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• XCode Project Code Changes Not Updating 100% After Save-Build-Run

  - by Greg

  When I make code changes to my iPhone game project in XCode, and then do CMD-B + Enter, I expect the project to be saved, build and run on the simulator with the latest. What is happening though, sometimes, is that it doesn't pick up a small change I make unless I clean the project and then build. I'm a long time Java person and newish to C-based languages and it's compiler. Can someone explain to me what is cached after each build that does this and how to change my project settings to avoid having to clean everytime? Or tell me the bad news that this is part of C development? Not trying to bash it - I get compiled JSPs stuck in the working cache often in Java, too. :P

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• how to set startup project through coding in c#

  - by happy

  i would like to run a cummand prompt to run the project and set its startup project

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• How to Best Setup a Website Project in VS.NET

  - by Jason

  I have very little experience with setting up a website from scratch in a .NET environment. As I am doing this now, I am wondering - what's the best way to go? Is it better to create a new Website Project, and include the various backend services and database code as part of that project, or is it better to split out the various aspects of the project? If the second, how would I go about doing that? I want to ensure that this project is easy to manage in the future (in terms of source control, deployment, etc), so I want to make sure I'm starting off on the right foot. I was unable to find any tutorials online, but if you have any, I would appreciate those as well. Thanks!

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• Eclipse CDT: How to clear Problems window without invoking Clean Project or Build Project?

  - by zirahvi

  Is there a way to clear the Problems window (and any related source code error/warning annotations) without invoking "Build All/Project/..." or "Clean project" (or deleting the project and then re-creating/re-importing it)?

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• From Trailer to Cloud: Skire acquisition expands Oracle’s on-demand project management options.

  - by Melissa Centurio Lopes

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} By Alison Weiss Whether building petrochemical facilities in the Middle East or managing mining operations in Australia, project managers face significant challenges. Local regulations and currencies, contingent labor, hybrid public/private funding sources, and more threaten project budgets and schedules. According to Mike Sicilia, senior vice president and general manager for the Oracle Primavera Global Business Unit, there will be trillions of dollars invested in industrial projects around the globe between 2012 and 2016. But even with so much at stake, project leads don’t always have time to look for new and better enterprise project portfolio management (EPPM) software solutions to manage large-scale capital initiatives across the enterprise. Oracle’s recent acquisition of Skire, a leading provider of capital program management and facilities management applications available both in the cloud and on premises, gives customers outstanding new EPPM options. By combining Skire’s cloud-based solutions for managing capital projects, real estate, and facilities with Oracle’s Primavera EPPM solutions, project managers can quickly get a solution running that is interoperable across an extended enterprise. Staff can access the EPPM solution within days, rather than waiting for corporate IT to put technology in place. “Staff can access the EPPM solution within days, rather than waiting for corporate IT to put technology in place,” says Sicilia. This applies to a problem that has, according to Sicilia, bedeviled project managers for decades: extending EPPM functionality into the field. Frequently, large-scale projects are remotely located, and the lack of communications and IT infrastructure threatened the accuracy of project reporting and scheduling. Read the full version of this article in the November 2012 edition of Oracle's Profit Magazine: Special Report on Project Management

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• Various roles in an Organization and their respective tasks.

  - by balu

  In various organizations(Software Company) there would be various designations having different roles. I would like to know the Industry accepted & followed trend in the organization hierarchy(..Like DBA,System Architect,Project Manager,Senior Developer,Developer,QA,Design Team,Delivery Manager etc..).And the various roles played by each of them in the various stages of the Software Development Life Cycle.Who all could possibly be sharing the responsibility mutually?

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• Projected Results: Sound project management practices, combined with a complete technology platform, have an immediate and lasting impact on an organization’s bottom line.

  - by Melissa Centurio Lopes

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Article By: Alan Joch, is a business and technology writer who specializes in enterprise applications, cloud computing, mobile computing, and the Web. It’s no secret that complex, large-scale projects need close management controls to ensure that they’re delivered on time and on budget. But now there’s growing evidence that failing to meet these goals can have far-reaching consequences, not only for the reputations and value of individual organizations but also for the tenure of their top executives. Government watchdogs forced one large contractor to suspend a multibillion-dollar defense program—and delay payment receipts—until a better management system was launched to more accurately track spending, project milestones, and other fundamental metrics. Significant delays in the opening of the £4.3 billion Terminal 5 at Heathrow Airport impaired an airline’s operations and contributed to a drop in its share prices. These real-world examples are noteworthy because of the huge financial risks they created. They’re also far from being isolated cases. Research by the Economist Intelligence Unit found that only 11 percent of companies claimed they delivered expected ROI on major capital projects 90 percent of the time or more. In addition, 12 percent of respondents said they achieved planned ROI less than half the time. According to Phil Thornton, lead consultant at the analyst firm Clarity Economics, the numbers demonstrate obvious challenges related to managing risks, accurately predicting ROI, and consistently delivering bottom-line growth for major capital investments “Portfolio management is a path to improve your organization’s competitive advantage. It helps make sure your organization is investing in the right things and not spending its time on things that are not delivering the intended results for the firm.” Read the full article here

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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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• How would you organize a large complex web application (see basic example)?

  - by Anurag

  How do you usually organize complex web applications that are extremely rich on the client side. I have created a contrived example to indicate the kind of mess it's easy to get into if things are not managed well for big apps. Feel free to modify/extend this example as you wish - http://jsfiddle.net/NHyLC/1/ The example basically mirrors part of the comment posting on SO, and follows the following rules: Must have 15 characters minimum, after multiple spaces are trimmed out to one. If Add Comment is clicked, but the size is less than 15 after removing multiple spaces, then show a popup with the error. Indicate amount of characters remaining and summarize with color coding. Gray indicates a small comment, brown indicates a medium comment, orange a large comment, and red a comment overflow. One comment can only be submitted every 15 seconds. If comment is submitted too soon, show a popup with appropriate error message. A couple of issues I noticed with this example. This should ideally be a widget or some sort of packaged functionality. Things like a comment per 15 seconds, and minimum 15 character comment belong to some application wide policies rather than being embedded inside each widget. Too many hard-coded values. No code organization. Model, Views, Controllers are all bundled together. Not that MVC is the only approach for organizing rich client side web applications, but there is none in this example. How would you go about cleaning this up? Applying a little MVC/MVP along the way? Here's some of the relevant functions, but it will make more sense if you saw the entire code on jsfiddle: /** * Handle comment change. * Update character count. * Indicate progress */ function handleCommentUpdate(comment) { var status = $('.comment-status'); status.text(getStatusText(comment)); status.removeClass('mild spicy hot sizzling'); status.addClass(getStatusClass(comment)); } /** * Is the comment valid for submission */ function commentSubmittable(comment) { var notTooSoon = !isTooSoon(); var notEmpty = !isEmpty(comment); var hasEnoughCharacters = !isTooShort(comment); return notTooSoon && notEmpty && hasEnoughCharacters; } // submit comment $('.add-comment').click(function() { var comment = $('.comment-box').val(); // submit comment, fake ajax call if(commentSubmittable(comment)) { .. } // show a popup if comment is mostly spaces if(isTooShort(comment)) { if(comment.length < 15) { // blink status message } else { popup("Comment must be at least 15 characters in length."); } } // show a popup is comment submitted too soon else if(isTooSoon()) { popup("Only 1 comment allowed per 15 seconds."); } });

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• How would you organize this Javascript?

  - by Anurag

  How do you usually organize complex web applications that are extremely rich on the client side. I have created a contrived example to indicate the kind of mess it's easy to get into if things are not managed well for big apps. Feel free to modify/extend this example as you wish - http://jsfiddle.net/NHyLC/1/ The example basically mirrors part of the comment posting on SO, and follows the following rules: Must have 15 characters minimum, after multiple spaces are trimmed out to one. If Add Comment is clicked, but the size is less than 15 after removing multiple spaces, then show a popup with the error. Indicate amount of characters remaining and summarize with color coding. Gray indicates a small comment, brown indicates a medium comment, orange a large comment, and red a comment overflow. One comment can only be submitted every 15 seconds. If comment is submitted too soon, show a popup with appropriate error message. A couple of issues I noticed with this example. This should ideally be a widget or some sort of packaged functionality. Things like a comment per 15 seconds, and minimum 15 character comment belong to some application wide policies rather than being embedded inside each widget. Too many hard-coded values. No code organization. Model, Views, Controllers are all bundled together. Not that MVC is the only approach for organizing rich client side web applications, but there is none in this example. How would you go about cleaning this up? Applying a little MVC/MVP along the way? Here's some of the relevant functions, but it will make more sense if you saw the entire code on jsfiddle: /** * Handle comment change. * Update character count. * Indicate progress */ function handleCommentUpdate(comment) { var status = $('.comment-status'); status.text(getStatusText(comment)); status.removeClass('mild spicy hot sizzling'); status.addClass(getStatusClass(comment)); } /** * Is the comment valid for submission */ function commentSubmittable(comment) { var notTooSoon = !isTooSoon(); var notEmpty = !isEmpty(comment); var hasEnoughCharacters = !isTooShort(comment); return notTooSoon && notEmpty && hasEnoughCharacters; } // submit comment $('.add-comment').click(function() { var comment = $('.comment-box').val(); // submit comment, fake ajax call if(commentSubmittable(comment)) { .. } // show a popup if comment is mostly spaces if(isTooShort(comment)) { if(comment.length < 15) { // blink status message } else { popup("Comment must be at least 15 characters in length."); } } // show a popup is comment submitted too soon else if(isTooSoon()) { popup("Only 1 comment allowed per 15 seconds."); } });

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• Developing for mobile devices and desktop

  - by Augusto

  Hi, I'm starting a new project. It will run on devices running Windows CE, Windows Mobile 6 and will also have a desktop version. The software will connect to some equipments through the serial port, using it's own protocol. Basically it will: connect to the equipment send and receive info read and write binary files These tasks will be shared between desktop and mobile devices. I've been searching the information I need, but I still have some doubts: If I target Windows CE devices it will work with Windows Mobile 6 too? Creating a class library targeting Windows CE will give me any trouble on using it in the desktop version? (when I add a reference to that class library, my VS says that I could experience some unexpected results) Is it possible to install .NET CF 3.5 on devices running Windows CE 4.2? Thanks!

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• [ASP.NET 4.0] Persisting Row Selection in Data Controls

  - by HosamKamel

  Data Control Selection Feature In ASP.NET 2.0: ASP.NET Data Controls row selection feature was based on row index (in the current page), this of course produce an issue if you try to select an item in the first page then navigate to the second page without select any record you will find the same row (with the same index) selected in the second page! In the sample application attached: Select the second row in the books GridView. Navigate to second page without doing any selection You will find the second row in the second page selected. Persisting Row Selection: Is a new feature which replace the old selection mechanism which based on row index to be based on the row data key instead. This means that if you select the third row on page 1 and move to page 2, nothing is selected on page 2. When you move back to page 1, the third row is still selected. Data Control Selection Feature In ASP.NET 3.5 SP1: The Persisting Row Selection was initially supported only in Dynamic Data projects Data Control Selection Feature In ASP.NET 4.0: Persisted selection is now supported for the GridView and ListView controls in all projects. You can enable this feature by setting the EnablePersistedSelection property, as shown below: Important thing to note, once you enable this feature you have to set the DataKeyNames property too because as discussed the full approach is based on the Row Data Key Simple feature but  is a much more natural behavior than the behavior in earlier versions of ASP.NET. Download Demo Project

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• Is SQL Azure a newbies springboard?

  - by jamiet

  Earlier today I was considering the various SQL Server platforms that are available today and I wondered aloud, wonder how long until the majority of #sqlserver newcomers use @sqlazure instead of installing locally Let me explain. My first experience of development was way back in the early 90s when I would crank open VBA in Access or Excel and start hammering out some code, usually by recording macros and looking at the code that they produced (sound familiar?). The reason was simple, Office was becoming ubiquitous so the barrier to entry was incredibly low and, save for a short hiatus at university, I’ve been developing on the Microsoft platform ever since. These days spend most of my time using SQL Server. I take a look at SQL Azure today I see a lot of similarities with those early experiences, the barrier to entry is low and getting lower. I don’t have to download some software or actually install anything other than a web browser in order to get myself a fully functioning SQL Server  database against which I can ostensibly start hammering out some code and I believe that to be incredibly empowering. Having said that there are still a few pretty high barriers, namely: I need to get out my credit card Its pretty useless without some development tools such as SQL Server Management Studio, which I do have to install. The second of those barriers will disappear pretty soon when Project Houston delivers a web-based admin and presentation tool for SQL Azure so that just leaves the matter of my having to use a credit card. If Microsoft have any sense at all then they will realise the huge potential of opening up a free, throttled version of SQL Azure for newbies to party on; they get to developers early (just like they did with me all those years ago) and it gives potential customers an opportunity to try-before-they-buy. Perhaps in 20 years time people will be talking about SQL Azure as being their first foray into the world of coding! @Jamiet Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

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• What FOSS solutions are available to manage software requirements?

  - by boos

  In the company where I work, we are starting to plan to be compliant to the software development life cycle. We already have, wiki, vcs system, bug tracking system, and a continuous integration system. The next step we want to have is to start to manage, in a structured way, software requirements. We dont want to use a wiki or shared documentation because we have many input (developer, manager, commercial, security analyst and other) and we dont want to handle proliferation of .doc around the network share. We are trying to search and we hope we can find and use a FOSS software to manage all this things. We have about 30 people, and don't have a budget for commercial software. We need a free solution for requirements management. What we want is software that can manage: Required features: Software requirements divided in a structured configurable way Versioning of the requirements (history, diff, etc, like source code) Interdependency of requirements (child of, parent of, related to) Rule Based Access Control for data handling Multi user, multi project File upload (for graph, document related to or so on) Report and extraction features Optional Features: Web Based Test case Time based management (timeline, excepted data, result data) Person allocation and so on Business related stuff Hardware allocation handling I have already play with testlink and now i'm playing with RTH, the next one i try is redmine.

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• Public Speaking in software development.

  - by mummey

  Greetings my fellow cubicle dwellers. I've found my role gradually change from "feature-maintainer" to "feature-developer". While much of the former would consist of fixing and/or updating an existing feature (and quietly grumbling about it's implementation with complete naiveté), in this new role I find: Have to communicate with immediate management to define the development requirements to turnaround the new feature Have to communicate with design to determine the user requirements of the new feature Have to communicate with QA to determine test sets for the new feature, as well as it's current state during development. Have to communicate with producers/project-managers to define remaining turnaround time as well as updates in development requirements. and finally, have to occasionally communicate with upper-management to defend the new feature and demonstrate it's minimized risk to the upcoming release. The last item is key here, and this took me a couple occasions to completely realize. In all, though, it becomes very apparent that communication skills ARE important, even or especially as such for developers who feel they 'own' the feature they're working on. All of this said, I recognize it's importance and would like to improve my skills in this area further. I enjoy one-on-one communication but find I tend to stutter a bit when speaking to any group larger than a few people I know well. Where can I find good resources to improve my own communication skills?

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• Requirements/issue tracker similar to online spreadsheet

  - by Maxim Eliseev

  Is there a requirements/issue tracker software which is similar to Google spreadsheet? We have Fogbugz but I find it more heavyweight and slow than a simple spreadsheet. Is there a Fogbugz alternative which is - fast - can show issues/requirements as a spreadsheet (at) and allows in-place editing - supports tree structures (where issue can have child issues)? It is required for a small project. There will be 2 developers and 1-2 other users. I guess that only one user will be actively maintaining it. UPDATE I do not say that a spreadsheet is better than Fogbugz or similar tools. In fact I am looking for a tool which is similar to Fogbugz and could replace a spreadsheet, but faster than Fogbugz and has an additional feature (table-like mode). I'd like to find a tool which can operate in a mode which looks like a table (one row per issue) but has a rich set features (similar to Fogbugs and JIRA). I find Fogbugz (and similar tools) inconvenient because I must enter the web form in order to edit anything. In-place editing (when issues are shown as a table) would be much faster.

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• Offshoring: does it ever work?

  - by DanSingerman

  I know there has been a fair amount of discussion on here about outsourcing/offshoring, and the general opinion seems to be that at best it is difficult, and at worst it fails. I have direct experience of offshoring myself; a previous company where I was a dev manager wanted to send some development offshore, and we ran a pilot scheme to see how well it would work. Of course it was a complete failure, although it is not completely clear to me whether this was down to the offshore devs being less talented, the process, or other factors (no doubt it was really a combination). I can see as a business how offshoring looks attractive (much lower day rate), but as far as I can see, the only way it could possibly work is if you do exceptionally detailed design up front, with incredibly detailed specifications; and by the time you have invested in producing that, you have probably spent as nearly as much as if you had written the actual code locally (which I think is an instance of No Silver Bullet) So, what I want to know is, does anyone here have any experience of offshoring actually working ever? Especially if there are any success stories of it working in a semi-agile way? I know there are developers here from all over the World; has anyone worked on an offshore project they consider successful?

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• Dealing with bad/incomplete/unclear specifications?

  - by eagerMoose

  I'm working on a project where our dev team gets the specifications from the business part of the company. Both the business management and the IT management require estimates and deadline projections, as they should. The good thing is that estimates are mostly made by the actual developers who get to do the required features. The bad thing is that the specifications are usually either too simple (it turns out you're left with a lot of question marks over your head because a lot of information seems to be missing) or too complex(up to the point that you can't even visualize where everything would "fit" in the app). More often than not, the business part of the specs are either incomplete or unaware of what can and can't be done (given the previously implemented business logic). Dev team is given about a day per new spec to give an estimate and we do try to clear uncertainties, usually by meeting up with whoever did the spec. Most of the times it turns out that spec writers haven't really thought everything through, and it's usually only when we start designing and developing that we end up in trouble, as a lot of the spec seems to have holes. How do you deal with this? Are you generous on estimates in advance?

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• Getting started on Large Projects

  - by Mercfh

  So I just graduated from my College with a B.S. in Comp. Science (although it was a good school, we're the only accredited CS department in our state.....for w/e that means lol) I feel like im a decent programmer, not amazing....but not terrible. Anyways I got my first job about 2 weeks ago, it's a pretty entry level job: firmware development/tester (I know I know people look down on testers...but I gotta start somewhere). Anyways there isn't a whole lot of coding to be had right now (mostly simple stuff) but here soon I have the option of helping out with development (which is what I want to do) Thing is....I have NEVER worked on a huge project. I mean in school sure we had "group" projects but nothing really big. So I'm not super familiar with HUGE classes and such (main language was C++)....Is this something I'll just get used to with time? Some fellow students were used to that with internships and such...but I never got that chance. My job was mostly a "one man job" kinda thing. Mostly little things. Plus in class we never did huge projects anyways. So how do you guys I guess "plan" out these things? Do you use a whiteboard and plan out classes and such....or what. Also...another worry of mine is that I have to use google......ALOT for examples of code, because sometimes I just don't get how something works. Is this normal? It makes me feel sorta.....stupid I guess. I mean "technically" i've had 4-5 years coding experience......but it really only feels like I had 2 years of REAL experience. If that makes any sense? Thanks

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• Kickstarter and 2D smartphone games

  - by mm24

  I am about to launch a Kickstarter project as, after 14 months of full time development on my first iOS game, I run out of money. I developed an iOS game that needs few more months to be ready (the game structure is there but haven't yet worked on balancing the difficulty of the various levels). I have a feeling that most of the computer games founded on Kickstarter are for console, PC or Mac and not for smartphones. The category that many people seem to like is RPG style games. I have done tons of work over a year and collaborated with musicians and illustrators to get top quality graphics and music. The game looks cool to be an iOS 2D game but, compared to what I've seen on Kickstarter, I feel so little and humbled. I have searched for smartphone game projects on Kickstarter but haven't found many. I believe that the reason is that people are not keen in backing an APP that is normally sold for 0.99$ as they perceive is not something big. Am I the only one having this feeling? Could anyone please share a list of references to some successfully backed kickstarter smartphone game projects? (In this way the question will not become a "chat" and will fulfill the requirements to be a gamedev question). Any other article or authoritative answer will be welcome.

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• Offshoring: does it ever work?

  - by DanSingerman

  I know there has been a fair amount of discussion on here about outsourcing/offshoring, and the general opinion seems to be that at best it is difficult, and at worst it fails. I have direct experience of offshoring myself; a previous company where I was a dev manager wanted to send some development offshore, and we ran a pilot scheme to see how well it would work. Of course it was a complete failure, although it is not completely clear to me whether this was down to the offshore devs being less talented, the process, or other factors (no doubt it was really a combination). I can see as a business how offshoring looks attractive (much lower day rate), but as far as I can see, the only way it could possibly work is if you do exceptionally detailed design up front, with incredibly detailed specifications; and by the time you have invested in producing that, you have probably spent as nearly as much as if you had written the actual code locally (which I think is an instance of No Silver Bullet) So, what I want to know is, does anyone here have any experience of offshoring actually working ever? Especially if there are any success stories of it working in a semi-agile way? I know there are developers here from all over the World; has anyone worked on an offshore project they consider successful?

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• What is the breakdown of jobs in game development?

  - by Destry Ullrich

  There's a project I'm trying to start for Indie Game Development; specifically, it's going to be a social networking website that lets developers meet through (It's a secret). One of the key components is showing what skills members have. Question: I need to know what MAJOR game development roles are not represented in the following list, keeping in mind that many specialist roles are being condensed into more broad, generalist roles: Art Animator (Characters, creatures, props, etc.) Concept Artist (2D scenes, environments, props, silhouettes, etc.) Technical Artist (UI artists, typefaces, graphic designers, etc.) 3D Artist (Modeling, rigging, texture, lighting, etc.) Audio Composer (Scores, music, etc.) Sound Engineer (SFX, mood setting, audio implementation, etc.) Voice (Dialog, acting, etc.) Design Creative Director (Initial direction, team management, communications, etc.) Gameplay Designer (Systems, mechanics, control mapping, etc.) World Designer (Level design, aesthetics, game progression, events, etc.) Writer (Story, mythos, dialog, flavor text, etc.) Programming Engine Programming (Engine creation, scripting, physics, etc.) Graphics Engineer (Sprites, lighting, GUI, etc.) Network Engineer (LAN, multiplayer, server support, etc.) Technical Director (I don't know what a technical director would even do.) Post Script: I have an art background, so i'm not familiar with what the others behind game creation actually do. What's missing from this list, and if you feel some things should be changed around how so?

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• Who should have full visibility of all (non-data) requirements information?

  - by ebyrob

  I work at a smallish mid-size company where requirements are sometimes nothing more than an email or brief meeting with a subject matter manager requiring some new feature. Should a programmer working on a feature reasonably expect to have access to such "request emails" and other requirements information? Is it more appropriate for a "program manager" (PGM) to rewrite all requirements before sharing with programmers? The company is not technology-centric and has between 50 and 250 employees. (fewer than 10 programmers in sum) Our project management "software" consists of a "TODO.txt" checked into source control in "/doc/". Note: This is nothing to do with "sensitive data access". Unless a particular subject matter manager's style of email correspondence is top secret. Given the suggested duplicate, perhaps this could be a turf war, as the PGM would like to specify HOW. Whereas WHY is absent and WHAT is muddled by the time it gets through to the programmer(s)... Basically. Should specification be transparent to programmers? Perhaps a history of requirements might exist. Shouldn't a programmer be able to see that history of reqs if/when they can tell something is hinky in the spec? This isn't a question about organizing requirements. It is a question about WHO should have full VISIBILITY of requirements. I'd propose it should be ALL STAKEHOLDERS. Please point out where I'm wrong here.

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• How to educate business managers on the complexity of adding new features? [duplicate]

  - by Derrick Miller

  This question already has an answer here: How to educate business managers on the complexity of adding new features? [duplicate] 3 answers We maintain a web application for a client who demands that new features be added at a breakneck pace. We've done our best to keep up with their demands, and as a result the code base has grown exponentially. There are now so many modules, subsystems, controllers, class libraries, unit tests, APIs, etc. that it's starting to take more time to work through all of the complexity each time we add a new feature. We've also had to pull additional people in on the project to take over things like QA and staging, so the lead developers can focus on developing. Unfortunately, the client is becoming angry that the cost for each new feature is going up. They seem to expect that we can add new features ad infinitum and the cost of each feature will remain linear. I have repeatedly tried to explain to them that it doesn't work that way - that the code base expands in a fractal manner as all these features are added. I've explained that the best way to keep the cost down is to be judicious about which new features are really needed. But, they either don't understand, or they think I'm bullshitting them. They just sort of roll their eyes and get angry. They're all completely non-technical, and have no idea what does into writing software. Is there a way that I can explain this using business language, that might help them understand better? Are there any visualizations out there, that illustrate the growth of a code base over time? Any other suggestions on dealing with this client?

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• How to manage Agile developers working with traditional (serial) business persons?

  - by Riggy

  Good afternoon, My work environment has some problems. Our IT team is trying to be more agile, but we're not really getting buy-in from the business. They attend our daily stand-ups and sprint reviews, and they help with sprint planning, but then they turn around and do 4 months of requirements gathering for a project before moving forward with a (mostly) serial development style. The sprint goals are things like "get XX% closer to release". For the IT team, they've turned the Sprints into a sort of death march. We end a Sprint one day and start a new Sprint the very next day. There's no reflection or changes done between sprints, only during. Having never done any of the agile methodologies before, I haven't had a very pleasant introduction to them. So my questions are: 1) Should there be some time (perhaps a week or so) between sprints to do the reflection/introspection/changes/etc.? Or are back-to-back-to-back sprints the norm? 2) Is there any chance for survival for an agile team with no agile business counter-parts? If not, are there some transitional methodologies or even tips for moving the business towards an iterative if not necessarily agile mindset? 3) Should your entire team be on every sprint? We have almost 20 programmers on a single sprint but working on completely different projects (typically teams of 3-5, sometimes larger). Is it normal to have a single sprint or should we be trying to manage multiple independent sprints? Should we be trying to keep the multiple sprints in concurrent lockstep or should their timetables be allowed to overlap and be flexible? Any thoughts or advice is appreciated. This is my first time coming over from SO for a question, so please let me know if there are better ways to phrase these kinds of questions (faq was rather helpful, but still not sure I'm following it perfectly). Thanks!

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