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  • Partner Showcase - Succeed

    - by PeopleTools Strategy
    As the first of an occasional series where we showcase some of our more creative consulting partners, Succeed, based in the UK, has produced this video showing the use of open source tools with PeopleSoft. See: http://www.youtube.com/watch?v=ezNsEtbRw6I (note this opens in a new window) Succeed is one of the feeds on the Google reader feed on this PeopleTools blog page, but you can go directly to their blog here: http://blog.succeed.co.uk/ You can see the Google feeds in the right hand navigation panel, scroll to see "Bookmarks" 

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  • Create Report in Microsoft Excel - Permissions Issue in Team Foundation Server 2010

    - by sammarcow
    I am trying to use the feature "Create a Report in Microsoft Excel" for Visual Studio TFS 2010. I am being prompted for a username and password in Excel for any given Team Project when right clicking the item "Active Tasks", selecting "Create a Report in Microsoft Excel," found in the following path within the Team Explorer pane, from Visual Studio 2010: 'Collection Name' | 'Project Name' | Work Items | Iteration 1 | Active Tasks I am a Team Project Administrator and Collection Administrator. I checked The SharePoint site: http :// 'serverName'/Reports/Pages/Folder.aspx and have full sitewide and project permissions on this site. I loaded SQL Server Management Studio on the machine running the instance of TFS (and also the SQL backend for TFS) and ensured that I had roles "serveradmin" and "sysadmin". How do I run this report? Specifically, what permissions are required?

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  • How to convincing Programmers that 'being in the zone' [coding] isn't always beneficial for the project?

    - by hawkeye
    In this book review: http://books.slashdot.org/story/11/06/13/1251216/Book-Review-The-Clean-Coder?utm_source=slashdot&utm_medium=twitter Chapter 4 talks about the coding process itself. One of the hardest statements the book makes here is to stay out of "the zone" when coding. Bob asserts that you lose parts of the big picture when you go down to that level. While I may struggle with that assertion, I do agree with his next statement that debugging time is expensive, so you should avoid having to do debugger-driven development whenever possible. He finishes the chapter with examples of pacing yourself (walking away, taking a shower) and how to deal with being late on your projects (remembering that hope is not a plan, and being clear about the impact of overtime) along with a reminder that it is good to both give and receive help, whether it be small questions or mentoring others. they talk about how 'being in the zone' - can actually be detrimental to the project. How do you convince your team members that this is the case?

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  • Fetching Strategy example in repository pattern with pure POCO Entity framework

    - by Shawn Mclean
    I'm trying to roll out a strategy pattern with entity framework and the repository pattern using a simple example such as User and Post in which a user has many posts. From this answer here, I have the following domain: public interface IUser { public Guid UserId { get; set; } public string UserName { get; set; } public IEnumerable<Post> Posts { get; set; } } Add interfaces to support the roles in which you will use the user. public interface IAddPostsToUser : IUser { public void AddPost(Post post); } Now my repository looks like this: public interface IUserRepository { User Get<TRole>(Guid userId) where TRole : IUser; } Strategy (Where I'm stuck). What do I do with this code? Can I have an example of how to implement this, where do I put this? public interface IFetchingStrategy<TRole> { TRole Fetch(Guid id, IRepository<TRole> role) } My basic problem was what was asked in this question. I'd like to be able to get Users without posts and users with posts using the strategy pattern.

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  • TFS Build 2010: BuildNumber and DropLocation

    - by javarg
    Automatic Builds for Application Release is a current practice in every major development factory nowadays. Using Team Foundation Server Build 2010 to accomplish this offers many opportunities to improve quality of your releases. The following approach allow us to generate build drop folders including the BuildNumber and the Changeset or Label provided. Using this procedure we can quickly identify the generated binaries in the Drop Server with the corresponding Version. Branch the DefaultTemplate.xaml and renamed it with CustomDefaultTemplate.xaml Open it for edit (check out) Go to the Set Drop Location Activity and edit the DropLocation property. Write the following expression: BuildDetail.DropLocationRoot + "\" + BuildDetail.BuildDefinition.Name + "\" + If(String.IsNullOrWhiteSpace(GetVersion), BuildDetail.SourceGetVersion, GetVersion) + "_" + BuildDetail.BuildNumber Check in the branched template. Now create a build definition named TestBuildForDev using the new template. The previous expression sets the DropLocation with the following format: (ChangesetNumber|LabelName)_BuildName_BuildNumber The first part of the folder name will be the changeset number or the label name (if triggered using labels). Folder names will be generated as following: C1850_TestBuildForDev_20111117.1 (changesets start with letter C) LLabelname_TestBuildForDev_20111117.1 (labels start with letter L) Try launching a build from a Changeset and from a Label. You can specify a Label in the GetVersion parameter in the Queue new Build Wizard, going to the Parameters tab (for labels add the “L” prefix):

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  • Inspiring a co-worker to adopt better coding practices?

    - by Aaronaught
    In the Handling my antiquated coworker question, various people discussed strategies for dealing with coworkers who are unwilling to integrate their workflow with the team's. I'd like, if possible, to learn some strategies for "teaching" a coworker who is merely ignorant of modern techniques and tools, and possibly a little apathetic. I've started working with a programmer who until recently has been working in relative isolation, in a different part of the company. He has extensive domain knowledge and most importantly he has demonstrated good problem-solving skills, something which many candidates seem to lack. However, the actual (C#) code I've seen is a throwback to the VB6 days. Procedural structure, Hungarian notation, global variables (abuse of static), no interfaces, no tests, non-use of Generics, throwing System.Exception... you get the idea. This programmer is a fair bit older than I am and, by first impressions at least, doesn't actively seek positive change. I'm not going to say resistant to change, because I think that is largely an issue of how the topic gets broached, and I want to be prepared. Programmers tend to be stubborn people, and going in with guns blazing and instituting rip-it-to-shreds code reviews and strictly-enforced policies is very likely not going to produce the end result that I want. If this were a new hire, a junior programmer, I wouldn't think twice about taking a "mentor" stance, but I'm extremely wary of treating an experienced employee as a clueless newbie (which he's not - he just hasn't kept pace with certain advancements in the field). How might I go about raising this developer's code quality standard the Dale Carnegie way, through gentle persuasion and non-material incentives? What would be the best strategy for effecting subtle, gradual changes, without creating an adversarial situation? Have other people - especially lead developers - been in this type of situation before? Which strategies were successful at stimulating interest and creating a positive group dynamic? Which strategies weren't successful and would be better to avoid? Clarifications: I really feel that several people are answering based on personal feelings without actually reading all of the details of the question. Please note the following, which should have been implied but I am now making explicit: This coworker is only my "senior" by virtue of age. I never said that his title, sphere of influence, or years at the organization exceed mine, and in fact, none of those things are true. He's a LOB programmer who's been absorbed into the main development shop. That's it. I am not a new hire, junior programmer, or other naïve idiot with grand plans to transform the company overnight. I am basically in charge of the software process, but as many who've worked as "leads" will know, responsibilities don't always correlate precisely with the org chart. I'm not asking people how to get my way, come hell or high water. I could do that if I wanted to, with the net result being that this person would become resentful and/or quit. Please try to understand that I am looking for a social, cooperative method of driving change. The mention of "...global variables... no tests... throwing System.Exception" was intended to demonstrate that the problems are not just superficial or aesthetic. Practices that may work for relatively small CRUD apps do not necessarily work for large enterprise apps, and in fact, none of the code so far has actually passed the integration tests. Please, try to take the question at face value, accept that I actually know what I'm talking about, and either answer the question that I actually asked or move on. P.S. My sincerest gratitude to those who -did- offer constructive advice rather than arguing with the premise. I'm going to leave this open for a while longer as I'm hoping to hear more in the way of real-world experiences.

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  • On what basis would you split donation money among your open source team members without any strife?

    - by Vigneshwaran
    I am a developer of an open source project which is hosted in SourceForge. It started out as a little app then after some releases, it got more and more popular and it started consuming more time and responsibility from me. So I have enabled the donation option in SourceForge. I'm passionate to continue developing it for free but if (ever) any money comes in, how should I split it with my team? Should I split the amount equally among the number of team members? (50-50 as it is two-member team now) Number of classes, commits or any other valuable submissions by team members? Any other idea? What would you do in such situation? Please give your opinions. I hope this question will be useful for others.

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  • How should I handle "real time" events in an online strategy game?

    - by Hojat Taheri
    Some online strategy games have real time events. For example when you send troops to attack somewhere, the attack happens at the right time in the future. Checking the database again and again to get the list of attacks happening each second would cause heavy load. Is there any technique to achieve this goal? Another example: You want to attack a village 3 hours away, you send troops and the attack occurs 3 hours later. Should there be an script to check the database at each second to run the query at the specified time?

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  • What should I do if I have a genius team lead which does not share? [on hold]

    - by ???
    Good evening, I got some uncertainties and need some advise or any experiences 'story' from you guys. The question is quite straight forward but I gonna clarify somethings in details. My Background I just graduated from my university 6 months ago. Being offer from 4 companies after I go through some interviews. Now I'm working on a banking services company, everything is consider 'ok' except I had a genius team lead which does not share enough information to let me do a task/work. Situation faced In my team, there is a "ask to know" culture. When you are going to guess or try some methods to solve the problems, I need to ask to make sure I do not do something stupid and when I asked my team lead...There're only 2 situations, 1st: I being given a strange look like: "do you know what are you do/said just now? Just follow the standards, I do not care!" (Felt humiliated) 2nd: Get the answer but my team lead suddenly in bad moods, I think thats I have waste her time for some simple questions which I do not know. Add-Ons My team lead is really a clever and a smart senior developers/programmers, sometimes she will brief through the tasks while sometimes not. Depend on her moods. There certain times I am look-down on myself and felt want to quit/resign. I'm still under-probation and had joined this company for around 4 months. I felt like I do not have the innovation skills which I used to had in university and lose my self-confidence when communicate to others.

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  • Upgrading Team Foundation Server 2008 to 2010

    - by Martin Hinshelwood
    I am sure you will have seen my posts on upgrading our internal Team Foundation Server from TFS2008 to TFS2010 Beta 2, RC and RTM, but what about a fresh upgrade of TFS2008 to TFS2010 using the RTM version of TFS. One of our clients is taking the plunge with TFS2010, so I have the job of doing the upgrade. It is sometimes very useful to have a team member that starts work when most of the Sydney workers are heading home as I can do the upgrade without impacting them. The down side is that if you have any blockers then you can be pretty sure that everyone that can deal with your problem is asleep I am starting with an existing blank installation of TFS 2010, but Adam Cogan let slip that he was the one that did the install so I thought it prudent to make sure that it was OK. Verifying Team Foundation Server 2010 We need to check that TFS 2010 has been installed correctly. First, check the Admin console and have a root about for any errors. Figure: Even the SQL Setup looks good. I don’t know how Adam did it! Backing up the Team Foundation Server 2008 Databases As we are moving from one server to another (recommended method) we will be taking a backup of our TFS2008 databases and resorting them to the SQL Server for the new TFS2010 Server. Do not just detach and reattach. This will cause problems with the version of the database. If you are running a test migration you just need to create a backup of the TFS 2008 databases, but if you are doing the live migration then you should stop IIS on the TFS 2008 server before you backup the databases. This will stop any inadvertent check-ins or changes to TFS 2008. Figure: Stop IIS before you take a backup to prevent any TFS 2008 changes being written to the database. It is good to leave a little time between taking the TFS 2008 server offline and commencing the upgrade as there is always one developer who has not finished and starts screaming. This time it was John Liu that needed 10 more minutes to make his changes and check-in, so I always give it 30 minutes and see if anyone screams. John Liu [SSW] said:   are you doing something to TFS :-O MrHinsh [SSW UK][VS ALM MVP] said:   I have stopped TFS 2008 as per my emails John Liu [SSW] said:   haven't finish check in @_@   can we have it for 10mins? :) MrHinsh [SSW UK][VS ALM MVP] said:   TFS 2008 has been started John Liu [SSW] said:   I love you! -IM conversation at TFS Upgrade +25 minutes After John confirmed that he had everything done I turned IIS off again and made a cup of tea. There were no more screams so the upgrade can continue. Figure: Backup all of the databases for TFS and include the Reporting Services, just in case.   Figure: Check that all the backups have been taken Once you have your backups, you need to copy them to your new TFS2010 server and restore them. This is a good way to proceed as if we have any problems, or just plain run out of time, then you just turn the TFS 2008 server back on and all you have lost is one upgrade day, and not 10 developer days. As per the rules, you should record the number of files and the total number of areas and iterations before the upgrade so you have something to compare to: TFS2008 File count: Type Count 1 1845 2 15770 Areas & Iterations: 139 You can use this to verify that the upgrade was successful. it should however be noted that the numbers in TFS 2010 will be bigger. This is due to some of the sorting out that TFS does during the upgrade process. Restore Team Foundation Server 2008 Databases Restoring the databases is much more time consuming than just attaching them as you need to do them one at a time. But you may be taking a backup of an operational database and need to restore all your databases to a particular point in time instead of to the latest. I am doing latest unless I encounter any problems. Figure: Restore each of the databases to either a latest or specific point in time.     Figure: Restore all of the required databases Now that all of your databases are restored you now need to upgrade them to Team Foundation Server 2010. Upgrade Team Foundation Server 2008 Databases This is probably the easiest part of the process. You need to call a fire and forget command that will go off to the database specified, find the TFS 2008 databases and upgrade them to 2010. During this process all of the 6 main TFS 2008 databases are merged into the TfsVersionControl database, upgraded and then the database is renamed to TFS_[CollectionName]. The rename is only the database and not the physical files, so it is worth going back and renaming the physical file as well. This keeps everything neat and tidy. If you plan to keep the old TFS 2008 server around, for example if you are doing a test migration first, then you will need to change the TFS GUID. This GUID is unique to each TFS instance and is preserved when you upgrade. This GUID is used by the clients and they can get a little confused if there are two servers with the same one. To kick of the upgrade you need to open a command prompt and change the path to “C:\Program Files\Microsoft Team Foundation Server 2010\Tools” and run the “import” command in  “tfsconfig”. TfsConfig import /sqlinstance:<Previous TFS Data Tier>                  /collectionName:<Collection Name>                  /confirmed Imports a TFS 2005 or 2008 data tier as a new project collection. Important: This command should only be executed after adequate backups have been performed. After you import, you will need to configure portal and reporting settings via the administration console. EXAMPLES -------- TfsConfig import /sqlinstance:tfs2008sql /collectionName:imported /confirmed TfsConfig import /sqlinstance:tfs2008sql\Instance /collectionName:imported /confirmed OPTIONS: -------- sqlinstance         The sql instance of the TFS 2005 or 2008 data tier. The TFS databases at that location will be modified directly and will no longer be usable as previous version databases.  Ensure you have back-ups. collectionName      The name of the new Team Project Collection. confirmed           Confirm that you have backed-up databases before importing. This command will automatically look for the TfsIntegration database and verify that all the other required databases exist. In this case it took around 5 minutes to complete the upgrade as the total database size was under 700MB. This was unlike the upgrade of SSW’s production database with over 17GB of data which took a few hours. At the end of the process you should get no errors and no warnings. The Upgrade operation on the ApplicationTier feature has completed. There were 0 errors and 0 warnings. As this is a new server and not a pure upgrade there should not be a problem with the GUID. If you think at any point you will be doing this more than once, for example doing a test migration, or merging many TFS 2008 instances into a single one, then you should go back and rename the physical TfsVersionControl.mdf file to the same as the new collection. This will avoid confusion later down the line. To do this, detach the new collection from the server and rename the physical files. Then reattach and change the physical file locations to match the new name. You can follow http://www.mssqltips.com/tip.asp?tip=1122 for a more detailed explanation of how to do this. Figure: Stop the collection so TFS does not take a wobbly when we detach the database. When you try to start the new collection again you will get a conflict with project names and will require to remove the Test Upgrade collection. This is fine and it just needs detached. Figure: Detaching the test upgrade from the new Team Foundation Server 2010 so we can start the new Collection again. You will now be able to start the new upgraded collection and you are ready for testing. Do you remember the stats we took off the TFS 2008 server? TFS2008 File count: Type Count 1 1845 2 15770 Areas & Iterations: 139 Well, now we need to compare them to the TFS 2010 stats, remembering that there will probably be more files under source control. TFS2010 File count: Type Count 1 19288 Areas & Iterations: 139 Lovely, the number of iterations are the same, and the number of files is bigger. Just what we were looking for. Testing the upgraded Team Foundation Server 2010 Project Collection Can we connect to the new collection and project? Figure: We can connect to the new collection and project.   Figure: make sure you can connect to The upgraded projects and that you can see all of the files. Figure: Team Web Access is there and working. Note that for Team Web Access you now use the same port and URL as for TFS 2010. So in this case as I am running on the local box you need to use http://localhost:8080/tfs which will redirect you to http://localhost:8080/tfs/web for the web access. If you need to connect with a Visual Studio 2008 client you will need to use the full path of the new collection, http://[servername]/tfs/[collectionname] and this will work with all of your collections. With Visual Studio 2005 you will only be able to connect to the Default collection and in both VS2008 and VS2005 you will need to install the forward compatibility updates. Visual Studio Team System 2005 Service Pack 1 Forward Compatibility Update for Team Foundation Server 2010 Visual Studio Team System 2008 Service Pack 1 Forward Compatibility Update for Team Foundation Server 2010 To make sure that you have everything up to date, make sure that you run SSW Diagnostics and get all green ticks. Upgrade Done! At this point you can send out a notice to everyone that the upgrade is complete and and give them the connection details. You need to remember that at this stage we have 2008 project upgraded to run under TFS 2010 but it is still running under that same process template that it was running before. You can only “enable” 2010 features in a process template you can’t upgrade. So what to do? Well, you need to create a new project and migrate things you want to keep across. Souse code is easy, you can move or Branch, but Work Items are more difficult as you can’t move them between projects. This instance is complicated more as the old project uses the Conchango/EMC Scrum for Team System template and I will need to write a script/application to get the work items across with their attachments in tact. That is my next task! Technorati Tags: TFS 2010,TFS 2008,VS ALM

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  • Configure TFS portal afterwards

    Update #1 January 8th, 2010: There is an updated post on this topic for Beta 2: http://www.ewaldhofman.nl/post/2009/12/10/Configure-TFS-portal-afterwards-Beta-2.aspx Update #2 October 10th, 2010: In the new Team Foundation Server Power Tools September 2010, there is now a command to create a portal. tfpt addprojectportal   Add or move portal for an existing team project Usage: tfpt addprojectportal /collection:uri                              /teamproject:"project name"                              /processtemplate:"template name"                              [/webapplication:"webappname"]                              [/relativepath:"pathfromwebapp"]                              [/validate]                              [/verbose] /collection Required. URL of Team Project Collection. /teamproject Required. Specifies the name of the team project. /processtemplate Required. Specifies that name of the process template. /webapplication The name of the SharePoint Web Application. Must also specify relativepath. /relativepath The path for the site relative to the root URL for the SharePoint Web Application. Must also specify webapplication. /validate Specifies that the user inputs are to be validated. If specified, only validation will be done and no portal setting will be changed. /verbose Switches on the verbose mode. I created a new Team Project in TFS 2010 Beta 1 and choose not to configure SharePoint during the creation of the Team Project. Of course I found out fairly quickly that a portal for TFS is very useful, especially the Iteration and the Product backlog workbooks and the dashboard reports. This blog describes how you can configure the sharepoint portal afterwards. Update: September 9th, 2009 Adding the portal afterwards is much easier as described below. Here are the steps Step 1: Create a new temporary project (with a SharePoint site for it). Open the Team Explorer Right click in the Team Explorer the root node (i.e. the project collection) Select "New team project" from the menu Walk throught he wizard and make sure you check the option to create the portal (which is by default checked) Step 2: Disable the site for the new project Open the Team Explorer Select the team project you created in step 1 In the menu click on Team -> Show Project Portal. In the menu click on Team -> Team Project Settings -> Portal Settings... The following dialog pops up Uncheck the option "Enable team project portal" Confirm the dialog with OK Step 3: Enable the site for the original one. Point it to the newly created site. Open the Team Explorer Select the team project you want to add the portal to In the menu open Team -> Team Project Settings -> Portal Settings... The same dialog as in step 2 pops up Check the option "Enable team project portal" Click on the "Configure URL" button The following dialog pops up   In the dialog select in the combobox of the web application the TFS server Enter in the Relative site path the text "sites/[Project Collection Name]/[Team Project Name created in step 1]" Confirm the "Specify an existing SharePoint Site" with OK Check the "Reports and dashboards refer to data for this team project" option Confirm the dialog "Project Portal Settings" with OK Step 4: Delete the temporary project you created. In Beta 1, I have found no way to delete a team project. Maybe it will be available in TFS 2010 Beta 2. Original post Step 1: Create new portal site Go to the sharepoint site of your project collection (/sites//default.aspx">/sites//default.aspx">http://<servername>/sites/<project_collection_name>/default.aspx) Click on the Site Actions at the left side of the screen and choose the option Site Settings In the site settings, choose the Sites and workspaces option Create a new site Enter the values for the Title, the description, the site address. And choose for the TFS2010 Agile Dashboard as template. Create the site, by clicking on the Create button Step 2: Integrate portal site with team project Open Visual Studio Open the Team Explorer (View -> Team Explorer) Select in the Team Explorer tool window the Team Project for which you are create a new portal Open the Project Portal Settings (Team -> Team Project Settings -> Portal Setings...) Check the Enable team project portal checkbox Click on Configure URL... You will get a new dialog as below Enter the url to the TFS server in the web application combobox And specify the relative site path: sites/<project collection>/<site name> Confirm with OK Check in the Project Portal Settings dialog the checkbox "Reports and dashboards refer to data for this team project" Confirm the settings with OK (this takes a while...) When you now browse to the portal, you will see that the dashboards are now showing up with the data for the current team project. Step 3: Download process template To get a copy of the documents that are default in a team project, we need to have a fresh set of files that are not attached to a team project yet. You can do that with the following steps. Start the Process Template Manager (Team -> Team Project Collection Settings -> Process Template Manager...) Choose the Agile process template and click on download Choose a folder to download Step 4: Add Product and Iteration backlog Go to the Team Explorer in Visual Studio Make sure the team project is in the list of team projects, and expand the team project Right click the Documents node, and choose New Document Library Enter "Shared Documents", and click on Add Right click the Shared Documents node and choose Upload Document Go the the file location where you stored the process template from step 3 and then navigate to the subdirectory "Agile Process Template 5.0\MSF for Agile Software Development v5.0\Windows SharePoint Services\Shared Documents\Project Management" Select in the Open Dialog the files "Iteration Backlog" and "Product Backlog", and click Open Step 5: Bind Iteration backlog workbook to the team project Right click on the "Iteration Backlog" file and select Edit, and confirm any warning messages Place your cursor in cell A1 of the Iteration backlog worksheet Switch to the Team ribbon and click New List. Select your Team Project and click Connect From the New List dialog, select the Iteration Backlog query in the Workbook Queries folder. The final step is to add a set of document properties that allow the workbook to communicate with the TFS reporting warehouse. Before we create the properties we need to collect some information about your project. The first piece of information comes from the table created in the previous step.  As you collect these properties, copy them into notepad so they can be used in later steps. Property How to retrieve the value? [Table name] Switch to the Design ribbon and select the Table Name value in the Properties portion of the ribbon [Project GUID] In the Visual Studio Team Explorer, right click your Team Project and select Properties.  Select the URL value and copy the GUID (long value with lots of characters) at the end of the URL [Team Project name] In the Properties dialog, select the Name field and copy the value [TFS server name] In the Properties dialog, select the Server Name field and copy the value [UPDATE] I have found that this is not correct: you need to specify the instance of your SQL Server. The value is used to create a connection to the TFS cube. Switch back to the Iteration Backlog workbook. Click the Office button and select Prepare – Properties. Click the Document Properties – Server drop down and select Advanced Properties. Switch to the Custom tab and add the following properties using the values you collected above. Variable name Value [Table name]_ASServerName [TFS server name] [Table name]_ASDatabase tfs_warehouse [Table name]_TeamProjectName [Team Project name] [Table name]_TeamProjectId [Project GUID] Click OK to close the properties dialog. It is possible that the Estimated Work (Hours) is showing the #REF! value. To resolve that change the formula with: =SUMIFS([Table name][Original Estimate]; [Table name][Iteration Path];CurrentIteration&"*";[Table name][Area Path];AreaPath&"*";[Table name][Work Item Type]; "Task") For example =SUMIFS(VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Original Estimate]; VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Iteration Path];CurrentIteration&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Area Path];AreaPath&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Work Item Type]; "Task") Also the Total Remaining Work in the Individual Capacity table may contain #REF! values. To resolve that change the formula with: =SUMIFS([Table name][Remaining Work]; [Table name][Iteration Path];CurrentIteration&"*";[Table name][Area Path];AreaPath&"*";[Table name][Assigned To];[Team Member];[Table name][Work Item Type]; "Task") For example =SUMIFS(VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Remaining Work]; VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Iteration Path];CurrentIteration&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Area Path];AreaPath&"*";VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Assigned To];[Team Member];VSTS_ab392b55_6647_439a_bae4_8c66e908bc0d[Work Item Type]; "Task") Save and close the workbook. Step 6: Bind Product backlog workbook to the team project Repeat the steps for binding the Iteration backlog for thiw workbook too. In the worksheet Capacity, the formula of the Storypoints might be missing. You can resolve it with: =IF([Iteration]="";"";SUMIFS([Table name][Story Points];[Table name][Iteration Path];[Iteration]&"*")) Example =IF([Iteration]="";"";SUMIFS(VSTS_487f1e4c_db30_4302_b5e8_bd80195bc2ec[Story Points];VSTS_487f1e4c_db30_4302_b5e8_bd80195bc2ec[Iteration Path];[Iteration]&"*"))

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  • Can you point me to a nontrivial strategy pattern implementation?

    - by Eugen Martynov
    We are faced implementing a registration workflow with many branches. There are three main flows which in some conditions lead to one another. Each flow has at least four different steps; some steps interact with the server, and every step adds more information to the state. Also the requirement is to have it persistent between sessions, so if the user closes the app (this is a mobile app), it will restore the process from the last completed step with the state from the previous session. I think this could benefit from the use of the strategy pattern, but I've never had to implement it for such a complex case. Does anyone know of any examples in open source or articles from which I could find inspiration? Preferably the examples would be from a live/working/stable application. I'm interested in Java implementation mostly; we are developing for Java mobile phones: android, blackberry and J2ME. We have an SDK which is quite well separated from platform specific implementations, but examples in C++, C#, Objective-C or Python would be acceptable.

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  • Best strategy for synching data in iPhone app

    - by iamj4de
    I am working on a regular iPhone app which pulls data from a server (XML, JSON, etc...), and I'm wondering what is the best way to implement synching data. Criteria are speed (less network data exchange), robustness (data recovery in case update fails), offline access and flexibility (adaptable when the structure of the database changes slightly, like a new column). I know it varies from app to app, but can you guys share some of your strategy/experience? For me, I'm thinking of something like this: 1) Store Last Modified Date in iPhone 2) Upon launching, send a message like getNewData.php?lastModifiedDate=... 3) Server will process and send back only modified data from last time. 4) This data is formatted as so: <+><data id="..."></data></+> // add this to SQLite/CoreData <-><data id="..."></data></-> // remove this <%><data id="..."><attribute>newValue</attribute></data></%> // new modified value I don't want to make <+, <-, <%... for each attribute as well, because it would be too complicated, so probably when receive a <% field, I would just remove the data with the specified id and then add it again (assuming id here is not some automatically auto-incremented field). 5) Once everything is downloaded and updated, I will update the Last Modified Date field. The main problem with this strategy is: If the network goes down when I am updating something = the Last Modified Date is not yet updated = next time I relaunch the app, I will have to go through the same thing again. Not to mention potential inconsistent data. If I use a temporary table for update and make the whole thing atomic, it would work, but then again, if the update is too long (lots of data change), the user has to wait a long time until new data is available. Should I use Last-Modified-Date for each of the data field and update data gradually?

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  • How to use Scrum and Visual Studio without Team System

    - by Donovan Woodside
    I'm interested in possibly using Scrum with my development team (yes, I know it'll be a little painful to transition over to it). However, we don't have Team System and probably can't currently afford to get it immediately. What are some possible tools for getting a team up and running on Scrum in a .NET/Visual Studio environment without Team System?

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  • Growing mobile developers inside a web development org

    - by Arkaaito
    I work for a "mature web startup" as a web developer (mainly using PHP). Our main site has about 8 million registered members at the moment. However, the site is basically impossible to use on anything that's not a real computer. One of our most-requested features, if not the most requested, is a mobile app or mobile version of the site. I think we need to do it. Management thinks we need to do it. In fact, everyone in the company thinks we need to do it. But it's nigh impossible to hire someone with iPhone/Android skills in the present market. I'm the only person at the company with any level of mobile development experience currently, and I'm not that good (yet), so I'm seeking comments on how to bootstrap a capacity for mobile development. Anything from general tips (should I focus on developing my personal skills first or try to pick up a more experienced mobile dev?) to specific recommendations on training, etc., may be helpful, as long as it doesn't reduce to "sucks to be you." :-)

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  • I'm tasked with leading the documentation effort for an existing, entirely undocumented, software product - what resources are there to help me?

    - by Ben Rose
    I'm a software developer at a technology company. I have been tasked with leading the documentation effort for the product I work on. The goal is to produce documentation internal to developer, and the project spills over into the business side, where it covers requirements documentation. This project is challenging. Specifically, I'm dealing with a product which: - has been around for a long time, at least 6 years. - has no form of documentation other than some small, outdated pieces here and there. - has comments in the code, but they are technical and do not convey any over-arching behavior (even on technical side). - as a consequence of having little to no documentation, is often unnecessarily complex under the covers In addition, we have not been given a lot of time to work on this project. I do not have any formal documentation or writing background, training, or experience. I have displayed some ability in writing/communication around the office, which may be why I was assigned to this project. Please share your advice or recommendation for resources to help me prepare and deal with this project. I'm looking for references to books/website/forums/whatever, to help me come up with the design of a plan with milestones, learn about best practices, task delegation, templates, buy-in, etc. I'm hoping specifically for resources targeting or giving special mention of introducing good documentation to existing, undocumented, projects. I would be very grateful for your responses. Ben

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  • Understanding branching strategy/workflow correctly

    - by burnersk
    I'm using svn without branches (trunk-only) for a very long time at my workplace. I had discovered most or all of the issues related to projects which do not have any branching strategy. Unlikely this is not going to change at my workplace but for my private projects. For my private projects which most includes coworkers and working together at the same time on different features I like to have an robust branching strategy with supports long-term releases powered by git. I find out that the Atlassian Toolchain (JIRA, Stash and Bamboo) helped me most and it also recommending me an branching strategy which I like to verify for the team needs. The branching strategy was taken directly from Atlassian Stash recommendation with a small modification to the hotfix branch tree. All hotfixes should also merged into mainline. The branching strategy in words mainline (also known as master with git or trunk with svn) contains the "state of the art" developing release. Everything here was successfully checked with various automated tests (through Bamboo) and looks like everything is working. It is not proven as working because of possible missing tests. It is ready to use but not recommended for production. feature covers all new features which are not completely finished. Once a feature is finished it will be merged into mainline. Sample branch: feature/ISSUE-2-A-nice-Feature bugfix fixes non-critical bugs which can wait for the next normal release. Sample branch: bugfix/ISSUE-1-Some-typos production owns the latest release. hotfix fixes critical bugs which have to be release urgent to mainline, production and all affected long-term *release*es. Sample branch: hotfix/ISSUE-3-Check-your-math release is for long-term maintenance. Sample branches: release/1.0, release/1.1 release/1.0-rc1 I am not an expert so please provide me feedback. Which problems might appear? Which parts are missing or slowing down the productivity?

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  • Are there good resources for leading documentation for an existing software product having none?

    - by Ben Rose
    Hello. I'm a software developer at a technology company. I have been tasked with leading the documentation effort for the product I work on, both internal to developers as well as spilling over into facilitating the business side of requirements documentation. This internal product has been around for at least 6 years. One challenge is that this software application has no form of documentation other than some small, outdated pieces here and there. There are comments in the code, but they are technical and do not convey any over-arching behavior (even on technical side). As a consequence of having little to no documentation, this product is often unnecessarily complex under the covers adding to the challenge. We are very limited on time that will be given to us to work on documentation. Another thing about me is that I've displayed some ability in writing/communication around the office, but I'm not coming from any sort of documentation or formal writing background (beyond my academic career). Please share your advise or recommend resources, book/website/forum/whatever, for helping me come up with a plan with milestones, best practices, task delegation, templates, buy-in, etc. I'm hoping for a resource targeting or giving special mention of introducing good documentation on existing projects where there previously was none. I would be very grateful for your responses. Ben

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  • Test Strategy for Addins

    - by Amit
    I was wondering if someone from the forum, can help me in uderstanding the type of Testing that will be performed, I mean a Test Strategy, we need to test things like Add-ins. Also need to know how can I reply to the person who has replied to my question, I kow its a bit not so mature quesiton, but if someone can explain. Regards Amit

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  • VS 2010 Team Foundation Server Issue with SharePoint

    - by Brian
    Hello, I'm trying to setup VS 2010 Team Foundation project in TFS 2010. When I go to create the sharepoint site for the project, it errors saying I don't have permissions... what permissions do I need to grant, and is it a windows permission or within the sharepoint application? Thanks.

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  • When should I use Areas in TFS instead of Team Projects

    - by Martin Hinshelwood
    Well, it depends…. If you are a small company that creates a finite number of internal projects then you will find it easier to create a single project for each of your products and have TFS do the heavy lifting with reporting, SharePoint sites and Version Control. But what if you are not… Update 9th March 2010 Michael Fourie gave me some feedback which I have integrated. Ed Blankenship via @edblankenship offered encouragement and a nice quote. Ewald Hofman gave me a couple of Cons, and maybe a few more soon. Ewald’s company, Avanade, currently uses Areas, but it looks like the manual management is getting too much and the project is getting cluttered. What if you are likely to have hundreds of projects, possibly with a multitude of internal and external projects? You might have 1 project for a customer or 10. This is the situation that most consultancies find themselves in and thus they need a more sustainable and maintainable option. What I am advocating is that we should have 1 “Team Project” per customer, and use areas to create “sub projects” within that single “Team Project”. "What you describe is what we generally do internally and what we recommend. We make very heavy use of area path to categorize the work within a larger project." - Brian Harry, Microsoft Technical Fellow & Product Unit Manager for Team Foundation Server   "We tend to use areas to segregate multiple projects in the same team project and it works well." - Tiago Pascoal, Visual Studio ALM MVP   "In general, I believe this approach provides consistency [to multi-product engagements] and lowers the administration and maintenance costs. All good." - Michael Fourie, Visual Studio ALM MVP   “@MrHinsh BTW, I'm very much a fan of very large, if not huge, team projects in TFS. Just FYI :) Use Areas & Iterations.” Ed Blankenship, Visual Studio ALM MVP   This would mean that SSW would have a single Team Project called “SSW” that contains all of our internal projects and consequently all of the Areas and Iteration move down one hierarchy to accommodate this. Where we would have had “\SSW\Sprint 1” we now have “\SSW\SqlDeploy\Sprint1” with “SqlDeploy” being our internal project. At the moment SSW has over 70 internal projects and more than 170 total projects in TFS. This method has long term benefits that help to simplify the support model for companies that often have limited internal support time and many projects. But, there are implications as TFS does not provide this model “out-of-the-box”. These implications stretch across Areas, Iterations, Queries, Project Portal and Version Control. Michael made a good comment, he said: I agree with your approach, assuming that in a multi-product engagement with a client, they are happy to adopt the same process template across all products. If they are not, then it’ll either be easy to convince them or there is a valid reason for having a different template - Michael Fourie, Visual Studio ALM MVP   At SSW we have a standard template that we use and this is applied across the board, to all of our projects. We even apply any changes to the core process template to all of our existing projects as well. If you have multiple projects for the same clients on multiple templates and you want to keep it that way, then this approach will not work for you. However, if you want to standardise as we have at SSW then this approach may benefit you as well. Implications around Areas Areas should be used for topological classification/isolation of work items. You can think of this as architecture areas, organisational areas or even the main features of your application. In our scenario there is an additional top level item that represents the Project / Product that we want to chop our Team Project into. Figure: Creating a sub area to represent a product/project is easy. <teamproject> <teamproject>\<Functional Area/module whatever> Becomes: <teamproject> <teamproject>\<ProjectName>\ <teamproject>\<ProjectName>\<Functional Area/module whatever> Implications around Iterations Iterations should be used for chronological classification/isolation of work items. This could include isolated time boxes, milestones or release timelines and really depends on the logical flow of your project or projects. Due to the new level in Area we need to add the same level to Iteration. This is primarily because it is unlikely that the sprints in each of your projects/products will start and end at the same time. This is just a reality of managing multiple projects. Figure: Adding the same Area value to Iteration as the top level item adds flexibility to Iteration. <teamproject>\Sprint 1 Or <teamproject>\Release 1\Sprint 1 Becomes: <teamproject>\<ProjectName>\Sprint 1 Or <teamproject>\<ProjectName>\Release 1\Sprint 1 Implications around Queries Queries are used to filter your work items based on a specified level of granularity. There are a number of queries that are built into a project created using the MSF Agile 5.0 template, but we now have multiple projects and it would be a pain to have to edit all of the work items every time we changed project, and that would only allow one team to work on one project at a time.   Figure: The Queries that are created in a normal MSF Agile 5.0 project do not quite suit our new needs. In order for project contributors to be able to query based on their project we need a couple of things. The first thing I did was to create an “_Area Template” folder that has a copy of the project layout with all the queries setup to filter based on the “_Area Template” Area and the “_Sprint template” you can see in the Area and Iteration views. Figure: The template is currently easily drag and drop, but you then need to edit the queries to point at the right Area and Iteration. This needs a tool. I then created an “Areas” folder to hold all of the area specific queries. So, when you go to create a new TFS Sub-Project you just drag “_Area Template” while holding “Ctrl” and drop it onto “Areas”. There is a little setup here. That said I managed it in around 10 minutes which is not so bad, and I can imagine it being quite easy to build a tool to create these queries Figure: These new queries can be configured in around 10 minutes, which includes setting up the Area and Iteration as well. Version Control What about your source code? Well, that is the easiest of the lot. Just create a sub folder for each of your projects/products.   Figure: Creating sub folders in source control is easy as “Right click | Create new folder”. <teamproject>\DEV\Main\ Becomes: <teamproject>\<ProjectName>\DEV\Main\ Conclusion I think it is up to each company to make a call on how you want to configure your Team Projects and it depends completely on how many projects/products you are going to have for each customer including yourself. If we decide to utilise this route it will require some configuration to get our 170+ projects into this format, and I will probably be writing some tools to help. Pros You only have one project to upgrade when a process template changes – After going through an upgrade of over 170 project prior to the changes in the RC I can tell you that that many projects is no fun. Standardises your Process Template – You will always have the same Process implementation across projects/products without exception You get tighter control over the permissions – Yes, you can do this on a standard Team Project, but it gets a lot easier with practice. You can “move” work items from one “product” to another – Have we not always wanted to do that. You can rename your projects – Wahoo: everyone wants to do this, now you can. One set of Reporting Services reports to manage – You set an area and iteration to run reports anyway, so you may as well set both. Simplified Check-In Policies– There is only one set of check-in policies per client. This simplifies administration of policies. Simplified Alerts – As alerts are applied across multiple projects this simplifies your alert rules as per client. Cons All of these cons could be mitigated by a custom tool that helps automate creation of “Sub-projects” within Team Projects. This custom tool could create areas, Iteration, permissions, SharePoint and queries. It just does not exist yet :) You need to configure the Areas and Iterations You need to configure the permissions You may need to configure sub sites for SharePoint (depends on your requirement) – If you have two projects/products in the same Team Project then you will not see the burn down for each one out-of-the-box, but rather a cumulative for the Team Project. This is not really that much of a problem as you would have to configure your burndown graphs for your current iteration anyway. note: When you create a sub site to a TFS linked portal it will inherit the settings of its parent site :) This is fantastic as it means that you can easily create sub sites and then set the Area and Iteration path in each of the reports to be the correct one. Every team wants their own customization (via Ewald Hofman) - small teams of 2 persons against teams of 30 – or even outsourcing – need their own process, you cannot allow that because everybody gets the same work item types. note: Luckily at SSW this is not a problem as our template is standardised across all projects and customers. Large list of builds (via Ewald Hofman) – As the build list in Team Explorer is just a flat list it can get very cluttered. note: I would mitigate this by removing any build that has not been run in over 30 days. The build template and workflow will still be available in version control, but it will clean the list. Feedback Now that I have explained this method, what do you think? What other pros and cons can you see? What do you think of this approach? Will you be using it? What tools would you like to support you?   Technorati Tags: Visual Studio ALM,TFS Administration,TFS,Team Foundation Server,Project Planning,TFS Customisation

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  • Introducing a (new) test method to a team

    - by Jon List
    A couple of months ago i was hired in a new job. (I'm fresh out of my Masters in software engineering) The company mainly consists of ERP consultants, but I was hired in their fairly small web department (6 developers), our main task is ERP/ecom integration (ERP-integrated web shops). The department is growing, and recently my manager asked me to start thinking about introducing tests to the team, i love a challenge, but frankly I'm a bit scared (I'm the least experience member of the team). Currently the method of testing is clicking around in the web shop and asking the customer if the products are there, if they look okay, and if orders are posted correctly to the ERP. We are getting a lot of support cases on previous projects, where a customer or a customer's customer have run into errors, which - i suppose - is why my manager wants more structured testing. Off the top of my head, I though of some (obvious?) improvements, like looking at the requirement specification, having an issue tracker, enabling team members to register their time on a "tests"-line on the budget, and to circulate tasks amongst members of the team. But as i see it we have three main challenges: general website testing. (javascript, C#, ASP.NET and CMS integration tests) (live) ERP integration testing (customers rarely want to pay for test environments). adopting a method in the team I like the responsibility, but I am afraid that I'm in a little bit over my head. I expect that my manager expects me to set up some kind of workshop for the team where I present some techniques and ideas and where we(the team) can find some solutions together. What I learned in school was mostly unit testing and program verification, not so much testing across multiple systems and applications. What I'm looking for here, is references/advice/pointers/anecdotes; anything that might help me to get smarter and to improve the current method of my team. Thanks!! (TL;DR: read the bold parts)

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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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