, while following my overall Implementation plan. As I mentioned in yesterday’s blog, regardless of the type of exercise or how many increment sets I decide to complete each day, I apply the 6 minute interval sets and a timebox approach.  When the 6 minutes are up, I stop the interval, even if I have more to give, saving the extra energy to apply to my next interval set.   Timeboxes are used to manage iterations.  Once the pre-determined iteration duration is reached – whether it is 2 weeks or 6 weeks or somewhere in between-- the iteration is complete.  Iteration group items (requirements) not fully addressed, in relation to the iteration goal, are addressed in the next iteration.  This approach helps eliminate the “rolling deadline” and better allows the project manager to assess the project progress earlier and more frequently than in traditional approaches. Not only do smaller, more frequent milestones allow project managers to better assess potential schedule risks and slips, but process improvement is encouraged.  Even in my simple example, I learned, after a few interval sets, not to sprint uphill!  Now I plan my route more efficiently to ensure that I sprint on a level surface to reduce of the risk of not completing my increment.  Project managers have often told me that they used an iterative and incremental approach long before OUM.   An effective project manager naturally organizes project work consistent with this principle, but a key benefit of OUM is that it formalizes this approach so it happens by design rather than by chance.    I hope this series has encouraged you to think about additional ways you can incorporate the iterative and incremental principle into your daily and project life.  I further hope that you will share your thoughts and experiences with the rest of us.

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• Scrum burn down charts, can they go negative?

  - by AaronThomson

  I work on a small Agile development team which is part of a large, non-agile thinking corporation. Currently, we practise Scrum and occasionally, we exceed our sprint commitment. My question is, how do you handle burn down charts when you have exceeded your sprint commitment? I can think of two options: Extend the y-axis in the negative direction and keep counting down Add more cards/stories/work and have the burn down value increase by that amount, burning down when that work is finished. The ultimate solution for my team is one which is clear to the business and adds real value for the developers. So far, neither of these solutions has worked out perfectly.

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• scrum and specifications

  - by zachary

  So we start Scrum today and start going over story points estimates. The first story that comes up is a new screen that needs to be developed. It has 1 sentence to describe the screen and 3 user acceptance tests. This starts a fight between the development team and the product owner. Product owner says that stories do not need to be speced out and they will just be fleshed out during the sprint. We say that the story needs to be completely speced out for the sprint. But now I am starting to be unsure about who is right.... Any good articles on this that I can send to the team about how defined a user story has to be?

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• Book &ldquo;Team Foundation Server 2012 Starter&rdquo; published

  - by terje

  During the summer and fall this year, me and my colleague Jakob Ehn has worked together on a book project that has now finally hit the stores! The title of the book is Team Foundation Server 2012 Starter and is published by Packt Publishing. Get it from http://www.packtpub.com/team-foundation-server-2012-starter/book or from Amazon http://www.amazon.com/dp/1849688389                     The book is part of a concept that Packt have with starter-books, intended for people new to Team Foundation Server 2012 and who want a quick guideline to get it up and working.  It covers the fundamentals, from installing and configuring it, and how to use it with source control, work items and builds. It is done as a step-by-step guide, but also includes best practices advice in the different areas. It covers the use of both the on-premises and the TFS Services version. It also has a list of links and references in the end to the most relevant Visual Studio 2012 ALM sites. Our good friend and fellow ALM MVP Mathias Olausson have done the review of the book, thanks again Mathias! We hope the book fills the gap between the different online guide sites and the more advanced books that are out. Book Description Your quick start guide to TFS 2012, top features, and best practices with hands on examples Overview Install TFS 2012 from scratch Get up and running with your first project Streamline release cycles for maximum productivity In Detail Team Foundation Server 2012 is Microsoft's leading ALM tool, integrating source control, work item and process handling, build automation, and testing. This practical "Team Foundation Server 2012 Starter Guide" will provide you with clear step-by-step exercises covering all major aspects of the product. This is essential reading for anyone wishing to set up, organize, and use TFS server. This hands-on guide looks at the top features in Team Foundation Server 2012, starting with a quick installation guide and then moving into using it for your software development projects. Manage your team projects with Team Explorer, one of the many new features for 2012. Covering all the main features in source control to help you work more efficiently, including tools for branching and merging, we will delve into the Agile Planning Tools for planning your product and sprint backlogs. Learn to set up build automation, allowing your team to become faster, more streamlined, and ultimately more productive with this "Team Foundation Server 2012 Starter Guide". What you will learn from this book Install TFS 2012 on premise Access TFS Services in the cloud Quickly get started with a new project with product backlogs, source control, and build automation Work efficiently with source control using the top features Understand how the tools for branching and merging in TFS 2012 help you isolate work and teams Learn about the existing process templates, such as Visual Studio Scrum 2.0 Manage your product and sprint backlogs using the Agile planning tools Approach This Starter guide is a short, sharp introduction to Team Foundation Server 2012, covering everything you need to get up and running. Who this book is written for If you are a developer, project lead, tester, or IT administrator working with Team Foundation Server 2012 this guide will get you up to speed quickly and with minimal effort.

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• Scrum and Google Docs burndown chart

  - by Michal Minicki

  There is a tutorial on how to create a burndown chart for Scrum in the Google Docs application: http://www.scrumology.net/2011/05/03/how-to-create-a-burndown-chart-in-google-docs/ The problem I see with it though is, it has only a place to update progress once per sprint but the burndown is supposed to be updated with daily progress, right? How can one modify this chart to be able to put daily progress on it?

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• Scrum - real life example?

  - by Camilo

  I'm starting with scrum and saw many partial examples on books and tutorials, but when try to use scrum in the real life, it's not easy to write the user stories and create the product backlog. I want to see a real project with user stories, product backlog and sprint backlogs to see if I'm doing it in the correct way. Is there any open source project with a public product backlog ? Is there any shared complete user stories and product backlog from a real project?

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• Scrum: What if the Product Owner has tasks?

  - by Lauren J

  I have just started working with a team that has picked up some aspects of Scrum (two week timeboxing) but not others (the team does not currently agree to all estimates or to the number of points in a sprint, but I'll change this soon.) The product owner is also a technical resource (scientist) with some development background. Is it appropriate to have the product owner's tasks (which mostly involve research) mixed in with the team's tasks (some of which are research and some development).

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• HP's Glisten: A Solid, Unremarkable Windows Mobile Smartphone

  If you need a mobile device that works with the AT&T network, the Glisten makes a decent smartphone choice. But its largely commonplace features won't lure anyone away from Verizon or Sprint.

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• How to properly document functionality in an agile project?

  - by RoboShop

  So recently, we've just finished the first phase of our project. We used agile with fortnightly sprints. And whilst the application turned out well, we're now turning our eyes on some of the maintenance tasks. One maintenance task is that all of our documentation appears in the form of specs. These specs describe 1 or more stories and generally are a body of work which a few devs could knock over in a week. For development, that works really well - every two weeks, the devs get handed a spec and it's a nice discrete chunk of work that they can just do. From a documentation point of view, this has become a mess. The problem with writing specs that are focused on delivering just-in-time requirements to developers is we haven't placed much emphasis on the big picture. Specs come from all different angles - it could be describing a standard function, it could describing parts of a workflow, it could be describing a particular screen... And now, we have business rules about our application scattered across 120 documents. Looking for any document for a particular business rule or function in particular is quite hard because you don't know which document has this information, and making a change request is equally hard because once again, we are unsure about which spec to make the change. So we have maybe a couple of weeks of lull before it's back to specing out functionality for the next phase but in this time, I'd like to re-visit our processes. I think the way we have worked so far in terms of delivering fortnightly specs works well. But we also need a way to manage our documentation so that our business rules for a given function / workflow are easy to locate / change. I have two ideas. One is we compile all of our specs into a series of master specs broken by a few broad functional areas. The specs describe the sprint, the master spec describe the system. The only problem I can see is 1) Our existing 120 specs are not all neatly defined into broad functional areas. Some will require breaking up, merging etc. which will take a lot of time. 2) We'll be writing specs and updating master specs in each new sprint. Seems like double the work, and then do the devs look at the spec or the master spec? My other suggestion is to concede that our documentation is too big of a mess, and manage that mess going forward. So we go through each spec, assign like keywords to it, and then when we want to search for a function, we search for that keyword. Problems I can see 1) Still the problem of business rules scattered everywhere, keywords just make it easier to find it. anyway, if anyone has any decent ideas or any experience to share about how best to manage documentation, would really appreciate it.

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• Book &ldquo;Team Foundation Server 2012 Starter&rdquo; published!

  - by Jakob Ehn

  During the summer and fall this year, me and my colleague Terje Sandstrøm has worked together on a book project that has now finally hit the stores! The title of the book is Team Foundation Server 2012 Starter and is published by Packt Publishing. You can find it at http://www.packtpub.com/team-foundation-server-2012-starter/book or from Amazon http://www.amazon.com/dp/1849688389                          The book is part of a concept that Packt have with starter-books, intended for people new to Team Foundation Server 2012 and who want a quick guideline to get it up and working. It covers the fundamentals, from installing and configuring it, and how to use it with source control, work items and builds. It is done as a step-by-step guide, but also includes best practices advice in the different areas. It covers the use of both the on-premises and the TFS Services version. It also has a list of links and references in the end to the most relevant Visual Studio 2012 ALM sites. Our good friend and fellow ALM MVP Mathias Olausson have done the review of the book, thanks again Mathias! We hope the book fills the gap between the different online guide sites and the more advanced books that are out. Check it out and please let us know what you think of the book! Book Description Your quick start guide to TFS 2012, top features, and best practices with hands on examples Overview Install TFS 2012 from scratch Get up and running with your first project Streamline release cycles for maximum productivity In Detail Team Foundation Server 2012 is Microsoft's leading ALM tool, integrating source control, work item and process handling, build automation, and testing. This practical "Team Foundation Server 2012 Starter Guide" will provide you with clear step-by-step exercises covering all major aspects of the product. This is essential reading for anyone wishing to set up, organize, and use TFS server. This hands-on guide looks at the top features in Team Foundation Server 2012, starting with a quick installation guide and then moving into using it for your software development projects. Manage your team projects with Team Explorer, one of the many new features for 2012. Covering all the main features in source control to help you work more efficiently, including tools for branching and merging, we will delve into the Agile Planning Tools for planning your product and sprint backlogs. Learn to set up build automation, allowing your team to become faster, more streamlined, and ultimately more productive with this "Team Foundation Server 2012 Starter Guide". What you will learn from this book Install TFS 2012 on premise Access TFS Services in the cloud Quickly get started with a new project with product backlogs, source control, and build automation Work efficiently with source control using the top features Understand how the tools for branching and merging in TFS 2012 help you isolate work and teams Learn about the existing process templates, such as Visual Studio Scrum 2.0 Manage your product and sprint backlogs using the Agile planning tools Approach This Starter guide is a short, sharp introduction to Team Foundation Server 2012, covering everything you need to get up and running. Who this book is written for If you are a developer, project lead, tester, or IT administrator working with Team Foundation Server 2012 this guide will get you up to speed quickly and with minimal effort.

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• Projet Doneness and Einstein's Razor

  - by Malcolm Anderson

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin;} I’ve started working on a series of articles about the value of having testers involved in requirements gathering.  Today I was reminded of a useful tool that has provided value to me for at least 20 years.  To those of you who already use this tool, I’m interested in your stories where it has made a difference for you, and to those of you who have never heard of it, I hope sharing it will make a difference in your careers.   I was reminded of it because I just finished a 3 month set of personal projects and was reviewing the success of those projects while putting together my next set of 3 month projects.  During this review, I noticed that a good number of my projects did not have the level of success that I wanted.  The results were good, but they could have been better.  Then it hit me, I didn’t have clear enough doneness criteria.  As a Scrum Practitioner, I wouldn’t think of running a sprint without reviewing the backlog with Einstein's Razor, so why wouldn’t I do the same for my own projects?    I can hear a few of you asking "What's Einstein's Razor?"   I'm glad you asked.  I was once told that Einstein told an audience, "If you can't explain what you do to a relatively bright six year old, you probably don't understand it yourself."    This quote had an impact on me, especially early in my career as a solo developer.  At the time, I was mostly doing end to end software development.  I found that I saved myself a lot of pain and trouble by turning that quote around to “If you can't explain your project's doneness criteria in such a way that a relatively bright six year old can't competently determine your projects success or failure, then you have not broken it down to a fine enough level.”  There are more negatives in that quote than I’m happy with, but it still gives me tons of value to this day.     In your opinion, in your current projects, could a 6 year old competently pass or fail your next sprint?  What risks are you running if your answer is “No” ?

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• How to be Agile when new work keeps affecting completed work?

  - by jdln

  The project I'm working on is to re-skin an existing website. The functionally will stay the same, its just the styles that are changing. The HTML is not changing, I'm only modifying the CSS files. The site is pretty complex. There are dozens of pages. Users can be logged in and have a number of different roles. Depending on their role the content of the page and what pages they are allowed to see varys. We're using GIT and Github. I'm trying to write CSS that works as components. So when the same form elements, headings, etc appear on multiple pages they are already styled and are consistent. Most of time this is working well. Sadly the format and class names in the HTML are at times messy and unpredictable. When I fix something on one page it can break another. The job is also harder as no one knows exactly all the variations that are possible due to the user roles. As such I'm continuously finding new variations as I go along. I'm making headway by putting a lot of comments in my CSS. If I need to remove a CSS rule Ill comment it out so I can still see it with the chrome dev tools, and ill put a comment in the CSS saying why I removed it and for what page this was done. This means that if on another page I'm about to add add the rule to fix a different problem, there is more of a chance I will see how this would break the first page. This allows me to either find a different solution that will work for both pages, or I can make the override page specific. This has been working quite well for me. If I had complete free reign and the only deadline was to finish the project by the end then this method would be fine. However my manager is trying to mitigate risk by breaking the work into areas to be completed per sprint. This is counter to how I have been approaching things as something like my typography styles will affect all other pages on the site. The other issue is that the different stakeholders want to sign off each section as I go along. However once I've finished a section it may change if I change CSS that affects it and also affects a new section I'm working on. I've asked that the stakeholders have a quick unofficial sign off in stages (eg per sprint), and have the final official sign off at the end of the project, but this is being met with resistance. I do understand why it would be higher risk to do this, but the only way to guarantee that a signed off section will not change is to make ALL future changes page specific. In addition to this I'm being told that all work that I push to the Git repo should be ready to go live, and as such should not contain any code comments. This is risky for me as I wont know until I've finished the site if I will ever benefit from these comments or not. Has anyone else been in a similar situation and managed to find a compromise that worked for my development approach and also the desires of management and stakeholders to have a more Agile approach? A more Agile workflow works great when you can break the work into components and know that once something is done it wont be affected by future work. However the nature of this project makes this hard to achieve.

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• How do I set default search conditions with Searchlogic?

  - by Danger Angell

  I've got a search form on this page: http://staging-checkpointtracker.aptanacloud.com/events If you select a State from the dropdown you get zero results because you didn't select one or more Event Division (checkboxes). What I want is to default the checkboxes to "checked" when the page first loads...to display Events in all Divisions...but I want changes made by the user to be reflected when they filter. Here's the index method in my Events controller: def index @search = Event.search(params[:search]) respond_to do |format| format.html # index.html.erb format.xml { render :xml => @events } end end Here's my search form: <% form_for @search do |f| %> <div> <%= f.label :state_is, "State" %> <%= f.select :state_is, ['AK','AL','AR','AZ','CA','CO','CT','DC','DE','FL','GA','HI','IA','ID','IL','IN','KS','KY','LA','MA','MD','ME','MI','MN','MO','MS','MT','NC','ND','NE','NH','NJ','NM','NV','NY','OH','OK','OR','PA','RI','SC','SD','TN','TX','UT','VA','VT','WA','WI','WV','WY'], :include_blank => true %> </div> <div> <%= f.check_box :division_like_any, {:name => "search[:division_like_any][]"}, "Sprint", :checked => true %> Sprint (2+ hours)<br/> <%= f.check_box :division_like_any, {:name => "search[:division_like_any][]"}, "Sport" %> Sport (12+ hours)<br/> <%= f.check_box :division_like_any, {:name => "search[:division_like_any][]"}, "Adventure" %> Adventure (18+ hours)<br/> <%= f.check_box :division_like_any, {:name => "search[:division_like_any][]"}, "Expedition" %> Expedition (48+ hours)<br/> </div> <%= f.submit "Find Events" %> <%= link_to 'Clear', '/events' %> <% end %>

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• Managing shared product backlog items across multiple platforms

  - by MotoSV

  I am using TFS 2012 to develop a application that will be available as a website and a mobile application, i.e. Windows Phone, Android, etc. While I've been building up a list of features for this application I've noticed that a lot of them will be available across all platforms and I'm not to sure how to manage them within a product backlog. For example, there will be an option to sign in with a Facebook account and user will be able to do this on website and mobile applications. So my though was I would create a product backlog item "Sign in with Facebook account" and assign it to an area called "Website". I would then create another backlog item, with the same title, but this time assign it to an area called "Windows Phone". Therefore my backlog would have two items, both with the same title, but different areas. The idea is I could assign the "Sign in..." backlog item for the website to one sprint and then assign the "Sign in..." backlog item for Windows Phone to another sprint. Seeing as I'm new using Agile/Scrum would this be considered a viable way of managing a product backlog?

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• In Scrum, should a team remove points from (defect) stories that don't result in a code change?

  - by CanIgtAW00tW00t

  My work uses a Scrum-like process to manage projects. I say Scrum-like, because we call it Scrum, but our project managers exclude aspects of Scrum that are inconvenient (most notably customer interaction). One of the stories in our current sprint was to correct a defect. After spending almost an entire day working on the issue, I determined the issue was the result of a permissions issue, so I didn't end up modifying any code. Our Scrum master / project manager decided that no code change equals zero points. I know that Scrum points are supposed to measure size / complexity and not time, but our Scrum master invests a lot of time in preparing graphs and statistical information from past sprints (average velocity, average points completed, etc.) I've always been of the opinion that for statistics to be meaningful in any way, the data must be as accurate as possible. All of our data is fuzzy to begin with, because, from time to time, we're encouraged by the Scrum master to "adjust" our size / complexity estimates, both increasing and decreasing them. I'd like to hear some other developers / Scrum team members thoughts on the merits of statistics based on past sprints, and also whether they think it's appropriate to "adjust" size / complexity estimates in the middle of a sprint, or the remove all points from a story all together for situations similar to what I've just described.

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• What are the reasons to marry a carrier?

  - by Bohdan Trotsenko

  Probably because I live in Europe, I cannot understand 1 phenomenon in US cellphones business. iPhone is bound to AT&T, HTC EVO 4G is for Sprint, Droid goes with Verison etc... Businesses do that. I guess they do that for a reason. If I were a phone manufacturer, why should I make a phone available for a single carrier only?

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