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  • Is hierarchical product backlog a good idea in TFS 2012-2013?

    - by Matías Fidemraizer
    I'd like to validate I'm not in the wrong way. My team project is using Visual Studio Scrum 2.x. Since each area/product has a lot of kind of requirements (security, user interface, HTTP/REST services...), I tried to manage this creating "parent backlogs" which are "open forever" and they contain generic requirements. Those parent backlogs have other "open forever" backlogs, and/or sprint backlogs. For example: HTTP/REST Services (forever) ___ Profiles API (forever) ________ POST profile (forever) _______________ We need a basic HTTP/REST profiles' API to register new user profiles (sprint backlog) Is it the right way of organizing the product backlog? Note: I know there're different points of view and that would be right for some and wrong for others. I'm looking for validation about if this is a possible good practice on TFS with Visual Studio Scrum.

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  • Improve Bad testing

    - by SetiSeeker
    We have a large team of developers and testers. The ratio is one tester for every one developer. We have full bug tracking and reporting systems in place. We have test plans in place. Every change to the product, the testing team is involved in the design of the feature and are included in the development process as much as possible. We build in small iterative blocks, using scrum methodology and every scrum they are included in, including the grooming sessions etc. But every release of the product, they miss even the most simple and obvious defects. How can we improve this?

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  • How to properly shield a Product Owner from outside?

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

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  • Livre gratuit à télécharger : Kanban et Scrum, par Henrik Kniberg et Mattias Skarin, traduit en fran

    Bonjour, Une traduction de Kanban and Scrum - making the most of both de Henrik Kniberg et Mattias Skarin publié par InfoQ a été faite bénévolement par Claude Aubry, Frédéric Faure, Antoine Vernois, et Fabrice Aimetti. Vous pouvez donc le télécharger gratuitement sur l'hébergement Developpez.com dédié aux contributions d'Henrik. Prochainement vous pourrez également le consulter entièrement en ligne Et bien sur, un grand merci aux 4 traducteurs pour c...

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  • Combining Scrum, TFS2010 and Email to keep everyone in the loop

    - by Martin Hinshelwood
    Often you will receive rich information from your Product Owner (Customer) about tasks. That information can be in the form of Word documents, HTML Emails and Pictures, but you generally receive them in the context of an Email. You need to keep these so your Team can refer to it later, and so you can send a “done” when the task has been completed. This preserves the “history” of the task and allows you to keep relevant partied included in any future conversation. At SSW we keep the original email so that we can reply Done and delete the email. But keeping it in your email does not help other members of the team if they complete the task and need to send the “done”. Worse yet, the description field in Team Foundation Server 2010 (TFS 2010) does not support HTML and images, nor does the default task template support an “interested parties” or CC field. You can attach this content manually, but it can be time consuming. Figure: Description only supports plain text, and History supports HTML with no images   What should we do? At SSW we always follow the rules, and it just so happened that we have rules to both achieve this, and to make it easier. You should follow the existing Rules to Better Project Management  and attach the email to your task so you can refer to and reply to it later when you close the task: Do you know what Outlook add-ins you need? Describe the work item request in an email Use Outlook Add-in to move the email to a TFS Work Item When replying to an email with “done” you should follow: Do you update Team Companion template, so the email "subject" doesn't change? Do you update Team Companion template, so you can generate a proper "done" mail? Following these simple rules will help your Product Owner understand you better, and allow your team to more effectively collaborate with each other. An added bonus is that as we are keeping the email history in sync with TFS. When you “reply all” to the email all of the interested partied to the Task are also included. This notified those that may have been blocked by your task to keep up to date with its status. This has been published as Do you know to ensure that relevant emails are attached to tasks in our Rules to Better Scrum using TFS. What could we do better? I would like to see this process automated so that we capture the information correctly in the task without the need to use email. This would require a change to the process template in Team Foundation Server to add an “Interested Parties” field. Each reply to the email would need to be automatically processed into a Work Item. This could be done by adding a task identifier as the first item in the “Relates to” email header, and copying in an email address that you watch. This would then parse out the relevant information and add the new message to the history, update the “Interested parties” field and attach the Images. Upon reflection, it may even be possible, but more difficult to do this using ONLY the History field and including some of the header information in there to the build a done email with history. This would not currently deal with email “forks” well, but I think it would be adequate for our needs. It would be nice if we could find time to implement this, but currently it is but a pipe dream. Maybe Microsoft could implement something in the next version of Team Foundation Server, and in the mean time we have a process that works well. Technorati Tags: Scrum,SSW Rules,TFS 2010,TFS 2008

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  • Refactoring in domain driven design

    - by Andrew Whitaker
    I've just started working on a project and we're using domain-driven design (as defined by Eric Evans in Domain-Driven Design: Tackling Complexity in the Heart of Software. I believe that our project is certainly a candidate for this design pattern as Evans describes it in his book. I'm struggling with the idea of constantly refactoring. I know refactoring is a necessity in any project and will happen inevitably as the software changes. However, in my experience, refactoring occurs when the needs of the development team change, not as understanding of the domain changes ("refactoring to greater insight" as Evans calls it). I'm most concerned with breakthroughs in understanding of the domain model. I understand making small changes, but what if a large change in the model is necessary? What's an effective way of convincing yourself (and others) you should refactor after you obtain a clearer domain model? After all, refactoring to improve code organization or performance could be completely separate from how expressive in terms of the ubiquitous language code is. Sometimes it just seems like there's not enough time to refactor. Luckily, SCRUM lends it self to refactoring. The iterative nature of SCRUM makes it easy to build a small piece and change and it. But over time that piece will get larger and what if you have a breakthrough after that piece is so large that it will be too difficult to change? Has anyone worked on a project employing domain-driven design? If so, it would be great to get some insight on this one. I'd especially like to hear some success stories, since DDD seems very difficult to get right. Thanks!

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  • Gamification: designing cooperation in an RPG like game based on Scrum methodology

    - by Grzegorz Slawecki
    I have implemented with 3 friends a gamified system at my work (development company) which builds an fantasy rpg game over scrum project methodology. Generally, the tasks are the missions, each player is represented by a character. They earn XPs for completing tasks and they advance to the next levels which gives them badges, titles and (this is in planning phase) new privileges (e.g. priority in choosing tasks). Since the very beginning we try to do everything to avoid rivalisation between players because it would ruin the project if the players started to compete. There are no explicit leaderboards, we also plan to give bonuses for helping other players. I have a feeling that this is still not enough to really encourage cooperation. I would like to ask You for any ideas that come to Your mind that would help.

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  • Agile development challenges

    - by Bob
    With Scrum / user story / agile development, how does one handle scheduling out-of-sync tasks that are part of a user story? We are a small gaming company working with a few remote consultants who do graphics and audio work. Typically, graphics work should be done at least a week (sometimes 2 weeks) in advance of the code so that it's ready for integration. However, since SCRUM is supposed to focus on user stories, how should I split the stories across iteration so that they still follow the user story model? Ideally, a user story should be completed by all the team members in the same iteration, I feel that splitting them in any way violates the core principle of user story driven development. Also, one front end developer can work at 2X pace of backend developers. However, that throws the scheduling out of sync as well because he is either constantly ahead of them or what we have done is to have him work on tasks that not specific to this iteration just to keep busy. Either way, it's the same issue as above, splitting up user story tasks. If someone can recommend an active Google agile development group that discusses these and other issues, that'll be great. Also, if you know of a free alternative to Pivotal Labs, let me know as well. I'm looking now at Agilo.

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  • Software development process for a part time University project for 1 developer?

    - by Pricey
    I will be doing a part time University project soon and the time frame for it is around 8 months with approximately 10-15 hours a week spent working on it, with a review by a tutor each quarter. My question is what software development process would you recommend using when the course requires you to work on your own in order to manage yourself as well as the project? I wanted to use a weekly or bi-weekly iterative approach to my work but a lot of the processes seem tailored to teams of people. I am looking at XP (Extreme Programming) OR Scrum as something that is less than the norm for University work but again Scrum I don't know a lot about yet, and a question I have is; can you say you are doing XP without pair-programming? because my tutor seems to think that I have to stick to all the practices otherwise I can't do it (nevermind if I am working alone). We can have external user input as well but due to the small timescales with part time work it may be more beneficial for myself to be the user as well, which is not what I prefer considering how I can get lost in the design.

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  • QA - Developer communication

    - by exiter2000
    I am a developer and have worked at this company 4~5 years by now. We have been practicing scrum for about 2 years. I think, I have been worked well with QAs. I believe QAs/developers/technical writers are all one team. We are also actively hiring new team members. As a legacy member of the team, I have faced to assist new member(including developers and testers) with my business knowledge. We work on 2 weeks base scrum. I usually deliver my user story completely by the first date of second week and do some qa build with partial functionality of my user story so that QA has a good idea about my implementation and flow. Recently, I have met some QAs. In first week, the QAs do not talk... In stand up meeting, they say they are developing test cases regardless I deliver the user story or not. In second week, I do not have a single defect till Thursday afternoon and suddenly I have a major defect with several minor UI defect, which I delivered one week ago. Or I have one or two minor defects on second week however major defects on Thursday afternoon or Friday morning. This eventually make the story rolls over to the next sprint. Major defect takes time to fix and more importantly it would trigger the regression test for the story... Even if I worked Thursday evening and fixed it, the testing will not finish. And this happens multiple times with certain QAs. As a same team member, I talked to the QAs if they could test major defect with higher priority... Rejected... Because I do not understand QA process.. So I asked roughly how many major test cases are covered so far in the stand up meeting on 2nd week Wednesday.. The response is I should not ask this to the QA in the stand up meeting... What do I do?

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  • Automation at GUI or API Level in Scrum

    - by Sani Parwani
    I am a Automation Engineer. I use QTP for Automation. I wanted to know couple of things. In a scrum Project which has 2 weeks of work, how can complete automation be done in that time frame (talking only about the GUI Level)? Similarly, how can API Level of automated testing be accomplished, especially inside a single sprint? And what exactly is API level testing? How to begin with API Testing? I assume QTP is not the tool here certainly.

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  • What is the difference between Sprint and Iteration in SCRUM and length of each Sprint?

    - by kurozakura
    1.Is there a difference between Sprint and an Iteration or one can have Iterations within a Sprint or Sprint is just the terminology used instead of Iteration in SCRUM? It will be helpful if someone can throw some light on this. 2.Suppose there are 4 sprints and you have decided the first sprint will go up to 10days is it required that other 3 sprints should have the same length of the 1st decided sprint's length??.

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  • Which open-source Scrum project management tool do you use?

    - by jumar
    I'm looking for an open-source Scrum project management tool for a small dev team (3 to 6 developers). I've been impressed by trac but I don't need its bug tracking feature as we already use Mantis. I'm having a look at iceScrum which seems feature-full and shiny but a bit cluttered. A solution that integrates into eclipse would be a plus.

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  • How do you remind your Scrum Product Owner about his promises/actions?

    - by Felix Ogg
    ** EDIT: Rephrased the question to re-focus ** Our Scrum team meets as seldomly as possible, but we meet with the product owner every chance we get. We track everyone's agreed action points (particularly theirs). We are 100% agile, but our product owner lives in traditional world, we remain off-site. We facilitate him in crossing over to our fast-paced world. There's not much wrong. The team and the PO are in good spirits. PO is present at every meeting and positively energized. Just imagine this person as a 70 year old, slow grandpa, who is forgetful, yet kind. In reality he isn't, but he is used to a working environment (public servants) that is much slooooower. Manyana-manyana etc. It is frustrating for my team to cooperate: PO lives in a non-prioritized environment, and everyone in it has learned the productivity-technique of NGTD (Not Getting Things Done). He WANTS to, it's just that he forgets or 'sinks' somewhere along the away. We have experimented with a text file, maintained by the Scrum master (low-tech), which he broadcasts by e-mail every day JIRA, our issue tracker. Turns out this is nice for programmers, but too steep for 'regular people' I Googled for Issue tracking webtools but came up empty handed: All tools are aimed at IT issue tracking, instead of meeting action point tracking/planning for mere mortals. I did find TODO-lists like RememberTheMilk, but they don't track comments, and - to be honest - I doubt we could get our product owner to use it (too complicated). We have three requirements: Register action points, assign to a team member and a deadline Offer anyone to 'comment' on progress of any action point Do not build our own tool from scratch We do not need: - impressive authorization models, - multi-project, - workflow, - crosslinking. Is there any trick/tool you use to assist your product owner 'fly' like the rest of the rest of the team? Communication before tools I agree with the general consensus that one should not try to apply technology to a communication problem, however in this case I am merely looking for a tool to save me time in setting up prioritized lists. I found www.thymer.com today, may be what I am looking for. The guys are cool. It is getting rather feature-bloated though.

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  • Agile and different facet of software development

    - by arjun
    It is said that the Kanban methodology is suited for software maintenance and support areas, whereas Scrum is more suited for new product development. No process or methods are complete. Using the right one will help you succeed, but they will not guarantee success. Which agile approach is best suited for a project which is basically a re-platforming from one technology to another (say from Java to .NET).

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  • How do you demo software with No UI in the Sprint Review?

    - by Jeff Martin
    We are doing agile software development, basically following Scrum. We are trying to do sprint reviews but finding it difficult. Our software is doing a lot of data processing and the stories often are about changing various rules around this. What are some options for demoing the changes that occurred in the sprint when there isn't a UI or visible workflow change, but instead the change is a subtle business rule on a processing job that can take 10s of minutes or even a couple of hours?

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  • When defining Product Backlog items, is it s a bad idea to describe what will be part of the user experience?

    - by DDiVita
    First, I am using the TFS 2010 SCRUM template. I am wondering if this is a bad idea... I started defining a PBI for User Interface Elements. Basically, this will hold all the tasks that developers will be assigned when developing UI elements for a web application. Since this has to do with user interaction and usability I was thinking it may be OK, however my struggle is that it also can be considered functionality and may not fit as a PBI.

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  • What is your favorite Software Engineering methodology?

    - by bmdhacks
    I'm hoping the SO crowd can help me expand my definitions of methodology buzzwords such as SCRUM, Agile, XP, Waterfall, etc, and give some enlightenment as to which approach is the best. If there's some specific book or web page that really captures your philosophy on constructing software with teams of programmers, please indicate it. EDIT: Please don't say, "I use a little of everything." without any more detail. If you haven't read any books or websites that have been helpful, now's your chance to enlighten the world by describing your experience-learned methodology. I would encourage the moderators to up-vote more descriptive answers. It's OK if you haven't read any books and made up your own style from experience, but please describe that style so we can learn from you. Thanks for taking the time to answer my question.

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  • Software Management Tools for Agile Process Development

    - by Graviton
    We would like to implement the Agile/ Scrum process in our daily software management, so as to provide better progress visibility and feature managements, here are some of the activities that we want to do: Daily stand-up Release cycles of 6 weeks with 3 2-week iterations. Having a product back-log of tasks (integrate with bugzilla) and bugs estimated out. Printing a daily burn down to make velocity visible. When used as motivator, it's great. Easy feature development tracking and full blown visibility, especially for the sales and stake holders ( this means that it must be a web based tool). My team is distributed, so physical whiteboards aren't feasible. Is there such a web based tool that meets our needs? I heard icescrum may be one, but I've never used it so I don't know. There are a few more suggestions as here, but I've never heard of them, anyone cares to elaborate or suggest new tools?

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  • Support / Maintenance documentation for development team

    - by benwebdev
    Hi, I'm working in the Development dept (around 40 developers) for a large E-Commerce company. We've grown quickly but have not evolved very well in the field of documenting our work. We work with an Agile / Scrum-like methodology with our development and testing but documentation seems to be neglected. We need to be able to make documentation that would aid a developer who hasnt worked on our project before or was new to the company. We also have to create more high level information for our support department to explain any extra config settings and fixes of known issues that may arise, if any. Currently we put this in a badly put together wiki, based on an old Sharepoint / TFS site. Can anyone suggest some ideal links or advice on improving the documentation standard? What works in other companies? Has anyone got avice on developing documentation as part of an agile process? Many thanks, ben

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  • Validating User Stories: How much change is too much?

    - by David Kaczynski
    While the core of requirements development and acceptance criteria would ideally take place during the planning meeting in order to create a better estimate, Scrum encourages continuous interaction with the product owner throughout the sprint to validate and refine user stories. What kind of criteria is used to judge if there is too much change being imposed on a user story mid-sprint? When is it appropriate to change the requirements of the user story? When is it appropriate to cancel the user story / sprint in order to re-evaluate and re-estimate a user story in question?

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  • How do bug reports factor in to a sprint?

    - by Mark Ingram
    I've been reading up on Scrum recently. From my understanding, a meeting is held before the sprint starts, to decide what gets moved from the product backlog to the upcoming sprint backlog. Once a feature is completed in the current sprint, it will go into the "Ready to QA" bucket, and it's at this point that I'm getting confused. Do bug reports go back into the product backlog? I assume they can't go back into the sprint backlog as we've already decided what work will be done for this cycle? What happens when QA finds a bug? Where does it go?

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  • How can we reduce downtime at the end of an iteration?

    - by Anna Lear
    Where I work we practice scrum-driven agile with 3-week iterations. Yes, it'd be nice if the iterations were shorter, but changing that isn't an option at the moment. At the end of the iteration, I usually find that the last day goes very slowly. The actual work has already been completed and accepted. There are a couple meetings (the retrospective and the next iteration planning), but other than that not much is going on. What sort of techniques can we as a team use to maintain momentum through the last day? Should we address defects? Get an early start on the next iteration's work anyway? Something else?

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