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• How can I share my python scripts with my less python-savvy business person partner?

  - by Alex

  I'm taking financial mathematics as an elective, and I'm working with real life finance industry worker type people. It's actually kind of fun. When I pulled out a macbook at one of our meetings, I had four lifelong windows users look at me like I had three heads. Anyway, I'm helping with design and simulation of our trading strategy, and I wrote a little thing using matplotlib to visualize historical stock data. However, these guys don't know how to use git, or install python, or deal with path-related package management things. I need to be able to send my scripts to them to use, and I need to do it with absolutely minimal effort on their part. I was thinking something on the lines of py2exe, but I'd like to hear some advice before I go ahead.

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• What makes for the ideal project? [closed]

  - by Hans Westerbeek

  I try to be careful when accepting assignments, to avoid mutual disappointment. So, I started to come up with a list of things that I consider ingredients for The Ideal Project: (in no particular order) What did I miss? What did I get wrong? Team size < 6 persons to avoid having too many meetings Team members must be dedicated to the project Gut-feeling-estimate (made by developers) of running period does not exceed 4 months. Projects longer than that tend to become open-ended, and are therefore not projects. Has a Product Owner who has mandate and is well-respected at their own company and who has a real interest in the long-term success of the project. Has no technical involvement from people that are not on the team. (yes that's you, Mr Architect That Doesn't Code) All the usual about quiet working conditions Exciting subject matter. Content management is just not as cool as controlling robots :)

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• Advice: How to overcome the "accent" barrier in cross-geographical teams ?

  - by shan23

  I'm an Indian working in a MNC. As a result, I often have to attend(and contribute) to meetings where I have to listen to people who have a pronounced American accent. Some are still understandable, but a couple of people I have interact with speak such a different form of English, I mostly have to guess at what they are saying. When I ask them to clarify, they often speak the same sentence in the same tenor/speed, so my net gain is zero. My question is, how to politely put it across that due to their accent, I can't understand a thing, and may they please speak slowly and a bit clearly ? Some people might take it a bit personally, since "everyone else" is understanding them perfectly...and I don't want to cause offense at all. Any ideas ?

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• JavaOne Kicks Off with Sunday Keynotes

  - by Yolande Poirier

  The Java Strategy, Partner, and Technical keynotes will be held on Sunday, September 22, beginning at 4:00 p.m. like last year, to free up time for session slots on Monday and Tuesday. The keynotes will again take place at the historic Masonic Auditorium on Nob Hill. That same evening at 7:00 p.m., attendees are invited to the official JavaOne Welcome Reception at the Taylor Street Café @ the Zone. Sunday will also feature User Group meetings (at Moscone West) and Java University courses (Hilton San Francisco Union Square). On Thursday, the Java Community keynote will start the wrap up of the conference. Register before July 19, 2013 and save US$400. Click here for information on registration packages, including the low-cost Discover pass alternative.

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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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• Can/should one record unstructured suggestions and feedback in an issue tracker?

  - by Ian Mackinnon

  I'd like to advocate the use of issue-tracking software within an organisation that currently does not use it. But there's one aspect of their situation for which I'm unsure of what to suggest: their projects frequently receive informal verbal feedback or casual comments in meetings or in passing from a wide group of interested parties, and all this information needs to be recorded. Most of these messages are noise, but they're vital to record and share with developers for two reasons: Good suggestions often come out of this process. It can be necessary to have evidence of clients' comments when they forget previous instructions or change their mind. Is this the sort of information that should be stored in an issue-tracking system, or kept apart in a separate solution? Are there issue-tracking systems that have particularly good support for this sort of unstructured information?

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• Azure Florida Association: New user group announcement

  - by Herve Roggero

  I am proud to announce the creation of a new virtual user group: the Azure Florida Association. The missiong of this group is to bring national and internaional speakers to the forefront of the Florida Azure community. Speakers include Microsoft employees, MVPs and senior developers that use the Azure platform extensively. How to learn about meetings and the group Go to http://www.linkedin.com/groups?gid=4177626 First Meeting Announcement Date: January 25 2012 @4PM ET Topic: Demystifying SQL Azure Description: What is SQL Azure, Value Proposition, Usage scenarios, Concepts and Architecture, What is there and what is not, Tips and Tricks Bio: Vikas is a versatile technical consultant whose knowledge and experience ranges from products to projects, from .net to IBM Mainframe Assembler.  He has lead and mentored people on different technical platforms, and has focused on new technologies from Microsoft for the past few years.  He is also takes keen interest in Methodologies, Quality and Processes.

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• Coordinating team code review sessions [closed]

  - by Wade Tandy

  My question has two parts: 1) In your team or organization, do you ever do in-person code reviews with all or part of a team, as opposed to online reviews using some sort of tool? 2) How do you structure these meetings? Do you choose to focus on one person's code in a given meeting? Do you look at everything? Take a random sample? Ask people on the team what they'd like to have looked at of theirs? I'd love to add this practice to my development team, so I'd like to hear how others are doing it.

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• What are the Crappy Code Games - Who can enter?

  - by simonsabin

  This is part of a series on the Crappy Code Games The background Who can enter? What are the challenges? What are the prizes? Why should I attend? Tips on how to win Who can enter? Anyone can enter the competition, whats more anyone can just come along for the evening. All the evenings are aimed at being a social evening with food and drink. So just think of them as usergroup meetings with The evening will have lots of SQL bods in attendance and I'll be trying to help out anyone that wants some...(read more)

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• Lessons learnt in implementing Scrum in a Large Organization that has traditional values

  - by MarkPearl

  I recently had the experience of being involved in a “test” scrum implementation in a large organization that was used to a traditional project management approach. Here are some lessons that I learnt from it. Don’t let the Project Manager be the Product Owner First lesson learnt is to identify the correct product owner – in this instance the product manager assumed the role of the product owner which was a mistake. The product owner is the one who has the most to loose if the project fails. With a methodology that advocates removing the role of the project manager from the process then it is not in the interests of the person who is employed as a project manager to be the product owner – in fact they have the most to gain should the project fail. Know the time commitments of team members to the Project Second lesson learnt is to get a firm time commitment of the members on a team for the sprint and to hold them to it. In this project instance many of the issues we faced were with team members having to double up on supporting existing projects/systems and the scrum project. In many situations they just didn’t get round to doing any work on the scrum project for several days while they tried to meet other commitments. Initially this was not made transparent to the team – in stand up team members would say that had done some work but would be very vague on how much time they had actually spent using the blackhole of their other legacy projects as an excuse – putting up a time burn down chart made time allocations transparent and easy to hold the team to. In addition, how can you plan for a sprint without knowing the actual time available of the members – when I mean actual time, the exercise of getting them to go through all their appointments and lunch times and breaks and removing them from their time commitment helps get you to a realistic time that they can dedicate. Make sure you meet your minimum team sizes In a recent post I wrote about the difference between a partnership and a team. If you are going to do scrum in a large organization make sure you have a minimum team size of at least 3 developers. My experience with larger organizations is that people have a tendency to be sick more, take more leave and generally not be around – if you have a team size of two it is so easy to loose momentum on the project – the more people you have in the team (up to about 9) the more the momentum the project will have when people are not around. Swapping from one methodology to another can seem as waste to the customer It sounds bad, but most customers don’t care what methodology you use. Often they have bought into the “big plan upfront”. If you can, avoid taking a project on midstream from a traditional approach unless the customer has not bought into the process – with this particular project they had a detailed upfront planning breakaway with the customer using the traditional approach and then before the project started we moved onto a scrum implementation – this seemed as waste to the customer. We should have managed the customers expectation properly. Don’t play the role of the scrum master if you can’t be the scrum master With this particular implementation I was the “scrum master”. But all I did was go through the process of the formal meetings of scrum – I attended stand up, retrospectives and planning – but I was not hands on the ground. I was not performing the most important role of removing blockages – and by the end of the project there were a number of blockages “cropping up”. What could have been a better approach was to take someone on the team and train them to be the scrum master and be present to coach them. Alternatively actually be on the team on a fulltime basis and be the scrum master. By just going through the meetings of scrum didn’t mean we were doing scrum. So we failed with this one, if you fail look at it from an agile perspective As this particular project drew to a close and it became more and more apparent that it was not going to succeed the failure of it became depressing. Emotions were expressed by various people on the team that we not encouraging and enforced the failure. Embracing the failure and looking at it for what it is instead of taking it as the end of the world can change how you grow from the experience. Acknowledging that it failed and then focussing on learning from why and how to avoid the failure in the future can change how you feel emotionally about the team, the project and the organization.

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• JCP.Next Progress Updates

  - by heathervc

  JSR 355, JCP Executive Committee Merge, is currently nearing the end of the Public Review period.  Review the current draft here and provide feedback here.  The review closes on 12 June 2012.  The JCP Executive Committee met face to face in Sao Paulo, Brazil earlier in May, and has published a revision (version 2.1) of the EC Standing Rules.  The EC Standing Rules were introduced in October 2011 with the launch of JCP version 2.8 (JSR 348).  Version 2.1 of the EC Standing Rules will modify rules for attendance at EC face-to-face meetings. Remote observers will be permitted in "read-only" mode but unless a member attends in person they will be counted as absent.  The review period for these changes will close on June 30 2012.  Please comment on the proposed changes by logging an issue in the JCP EC issue tracker.

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• Sceptic in a SCRUM Team

  - by Sorantis

  My company has recently switched to an Agile WoW and as a part of it we've started using SCRUM. While I'm very comfortable with it and feel that this WoW is superior to a traditional one, some of my teammates don't share the same opinion. In fact they are very skeptical about "all that agile stuff", and don't take it seriously. As an example, one of the teammates is always late on the meetings, and doesn't really care about it. The management IMO tries not to notice this (maybe because it's a new Wow, and it takes time for the people to get used to it). My question is, how to address this issue not raising a conflict inside the team?

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• What modelling technique do you use for your continuous design?

  - by d3prok

  Together with my teammates, I'm trying to self-learn XP and apply its principles. We're successfully working in TDD and happily refactoring our code and design. However we're having problems with the overall view of the design of the project. Lately we were wondering what would be the "good" practices for an effective continuous design of the code. We're not strictly seeking the right model, like CRC cards, communication diagrams, etc., instead we're looking for a technique to constantly collaborate on the high level view of the system (not too high though). I'll try to explain myself better: I'm actually interested in the way CRC cards are used to brainstorm a model and I would mix them with some very rough UML diagrams (that we already use). However, what we're looking for are some principles for deciding when, how and how much to model during our iterations. Have you any suggestion on this matter? For example, when your teammates and you know you need a design session and how your meetings work?

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• Skeptic in a Scrum Team

  - by Sorantis

  My company has recently switched to an Agile way of working and as a part of it we've started using SCRUM. While I'm very comfortable with it and feel that this way is superior to a traditional one, some of my teammates don't share the same opinion. In fact they are very skeptical about "all that agile stuff", and don't take it seriously. As an example, one of the teammates is always late on the meetings, and doesn't really care about it. The management IMO tries not to notice this (maybe because it's new, and it takes time for the people to get used to it). My question is, how to address this issue while not raising a conflict inside the team?

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• What can I do to encourage teams to lighten up? [closed]

  - by Rahul

  I work with a geographically distributed team (different timezones) with people from various cultures and background. Some of us have never met each other in person but we communicate with each other over phone, chat and email almost on an hourly basis. Most of our meetings and discussions are dead serious and boring. What's worse, any attempt at humor is not very well received because of cultural differences. I feel that we are all taking our work a bit too seriously. We don't shy away from painful arguments, nasty emails and heated discussions when things go wrong but never attempt to develop camaraderie or friendships in better times. I would like to know your experiences with such situations and what, if anything, did you do to lighten things up at workplace.

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• Help me come up with my new job title

  - by Seva Alekseyev

  Hi all, I used to be a technical lead in a group of 3-5 programmers. Tech lead's responsibilities here would include thinking of/designing overall solution architecture, coding, refactoring, being the first to dive into the next big thing, reviewing others' code, sitting on customer meetings and answering endless questions from the rest of the team. Now I'm moving on to a branch-level position (in a branch of ~60 people), which entails pretty much the same, sans maybe the coding/refactoring part. Still kinda a tech lead, but the title "tech lead" is already being used and means something else - a group-level tech lead. Please help me come up with a good job title. I need something for my e-mail signature and, eventually, resume.

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• What to do when there are no logical user stories but separate development tasks?

  - by Alex. S.

  We need to generate a release in 3 weeks, and for the planning we are doing today we don't have coherent logical user stories from the backlog tasks. Is valid to match say each development task is equivalent to an user story? Methodologically what is the correct way of handling this?, because anyway we are going to have standup meetings and we are going to control the progress of the project against those development tasks. For example, we have things like: . Adapt ETL to process numeric lists . Adjust licensing component . Remove DTC and so on. So, for the planning poker and iteration planning is valid to use those tasks? if not, what is the alternative?

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• How to prepare for an online job interview (maybe through Skype)?

  - by phunehehe

  I'm applying for a company far away and if I get an interview it will probably be done remotely. I have been searching for advices regarding this but all tips seem to be directed at face-to-face meetings (things like "shake hands firmly"). What are the differences? How can I make the best out of those differences? Update: This is a software developer position, so there's also something about technical questions (such as, I can Google anything that they ask ;) This question also applies to any freelancers who are dealing with customers, or recruiters who are interviewing remotely. I hope that makes it relevant to this site. It may also help if you keep answers programers-related.

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• How to prepare for an online job interview (maybe through Skype)?

  - by phunehehe

  I'm applying for a company far away and if I get an interview it will probably be done remotely. I have been searching for advices regarding this but all tips seem to be directed at face-to-face meetings (things like "shake hands firmly"). What are the differences? How can I make the best out of those differences? Update: This is a software developer position, so there's also something about technical questions (such as, I can Google anything that they ask ;) This question also applies to any freelancers who are dealing with customers, or recruiters who are interviewing remotely. I hope that makes it relevant to this site. It may also help if you keep answers programers-related.

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• Trouble with Libreoffice 4.0.* in Ubuntu 12.04

  - by isotoper

  I have used Libreoffice Impress to give presentations at meetings for some time now. The current version of Libreoffice in Ubuntu 12.04 is 3.5.7.2 and this works fine for me. Recently, following a recommendation from a colleague, I installed Libreoffice 4.0.something using the Libreoffice PPA. This worked, but I discovered when going into slide show mode most of the graphics (line graphs) disappeared, even though they were perfectly visible in the original. Lettering, drawings, and pictures came over, but not the line graphs (which were originally inserted in .eps format most likely). With some effort I managed to uninstall the more recent version of Libreoffice, and reinstall the version in the Ubuntu repositories (3.5.7.2) and the graphs now appear as expected in the slide show mode. Is there any explanation for this behaviour?

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• Does having a higher paid technical job mean you do not get to code any more?

  - by c_maker

  I work at a large company where technical people fall roughly in one of these categories: A developer on a scrum team who develops for a single product and maybe works with other teams that are closely related to the product. An architect who is more of a consultant on multiple teams (5-6) and tries to recognize commonalities between team efforts that could be abstracted into libraries (architects do not write the library code, however). This architect also attends many meetings with management and attempts to set technical direction. In my company the architect role is where most technical people move into as the next step in their career. My questions are: Do most companies work such a way that their highest paid technical people are far removed from writing code? Is this a natural tendency for a developer's career? Can a developer have it all (code AND set direction?)

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• Can I be too old to be just a programmer? [closed]

  - by Tigran

  Possible Duplicate: How old is "too old"? Looking on this post Can I be "too young" to get a programming job? I would like to ask: I have 35 years, am I too old to be just a programmer and not jumping into marketing meetings, mails, clients management in your country? In country were I live now, for example, I'm very close to limit of age where I could ever have a chance to get a phone call for just soft engineer position. What about you? Is there any age limit in that sence?

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• Printing ERD from SchemaSpy output

  - by Burt

  We have quite a large database schema and our business analysts would print it and take it to meetings. Is there any way to get schema spy to print an ERD to 1 A3 page?

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• Using Barcode ID for Event Management

  - by Nimbuz

  I have a barcode scanner and laptop (ofcourse :)), I'm looking for simple event management app that can process the input from the barcode scanner and keep attendance record for our frequent private meetings. I wonder if there's an open source software available that'd allow me to manage events using code 128 barcode id cards? Many thanks for your help.

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• Best practices for QA / testing in an Agile (Scrum+XP) team?

  - by Srirangan

  Hey guys, We're getting a QA for the first time in our project. We're not sure how to best use him. We work in an Agile environment. Pair programming, user stories, short sprints (two weeks), daily stand-ups, retrospectives, planning meetings, quick releases etc. One obviously way to use a tester is to verify bugs fixes and user stories every sprint. Are there any better ways for an Agile team to utilize a tester. Thanks, Sri

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