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  • What is the value of workflow tools?

    - by user16549
    I'm new to Workflow developement, and I don't think I'm really getting the "big picture". Or perhaps to put it differently, these tools don't currently "click" in my head. So it seems that companies like to create business drawings to describe processes, and at some point someone decided that they could use a state machine like program to actually control processes from a line and boxes like diagram. Ten years later, these tools are huge, extremely complicated (my company is currently playing around with WebSphere, and I've attended some of the training, its a monster, even the so called "minimalist" versions of these workflow tools like Activiti are huge and complicated although not nearly as complicated as the beast that is WebSphere afaict). What is the great benefit in doing it this way? I can kind of understand the simple lines and boxes diagrams being useful, but these things, as far as I can tell, are visual programming languages at this point, complete with conditionals and loops. Programmers here appear to be doing a significant amount of work in the lines and boxes layer, which to me just looks like a really crappy, really basic visual programming language. If you're going to go that far, why not just use some sort of scripting language? Have people thrown the baby out with the bathwater on this? Has the lines and boxes thing been taken to an absurd level, or am I just not understanding the value in all this? I'd really like to see arguments in defense of this by people that have worked with this technology and understand why its useful. I don't see the value in it, but I recognize that I'm new to this as well and may not quite get it yet.

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  • SVN project folder tree structure vs production folder tree structure

    - by Marco Demaio
    While developing a PHP+JS web application we always try to separate big blocks of code into small modules/components, in order to make these last ones as much reusable as possible in other applications. Let's say we now have: the EcommerceApp (an ecommerce main application) a Server-file-mgr component (a component to view/manage file on server) a Mylib (a library of useful functions) a MailistApp (another main application to handle mail lists) ... EcommerceApp needs both Server-file-mgr component and Mylib to work Server-file-mgr needs Mylib to work MaillistApp needs both Server-file-mgr component and Mylib to work too. My idea is to simply structure the SVN project folder tree putting everything at the same level: trunk/EcommerceApp trunk/Server-file-mgr trunk/Mylib trunk/MaillistApp But in real life to make these apps to work the folder tree structure must be the following: EcommerceApp |_ Mylib |_ Server-file-mgr MaillistApp |_ Mylib |_ Server-file-mgr I mean Mylib and Server-file-mgr needs to be inside the EcommerceApp/MaillistApp folder. How would you then structure the SVN folder, as I did or in a different/better/smarter way???

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  • pubsubhubbub link with Project Rome

    - by itsadok
    I want to use Project Rome to create an RSS feed, using the code from the tutorial as base. I would like to add a pubsubhubbub discovery link, but there doesn't seem to be a general way to do so. I can use a Link object if I create an atom feed (which I don't want to limit myself to), or I can just add foreign markup, like this: // import org.jdom.Element Element element = new Element("link"); element.setAttribute("rel", "hub"); element.setAttribute("href", "https://myhub.example.com/endpoint"); feed.setForeignMarkup(Arrays.asList(element)); But it feels ugly. Is this really the best way to do this?

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  • Project Euler 79: what am I missing?

    - by Evert
    Hi Guys, I'm not interested in the answer, but I need to be pointed in the right direction Here's problem 79 I first try to analyze the file myself. I've noticed that the number 7 only ever appears as the first digit. This immediately implies that all the numbers containing 7 never overlaps with under numbers (on the left side). Since the questions in project euler always have 1 answer, I believe I'm misunderstanding the question. Do I not have to use all numbers? If I do have to use all numbers, there's many different possible numbers. Where am I going wrong?

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  • Dynamically add files to visual studio deployment project.

    - by Graeme Yeo
    I've been desperately looking for the answer to this and I feel I'm missing something obvious. I need to copy a folder full of data files into the TARGETDIR of my deployment project at compile time. I can see how I would add individual files (ie. right click in File System and go to Add-File) but I have a folder full of data files which constantly get added to. I'd prefer not to have to add the new files each time I compile. I have tried using a PreBuildEvent to copy the files: copy $(ProjectDir)..\Data*.* $(TargetDir)Data\ which fails with error code 1 when I build. I can't help but feel I'm missing the point here though. Any suggestions? Thanks in advance. Graeme

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  • pubsub link with Project Rome

    - by itsadok
    I want to use Project Rome to create an RSS feed, using the code from the tutorial as base. I would like to add a pubsubhubbub discovery link, but there doesn't seem to be a general way to do so. I can use a Link object if I create an atom feed (which I don't want to limit myself to), or I can just add foreign markup, like this: // import org.jdom.Element Element element = new Element("link"); element.setAttribute("rel", "hub"); element.setAttribute("href", "https://myhub.example.com/endpoint"); feed.setForeignMarkup(Arrays.asList(element)); But it feels ugly. Is this really the best way to do this?

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  • Specify Windows Service Name on install with Setup Project

    - by sympatric greg
    Objective: In support of a Windows Service that may have multiple instances on a single machine, use a Setup Project to create an MSI capable of: Receiving user input for Service Name Installing service Serializing Service Name from 1 (so that the proper name can be used in logging and uninstall) My initial hope was to set Service Name in App.config (and then retrieve it during uninstall upon instantiation of the ServiceInstaller. This seems to have been naive, because it is not accessible during the install. If MyInstaller extends Installer, it can call base.Install(); however, my attempts to write to app.config (within MyInstaller.Install() and after base.Install()) are inneffective. So while the service can be installed with a custom Service Name, that name is not serialized and the installer is most displeased upon uninstall. How should this be done?

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  • source control when starting up a new project

    - by jaras
    when starting with a project and using source control i find it hard to separate the things people are working on so they don't either write duplicate code or think it should be named one thing and so on. this problem diminishes over time because the general foundation is in place and it's easier to separate the tasks so they don't overlap as much how do you manage working with source control in the beginning phase? EDIT: I can see that it don't really have anything to do with source control, but it gets more apparent when you have source control too. so the question becomes more along the lines of "how do you manage to separate the tasks so they don't overlap too much. I think it's really hard and i haven't really seen much about how to do it.

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  • Web Setup Project - Getting the Current Machine Name

    - by Shane Kenney
    I've got a web setup project with a custom screen in it that asks for a machine name. Is there anyway to prepopulate this field with the current machines name? For the case that I need it for just including "Localhost" does not meet my requirements. "Environment.MachineName" will return the machine name within a code block which would be fine if I was needing it in a custom action. But it seems custom actions don't excecute until after you go through the installation wizard... So I cant actually use it. Anyway let me know what you think.

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  • Visual Studio 2010 SQL Server Database Project - Ignore Stored Procedures and Functions

    - by Carter
    I really like the new SQL Server Database projects in Visual Studio 2010. I also like using the "Generate DROP statements for objects that are in the target database but that are not in the database project" option in the deployment properties. However, I do not want to manage Stored Procedures and Functions using this interface; I have another tool for that. Every time I do a build and deploy, VS will drop my stored procedures that I have created with my external program. I would like to essentially "ignore" stored procedures and functions. Is there a way to ignore stored procedures and functions when building SQL Server Database projects? I won't be able to use the "Generate DROP statements..." option if I want to use my external tool for stored procedures and functions.

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  • more ruby way of doing project euler #2

    - by aharon
    I'm trying to learn Ruby, and am going through some of the Project Euler problems. I solved two as such: def fib(n) return n if n < 2 vals = [0, 1] n.times do vals.push(vals[-1]+vals[-2]) end return vals.last end i = 1 s = 0 while((v = fib(i)) < 4_000_000) s+=v if v%2==0 i+=1 end puts s While that works, it seems not very ruby-ish—I couldn't come up with any good purely Ruby answer like I could with the first one ( puts ( (0..999).inject{ |sum, n| n%3==0||n%5==0 ? sum : sum+n } )).

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  • Project organization in perforce

    - by Chupa
    Hello. I created several web applications that use the same static files (css, js, images). When I use svn for version control, I use an external repository (svn: externals) to add files to the current project. For example: - Project_1 ---- Webapp -------- Static (external to static's repo) - Project_2 ---- Webapp -------- Static (external to static's repo) I could easily use it in their web pages by adding a link like /static/ ... But now our company has moved to perforce. How can I support the current structure? We also use maven, I think to pack these files as a jar and use as a dependency, but then my editor (idea) does not see that this dependence are js-scripts and styles. And i need to repackage and deploy jar file when create minor changes. How to use maven correctly?

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  • Burn setup project to CD

    - by OCER
    Hello all, I've never burnt a visual studio program to a CD before. I've made a setup project with all my program files, and it works fine. Do I simply need to burn the following installer files onto the CD and give it to someone? The installer is a folder containing: -DotNetFX35 (Folder): Contains .net requirements for my program. -WIndowsInstaller3_1 (Folder): WindowsInstaller-KB893803-v2-x86.exe -setup.exe -My Installer.msi Sorry for the seemingly easy question. I'm double checking as I have one CD and an impatient employer. Thanks!

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  • How to ensure project management questions get answered

    - by Chuck Vose
    Background: On a new project I've found myself 3 levels removed from my actual source of information. I report to my PM, who reports to our contractor, who reports to the actual client. Getting answers to questions has become something of a problem and I'm curious to know what people recommend. Needs: I'm trying to find a technology or disciplined strategy that will assist me in ensuring that the questions I'm asking are getting answered: Correctly without much modification of the original question Quickly so the original context isn't lost Completely so that if a question is deferred I don't forget about it. Does anyone know of a software suite that assists in this matter or do you have any personal discipline strategies that worked for you? Thank you for the guidance

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  • Retrieve data like rework %, schedule and effort varience from Microsoft Project

    - by Ram
    Hi, I need to generate various metric from my MS project file for the period of one month. I need to generate following reports Schedule Variance Effort Variance Rework Percentage Wasted Efforts For rework percentage, I am using condition like the task.Start date should be greater than or equal to the start date and task.Finish date should be less than or equal to finish date. but I am concerned about the tasks those are starting before the start date and ending before the end date. In such situation I only need the rework % for the number of hrs spent during start and end and not for the hrs spent before start date. Same thing applies to the task which are starting before end date but ending after end date. Any pointer would be great help. Thanks

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  • Managing Personal Projects As Solo Developer - Getting out of depth and failing projects

    - by James Jeffery
    I need some advice on project management. I start a project, and often times it will a large project for a solo developer. Usually its a web project. I handle everything from the UI, to the JS, PHP, server management etc. Half way in I feel out of my depth. I lose where I am, so I spend a couple of days away from the project to avoid the stress and before you know it, it becomes another unfinished project. I try to use frameworks and code libraries to make my developments easier on myself. Sometimes I will complete a project so it "works" and then go back and handle errors, design the UI properly and stuff. But without fail I will always end up out of my depth. I've though about outsourcing tasks such as the UI, and the behaviour, and focusing just on the PHP - which I feel is my strong point. But then pride kicks in, and I don't feel at one with a project I haven't completed myself. Does this make sense? I am sure there are many others who have felt like this either at home, or at work, and I would love some advice on managing my projects better.

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  • How can we plan projects realistically while accounting for support issues?

    - by Thomas Clayson
    We're having a problem at work: we're trying to schedule work so that we can assess time scales and get deadline dates. The problem is that it's difficult to plan for a project without knowing everything that's going to happen. For instance, right now we've planned all our projects through the start of December, however in that time we will have various in house and external meetings, teleconferences and extra work. It's all well and good to say that a project will take three weeks, but if there is a week's worth of interruption in that time then the date of completion will be pushed back a week. The problem is 3 fold: When we schedule projects the time scales are taken literally. If we estimate three weeks, the deadline is set for three week's time, the client is told, and there is no room for extension. Interim work and such means that we lose productive time working on the project. Sometimes clients don't have the time that we need to take to do the work, so they'll sometimes come to us and say they need a project done by the end of the month even when we think that the work will take two months - not to mention we already have work to be doing. We have a Gantt chart which we are trying to fill in with all the projects we have and we fill in timesheets, but they're not compared to the Gantt chart at all. This makes it difficult to say "Well, we scheduled 3 weeks for this project, but we've lost a week here so the deadline has to move back a week." It's also not professional to keep missing deadlines we've communicated to the client. How do other people deal with this type of situation? How do you manage the planning of projects? How much "extra" time do you schedule into a project to account for non-project work that occurs during a project? How do you deal with support issues and bugs and stuff? Things you can't account for during planning? UPDATE Lots of good answers thank you.

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  • Do we need to adopt a black-box asset our project is inheriting from its predecessor?

    - by Tom Anderson
    Our client has an eCommerce site which was developed by an in-house team, and is now showing its age. I work for a firm brought in as external contractors to build a replacement. Part of the current site is a Flash viewer applet which displays media about the product - zoom-able images, 360-degree views, movies, and so on. We need to show the same media the current site does, so we are simply reusing the viewer. The viewer is embedded on a page in the usual way, and told what media to show by means of an XML file it loads from our server, which is pretty simple for us to generate. We've got this working; it was pretty straightforward. But what else do we need to do? The thing is, as far as we're concerned, the viewer is a binary blob which is served from the client's content-distribution network. We embed it, feed it some XML, and it does its job, but we have no power over its internals. It's completely opaque to us - a black box. We can use it to do what it does, but we can't change it, so if we ever need to do something different, we're stuffed. We're building this site for the client, and when we're done, we'll hand it over for them to maintain. We won't be doing the maintenance ourselves. There's a small team within the client who are working as part of our team, and who will be the ones doing the maintenance. That team only includes one person from the team that built the old site, and it's not someone who knows the image viewer. The people who do know the image viewer are not slated to join our team when our system replaces theirs - they'll be moved to other projects. The documentation on the viewer is extremely thin, and as far as i know doesn't cover the internals at all. My worry is that if someone doesn't take some positive action, all knowledge of the internal workings of the viewer - even down to where the source code for it is - will be lost. It's possible it already has been. Is this something to worry about? If so, whose job is it to worry about it? What should they do about it once they've got worried?

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  • Rule of thumb for cost vs. savings for code re-use

    - by Styler
    Is it a good rule of thumb to always write code for the intent of re-using it somewhere down the road? Or, depending on the size of the component you are writing, is it better practice to design it for re-use when it makes sense with regards to time spent on it. What is a good rule of thumb for spending extra time on analysis and design on project components that have "some probability" of being needed later down the road for other things that may or may need this part. For example, if I have the need for project X to do things A, and B. A definitely needs to be written for re-use because it just makes sense to do so. B is very project specific at the moment, and I can hack it all together in a couple days to finish the project on time and give everyone kudos for being a great team, etc. Or if we say, lets spend a whole friggin' 2 weeks figuring out what project Y/Z might need this thing for and spend a load of extra time on on part B because someday we might need to use it on project Y/Z (where the savings will be realized). I'd imagine a perfect world situation would be a nicely crafted combination of project specific vs. re-use architected components given the project. However some code shops might feel it would be a great idea to write everything for the intention of using it at some point down the road.

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  • How can I make a case for "dependency management"?

    - by C. Ross
    I'm currently trying to make a case for adopting dependency management for builds (ala Maven, Ivy, NuGet) and creating an internal repository for shared modules, of which we have over a dozen enterprise wide. What are the primary selling points of this build technique? The ones I have so far: Eases the process of distributing and importing shared modules, especially version upgrades. Requires the dependencies of shared modules to be precisely documented. Removes shared modules from source control, speeding and simplifying checkouts/check ins (when you have applications with 20+ libraries this is a real factor). Allows more control or awareness of what third party libs are used in your organization. Are there any selling points that I'm missing? Are there any studies or articles giving improvement metrics?

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  • How does the ETVDX model fit in with project management?

    - by peter_gent
    In a lecture, the lecturer described the following model : E - entry (the preconditions to a task). T - task - doing the task V - verifying the tasks quality D - Delivering the tasks X - Exit. or ETVDX If anyone is familiar with this 'generic compliance model', how does it fit into software development exactly? I presume it's equivalent to the waterfall model of negotiating requirements defining/decompose stage estimating effort estimating resources developing schedule.

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  • SQL SERVER – Installing SQL Server Data Tools and SSRS

    - by Pinal Dave
    This example is from the Beginning SSRS by Kathi Kellenberger. Supporting files are available with a free download from the www.Joes2Pros.com web site. If you have installed SQL Server, but are missing the Data Tools or Reporting Services Double-click the SQL Server 2012 installation media. Click the Installation link on the left to view the Installation options. Click the top link New SQL Server stand-alone installation or add features to an existing installation. Follow the SQL Server Setup wizard until you get to the Installation Type screen. At that screen, select Add features to an existing instance of SQL Server 2012. Click Next to move to the Feature Selection page. Select Reporting Services – Native and SQL Server Data Tools. If the Management Tools have not been installed, go ahead and choose them as well. Continue through the wizard and reboot the computer at the end of the installation if instructed to do so. Configure Reporting Services If you installed Reporting Services during the installation of the SQL Server instance, SSRS will be configured automatically for you. If you install SSRS later, then you will have to go back and configure it as a subsequent step. Click Start > All Programs > Microsoft SQL Server 2012 > Configuration Tools > Reporting Services Configuration Manager > Connect on the Reporting Services Configuration Connection dialog box. On the left-hand side of the Reporting Services Configuration Manager, click Database. Click the Change Database button on the right side of the screen. Select Create a new report server database and click Next. Click through the rest of the wizard accepting the defaults. This wizard creates two databases: ReportServer, used to store report definitions and security, and ReportServerTempDB which is used as scratch space when preparing reports for user requests. Now click Web Service URL on the left-hand side of the Reporting Services Configuration Manager. Click the Apply button to accept the defaults. If the Apply button has been grayed out, move on to the next step. This step sets up the SSRS web service. The web service is the program that runs in the background that communicates between the web page, which you will set up next, and the databases. The final configuration step is to select the Report Manager URL link on the left. Accept the default settings and click Apply. If the Apply button was already grayed out, this means the SSRS was already configured. This step sets up the Report Manager web site where you will publish reports. You may be wondering if you also must install a web server on your computer. SQL Server does not require that the Internet Information Server (IIS), the Microsoft web server, be installed to run Report Manager. Click Exit to dismiss the Reporting Services Configuration Manager dialog box. Tomorrow’s Post Tomorrow’s blog post will show how to create your first report using the Report Wizard. If you want to learn SSRS in easy to simple words – I strongly recommend you to get Beginning SSRS book from Joes 2 Pros. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL Tagged: Reporting Services, SSRS

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  • How Mature is Your Database Change Management Process?

    - by Ben Rees
    .dbd-banner p{ font-size:0.75em; padding:0 0 10px; margin:0 } .dbd-banner p span{ color:#675C6D; } .dbd-banner p:last-child{ padding:0; } @media ALL and (max-width:640px){ .dbd-banner{ background:#f0f0f0; padding:5px; color:#333; margin-top: 5px; } } -- Database Delivery Patterns & Practices Further Reading Organization and team processes How do you get your database schema changes live, on to your production system? As your team of developers and DBAs are working on the changes to the database to support your business-critical applications, how do these updates wend their way through from dev environments, possibly to QA, hopefully through pre-production and eventually to production in a controlled, reliable and repeatable way? In this article, I describe a model we use to try and understand the different stages that customers go through as their database change management processes mature, from the very basic and manual, through to advanced continuous delivery practices. I also provide a simple chart that will help you determine “How mature is our database change management process?” This process of managing changes to the database – which all of us who have worked in application/database development have had to deal with in one form or another – is sometimes known as Database Change Management (even if we’ve never used the term ourselves). And it’s a difficult process, often painfully so. Some developers take the approach of “I’ve no idea how my changes get live – I just write the stored procedures and add columns to the tables. It’s someone else’s problem to get this stuff live. I think we’ve got a DBA somewhere who deals with it – I don’t know, I’ve never met him/her”. I know I used to work that way. I worked that way because I assumed that making the updates to production was a trivial task – how hard can it be? Pause the application for half an hour in the middle of the night, copy over the changes to the app and the database, and switch it back on again? Voila! But somehow it never seemed that easy. And it certainly was never that easy for database changes. Why? Because you can’t just overwrite the old database with the new version. Databases have a state – more specifically 4Tb of critical data built up over the last 12 years of running your business, and if your quick hotfix happened to accidentally delete that 4Tb of data, then you’re “Looking for a new role” pretty quickly after the failed release. There are a lot of other reasons why a managed database change management process is important for organisations, besides job security, not least: Frequency of releases. Many business managers are feeling the pressure to get functionality out to their users sooner, quicker and more reliably. The new book (which I highly recommend) Lean Enterprise by Jez Humble, Barry O’Reilly and Joanne Molesky provides a great discussion on how many enterprises are having to move towards a leaner, more frequent release cycle to maintain their competitive advantage. It’s no longer acceptable to release once per year, leaving your customers waiting all year for changes they desperately need (and expect) Auditing and compliance. SOX, HIPAA and other compliance frameworks have demanded that companies implement proper processes for managing changes to their databases, whether managing schema changes, making sure that the data itself is being looked after correctly or other mechanisms that provide an audit trail of changes. We’ve found, at Red Gate that we have a very wide range of customers using every possible form of database change management imaginable. Everything from “Nothing – I just fix the schema on production from my laptop when things go wrong, and write it down in my notebook” to “A full Continuous Delivery process – any change made by a dev gets checked in and recorded, fully tested (including performance tests) before a (tested) release is made available to our Release Management system, ready for live deployment!”. And everything in between of course. Because of the vast number of customers using so many different approaches we found ourselves struggling to keep on top of what everyone was doing – struggling to identify patterns in customers’ behavior. This is useful for us, because we want to try and fit the products we have to different needs – different products are relevant to different customers and we waste everyone’s time (most notably, our customers’) if we’re suggesting products that aren’t appropriate for them. If someone visited a sports store, looking to embark on a new fitness program, and the store assistant suggested the latest $10,000 multi-gym, complete with multiple weights mechanisms, dumb-bells, pull-up bars and so on, then he’s likely to lose that customer. All he needed was a pair of running shoes! To solve this issue – in an attempt to simplify how we understand our customers and our offerings – we built a model. This is a an attempt at trying to classify our customers in to some sort of model or “Customer Maturity Framework” as we rather grandly term it, which somehow simplifies our understanding of what our customers are doing. The great statistician, George Box (amongst other things, the “Box” in the Box-Jenkins time series model) gave us the famous quote: “Essentially all models are wrong, but some are useful” We’ve taken this quote to heart – we know it’s a gross over-simplification of the real world of how users work with complex legacy and new database developments. Almost nobody precisely fits in to one of our categories. But we hope it’s useful and interesting. There are actually a number of similar models that exist for more general application delivery. We’ve found these from ThoughtWorks/Forrester, from InfoQ and others, and initially we tried just taking these models and replacing the word “application” for “database”. However, we hit a problem. From talking to our customers we know that users are far less further down the road of mature database change management than they are for application development. As a simple example, no application developer, who wants to keep his/her job would develop an application for an organisation without source controlling that code. Sure, he/she might not be using an advanced Gitflow branching methodology but they’ll certainly be making sure their code gets managed in a repo somewhere with all the benefits of history, auditing and so on. But this certainly isn’t the case (yet) for the database – a very large segment of the people we speak to have no source control set up for their databases whatsoever, even at the most basic level (for example, keeping change scripts in a source control system somewhere). By the way, if this is you, Red Gate has a great whitepaper here, on the barriers people face getting a source control process implemented at their organisations. This difference in maturity is the same as you move in to areas such as continuous integration (common amongst app developers, relatively rare for database developers) and automated release management (growing amongst app developers, very rare for the database). So, when we created the model we started from scratch and biased the levels of maturity towards what we actually see amongst our customers. But, what are these stages? And what level are you? The table below describes our definitions for four levels of maturity – Baseline, Beginner, Intermediate and Advanced. As I say, this is a model – you won’t fit any of these categories perfectly, but hopefully one will ring true more than others. We’ve also created a PDF with a flow chart to help you find which of these groups most closely matches your team:  Download the Database Delivery Maturity Framework PDF here   Level D1 – Baseline Work directly on live databases Sometimes work directly in production Generate manual scripts for releases. Sometimes use a product like SQL Compare or similar to do this Any tests that we might have are run manually Level D2 – Beginner Have some ad-hoc DB version control such as manually adding upgrade scripts to a version control system Attempt is made to keep production in sync with development environments There is some documentation and planning of manual deployments Some basic automated DB testing in process Level D3 – Intermediate The database is fully version-controlled with a product like Red Gate SQL Source Control or SSDT Database environments are managed Production environment schema is reproducible from the source control system There are some automated tests Have looked at using migration scripts for difficult database refactoring cases Level D4 – Advanced Using continuous integration for database changes Build, testing and deployment of DB changes carried out through a proper database release process Fully automated tests Production system is monitored for fast feedback to developers   Does this model reflect your team at all? Where are you on this journey? We’d be very interested in knowing how you get on. We’re doing a lot of work at the moment, at Red Gate, trying to help people progress through these stages. For example, if you’re currently not source controlling your database, then this is a natural next step. If you are already source controlling your database, what about the next stage – continuous integration and automated release management? To help understand these issues, there’s a summary of the Red Gate Database Delivery learning program on our site, alongside a Patterns and Practices library here on Simple-Talk and a Training Academy section on our documentation site to help you get up and running with the tools you need to progress. All feedback is welcome and it would be great to hear where you find yourself on this journey! This article is part of our database delivery patterns & practices series on Simple Talk. Find more articles for version control, automated testing, continuous integration & deployment.

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  • Development process for an embedded project with significant hardware changes

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

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