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• Book: DevOps for Developers

  - by Tori Wieldt

  We all know development and operations often act like silos, with "Just throw it over the wall!" being the battle cry. Many organizations unwittingly contribute to gaps between teams, with management by (competing) objectives; a clash of Agile practices vs. more conservative approaches; and teams using different sets of tools, such as Nginx, OpenEJB, and Windows on developers' machines and Apache, Glassfish, and Linux on production machines. At best, you've got sub-optimal collaboration, at worst, you've got the Hatfields and the McCoys.  The book DevOps for Developers helps bridge the gap between development and operations by aligning incentives and sharing approaches for processes and tools. It introduces DevOps as a modern way of bringing development and operations together. It also means to broaden the usage of Agile practices to operations to foster collaboration and streamline the entire software delivery process in a holistic way. Some single aspects of DevOps may not be new, for example, you may have used the tool Puppet for years already, but with a new mindset ("my job is not just to code, it's to serve the customer in the best way possible") and a complete set of recipes, you'll be well on your way to success. DevOps for Developers also by provides real-world use cases (e.g., how to use Kanban or how to release software). It provides a way to be successful in the real development/operations world. DevOps for Developers is written my Michael Hutterman, Java Champion, and founder of the Cologne Java User Group. "With DevOps for Developers, developers can learn to apply patterns to improve collaboration between development and operations as well as recipes for processes and tools to streamline the delivery process," Hutterman explains.

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• Oracle at Information Security and Risk Management Conference (ISACA Conferences)

  - by Tanu Sood

  The North America Information Security and Risk Management (ISRM) Conference hosted by ISACA will be held this year from November 14 - 16 in Las Vegas, Nevada and Oracle is a platinum sponsor. The ISRM / IT GRC event is not only designed to meet the exact needs of information security, governance, compliance and risk management professionals like you, but also gives you the tools you need to solve the issues you currently face. The event builds on and includes the key elements of information security, governance, compliance and risk management practices, and offers a fresh perspective on current and future trends. As a Platinum Sponsor Oracle will not only have an opportunity to demonstrate but talk through our strategic roadmap and support to ensure all organizations understand our key role within the industry to ensure corporate data and information remains safe. Join us at the Lunch and Learn to learn more about the latest advances in Oracle Identity Management. Lunch and Learn Session: Trends in Identity Management Speaker: Mike Neuenschwander, Senior Product Development Director, Oracle Identity Management As enterprises embrace mobile and social applications, security and audit have moved into the foreground. The way we work and connect with our customers is changing dramatically and this means, re-thinking how we secure the interaction and enable the experience. Work is an activity not a place - mobile access enables employees to work from any device anywhere and anytime. Organizations are utilizing "flash teams" - instead of a dedicated group to solve problems, organizations utilize more cross-functional teams. Work is now social - email collaboration will be replaced by dynamic social media style interaction. In this session, we will examine these three secular trends and discuss how organizations can secure the work experience and adapt audit controls to address the "new work order". We also recommend you bookmark the following session: T1 Session 301: Gone in 60 Seconds: Mitigating Database Security Risk Friday, November 16, 8:30 am – 9:30 am And, do be sure to stop by our booth, # 100 & #102, to not only network with our Product Development Team, but also get an onsite demonstration of Oracle Security Solutions. See you there? ISRM /  IT GRC November 14 – 16, 2012 Mirage Casino-Hotel 3400 Las Vegas Boulevard South Las Vegas, NV, 89109

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• Making a game with responsive resolution

  - by alexandervrs

  I am making a game, however I wish for it to be resolution agnostic. My target resolution i.e. where things look as intended is 1600 x 900. My ideas are: Make the HUD stay fixed to the sides no matter what resolution, use different size for HUD graphics under a certain resolution and another under a certain large one. Use large HD sprites/backgrounds which are a power of 2, so they scale nicely. Use the player's native resolution. Scale the game area (not the HUD) to fit (resulting zooming in some and cropping the game area sides if necessary for widescreen, no stretch), but always fill the screen. Have a min and max resolution limit for small and very large displays where you will just change the resolution(?) or scale up/down to fit. What I am a bit confused though is what math formula I would use to scale the game area correctly based on the resolution no matter the aspect ratio, fully fit in a square screen and with some clip to the sides for widescreen. Pseudocode would help as well. :)

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• Topeka Dot Net User Group (DNUG) Meeting &ndash; April 6, 2010

  - by Robz / Fervent Coder

  Topeka DNUG is free for anyone to attend! Mark your calendars now! SPEAKER: Troy Tuttle is a self-described pragmatic agilist, and Kanban practitioner, with more than a decade of experience in delivering software in the finance and health industries and as a consultant. He advocates teams improve their performance through pursuit of better practices like continuous integration and automated testing. Troy is the founder of the Kansas City Limited WIP Society and is a speaker at local area groups on team related topics. He currently works as a Project Lead Consultant with AdventureTech Group of Kansas City, KS. TOPIC: Why Kanban? Kanban is receiving a large amount of attention recently. What does it offer compared to other approaches? Answering that question may require you to hit the “reset” button on previously held biases and assumptions. Kanban blends Lean thought with ideas from first generation agile methodologies. To get started with Kanban, we will examine what steps are necessary to establish a transparent, work-limited, pull system. We will highlight the perils of allowing too much work-in-progress and how it affects development performance. Once established, Kanban teams need only a few metrics and tools to monitor their performance and improvement. WHERE: Federal Home Loan Bank Topeka on the Security Benefit Campus – Directions? WHEN: 11:30 AM - 1:00 PM on April 6th, 2010 REGISTER: http://topekadotnet.wufoo.com/forms/topeka-dnug-meeting-attendance/ ADDITIONAL INFO: As always, please sign in and out of FHLBank to help them with their accountability. Please park in the visitors section at the front of the building when you arrive. If  there are no spots in visitors you may park in the overflow lot at the far east end of the facility.  Lunch will be provided and we will have some great door prizes!

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• Tracking feature requests for small-scale components

  - by DXM

  I'm curious how other development teams (especially those that work in moderate to large development groups) track "future" features/wishlists for functionality for internally developed frameworks or components. I know the standard advice is that a development team should find one good tool for tracking bugs/features and use that for everything and I agree with that if the future requests are for the product itself. In my company we have an engineering department, which is broken up into multiple groups and within each there can be one to several agile teams. The bug tracking product we use has been "a leader since 1997" (their UI/usability seems to also be evaluated against that year even today) but my agile team or even group doesn't really control what is being used by the whole department. What we are looking to track is not necessarily product features but expansion/nice to have functionality for internal components that go into our product. So to name a few for example... framework/utility library on top of CppUnit which our developers share low-level IPC communications framework Common development SDK that myself and several other team leads started to help share some common code/tools at the department-wide level (this SDK is released as internal "product" to each of the groups). Is the standard practice to use the one bug tracking tool? Or would it make more sense to setup something more localized specifically for our needs and maintain it ourselves? It's also unclear how management will feel if developers start performing "IT" roles of maintaining software and servers. At the same time, right now, we use excel files, internal wiki and MS OneNote for this kind of stuff and that just doesn't feel right. (I'm afraid to ask for actual software recommendations, since that might make this question more localized or something. Also developers needs this way more than management, so it would be nice to find something either free or no more than the cost of a happy hour).

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• Language Niches and Niche Libraries

  - by Roman A. Taycher

  "Everyone Knows" ... ... that c is widely used for low level programs in large part because operating system/device apis are usually in c. ... that Java is widely used for enterprise applications in large part because of enterprise libraries and ide support. ... that ruby is widely used for webapps thanks in large part because of rails and its library ecosytem But lets go into to details what are the specific niches and subniches. Especially with respect to libraries. Where might you embed lua for application scripting versus python. Where would you use Java vs C#. Which languages do different scientists use? Also which languages have libraries for these subniches? Things like bioperl/scipy/Incanter. Please no flamewars about how nice each language or environment is. This is where they used. Also no complaints about marketing/PHBs. (Manually migrated) I asked this question again after it was closed on stackoverflow.com

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• There is No Scrum without Agile

  - by John K. Hines

  It's been interesting for me to dive a little deeper into Scrum after realizing how fragile its adoption can be.  I've been particularly impressed with James Shore's essay "Kaizen and Kaikaku" and the Net Objectives post "There are Better Alternatives to Scrum" by Alan Shalloway.  The bottom line: You can't execute Scrum well without being Agile. Personally, I'm the rare developer who has an interest in project management.  I think the methodology to deliver software is interesting, and that there are many roles whose job exists to make software development easier.  As a project lead I've seen Scrum deliver for disciplined, highly motivated teams with solid engineering practices.  It definitely made my job an order of magnitude easier.  As a developer I've experienced huge rewards from having a well-defined pipeline of tasks that were consistently delivered with high quality in short iterations.  In both of these cases Scrum was an addition to a fundamentally solid process and a huge benefit to the team. The question I'm now facing is how Scrum fits into organizations withot solid engineering practices.  The trend that concerns me is one of Scrum being mandated as the single development process across teams where it may not apply.  And we have to realize that Scurm itself isn't even a development process.  This is what worries me the most - the assumption that Scrum on its own increases developer efficiency when it is essentially an exercise in project management. Jim's essay quotes Tobias Mayer writing, "Scrum is a framework for surfacing organizational dysfunction."  I'm unsure whether a Vice President of Software Development wants to hear that, reality nonwithstanding.  Our Scrum adoption has surfaced a great deal of dysfunction, but I feel the original assumption was that we would experience increased efficiency.  It's starting to feel like a blended approach - Agile/XP techniques for developers, Scrum for project managers - may be a better fit.  Or at least, a better way of framing the conversation. The blended approach. Technorati tags: Agile Scrum

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• Why The Athene Group Chose Fusion CRM

  - by Tony Berk

  A guest post by Vikas Bhambri, Managing Partner, The Athene Group This year, The Athene Group (www.theathenegroup.com) celebrated our tenth anniversary. The company has accomplished a lot in ten years overcoming a number of hurdles and challenges to have grown organically to a 150+ person global company with offices in the US, UK, and India and customers in the US, Canada, and Europe. Now more than ever with the current global landscape from an economic and competitive standpoint it was vital that we make some changes to remain successful for the next ten years. There were two key initiatives that we discussed internally that would enable us to successfully accomplish this – collaboration and the concept of “insight to action”. With our existing Oracle CRM On Demand platform we had components of this but not the full depth and breadth that we were looking for. When we started to discuss Fusion CRM we immediately saw several next generation tools that would embrace these two objectives. For a consulting and development organization the collaboration required between business development and consulting delivery is as important as the collaboration required during the projects between the project delivery and account management teams. The Activity Streams functionality in Fusion CRM immediately addressed the communication of key discussion topics and exchanges around our clients. Of course when we saw the Oracle Social Network (which is part of our Fusion CRM roadmap) we were blown away. The combination OSN and our CRM is going to make us more effective as we discuss and work cohesively on client engagements – ensuring mutual success for both Athene and our clients. When we looked at “insight to action” we saw that we had a great platform when folks were at their desks, unfortunately a lot of our business development and consulting folks are on the road. The Fusion Mobile Sales and Fusion Outlook Desktop provide information to our teams when they are on the go. So that they can provide real-time information and react to real-time information provided by their peers. We are in the early stages of our transformative experience with Fusion CRM but we believe the platform along with our people and processes are going to help us achieve our goals in the future.

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• Most effective way to do daily standup meeting when a few people are remote

  - by Burhan Ali

  I am a software developer in a small team of seven. We are not an Agile (with a big 'A') team but are experimenting with some aspects of agile. One of these is the daily "standup" meeting. The difficulty here is that for two days of the week we have at least one person working from home so the full team isn't available in the same room. What is the best way to carry out a daily standup in this situation? Some facts that may be relevant: We all work in a single open plan room. We use Skype in our company. We don't have any video conferencing capability. We all work the same hours so there are no timezone complexities involved. The development manager is one of the people who works from home one day a week. Things we have tried: Conference call using Skype: This is tricky for those in the office because you can hear people speak in the room and then a split second later through the headset. This can e very distracting. Conference phone: Awful experience. Hard to get them to work and poor quality audio. Text-based updates using Skype. This is not as engaging and is no different than just firing off a status email in the morning. I have seen other questions about remote collaboration but they are mainly about completely remote teams and/or teams that span multiple time zones. We are not affected by either of these problems. What can we do to make our standup meetings better in these circumstances?

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• Discovering Your Project

  - by Tim Murphy

  The discovery phase of any project is both exciting and critical to the project’s success.  There are several key points that you need to keep in mind as you navigate this process. The first thing you need to understand is who the players in the project are and what their motivations are for the project.  Leaving out a key stakeholder in the resulting product is one of the easiest ways to doom your project to fail.  The better the quality of the input you have at this early phase the better chance you will have of creating a well accepted deliverable. The next task you should tackle is to gather the goals for the project.  Specifically, what does the company expect to get for the money they are about to layout.  This seems like a common sense task, but you would be surprised how many teams to straight to building the system.  Even if you are following an agile methodology I believe that this is critical. Inventorying the resources that already exists gives you an idea what you are going to have to build and what you can leverage at lower risk.  This list should include documentation, servers, code repositories, databases, languages, security systems and supporting teams.  All of these are “resources” that can effect the cost and delivery schedule of your project. Finally, you need to verify what you have found and documented with the stakeholders and subject matter experts.  Documentation that has not been reviewed is actually a list of assumptions and we all know that assumptions are the mother of all screw ups. If you give the discovery phase of your project the attention that it deserves your project has a much better chance of success. I would love to hear what other people find important for this phase.  Please leave comments on this post so we can share the knowledge. del.icio.us Tags: Project discovery,documentation,business analysis,architecture

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• New Responsibilities

  - by Robert May

  With the start of the new year, I’m starting new responsibilities at Veracity. One responsibility that is staying constant is my love and evangelism of Agile.  In fact, I’ll be spending more time ensuring that all Veracity teams are performing agile, Scrum specifically, in a consistent manner so that all of our clients and consultants have a similar experience. Imagine, if you will, working for a consulting company on a project.  On that project, the project management style is Waterfall in iterations.  Now you move to another project and in that project, you’re doing real Scrum, but in both cases, you were told that what you were doing was Scrum.  Rather confusing.  I’ve found, however, that this happens on many teams and many projects.  Most companies simply aren’t disciplined enough to do Scrum.  Some think that being Agile means not being disciplined.  The opposite is true! So, my goals for Veracity are to make sure that all of our consultants have a consistent feel for Scrum and what it is and how it works and then to make sure that on the projects they’re assigned to, Scrum is appropriately applied for their situation.  This will help keep them happier, but also make switching to other projects easier and more consistent.  If we aren’t doing the project management on the project, we’ll help them know what good Agile practices should look like so that they can give good advice to the client, and so that if they move to another project, they have a consistent feel. I’m really looking forward to these new duties. Technorati Tags: Agile,Scrum

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• How do you communicate improvements in tools and process to the development team?

  - by birryree

  Hi everyone, My team does a lot of internal tooling and infrastructure work - you can think of us as a small scale version of the teams Facebook, Etsy, Netflix, etc. who build all the infrastructure for scaling their services up to thousands/tens of thousands of servers and supporting millions of users. Lately, we've been running full steam ahead improving much of the tools we use internally, like tools for automatically creating new servers, setting up new application instances, etc. An end result of this has been decreased developer frustration, but increased 'ignorance' by most of the developer team about how to use our tools correctly and effectively. More often than not, my team will be asked by other teams to help them use the tools. Solutions we've thought up or things already in place: All our code is relatively simple and self-explanatory, with good comments where necessary, so developers could read the scripts. Counterargument: You can guess this isn't a particularly good idea, having people read our tools' code to figure out how to use it. All our code is committed to Subversion with very detailed commit messages about changes, developers could read the commit emails. Counterargument: Expect the developers to read all our commits? Ludicrous. Wiki - we have an internal company wiki, that we try to maintain with up to date information, but as we are moving so fast, the wiki has to keep pace as well. Counterargument: As mentioned, we move fast in my team, as more improvements on our tools are added daily. Again still relies on people to read something that might change constantly. Email the team? We could email the team when we have a glut of improvements to communicate. So as you can all see, we are trying to find new ideas, and explore options we haven't thought of yet. Anyone else ever been in a similar situation and have some guidance?

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• How to improve Minecraft-esque voxel world performance?

  - by SomeXnaChump

  After playing Minecraft I marveled a bit at its large worlds but at the same time I found them extremely slow to navigate, even with a quad core and meaty graphics card. Now I assume Minecraft is fairly slow because: A) It's written in Java, and as most of the spatial partitioning and memory management activities happen in there, it would naturally be slower than a native C++ version. B) It doesn't partition its world very well. I could be wrong on both assumptions; however it got me thinking about the best way to manage large voxel worlds. As it is a true 3D world, where a block can exist in any part of the world, it is basically a big 3D array [x][y][z], where each block in the world has a type (i.e BlockType.Empty = 0, BlockType.Dirt = 1 etc.) Now, I am assuming to make this sort of world perform well you would need to: A) Use a tree of some variety (oct/kd/bsp) to split all the cubes out; it seems like an oct/kd would be the better option as you can just partition on a per cube level not a per triangle level. B) Use some algorithm to work out which blocks can currently be seen, as blocks closer to the user could obfuscate the blocks behind, making it pointless to render them. C) Keep the block object themselves lightweight, so it is quick to add and remove them from the trees. I guess there is no right answer to this, but I would be interested to see peoples' opinions on the subject. How would you improve performance in a large voxel-based world?

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• Using a Vertex Buffer and DrawUserIndexedPrimitives?

  - by MattMcg

  Let's say I have a large but static world and only a single moving object on said world. To increase performance I wish to use a vertex and index buffer for the static part of the world. I set them up and they work fine however if I throw in another draw call to DrawUserIndexedPrimitives (to draw my one single moving object) after the call to DrawIndexedPrimitives, it will error out saying a valid vertex buffer must be set. I can only assume the DrawUserIndexedPrimitive call destroyed/replaced the vertex buffer I set. In order to get around this I must call device.SetVertexBuffer(vertexBuffer) every frame. Something tells me that isn't correct as that kind of defeats the point of a buffer? To shed some light, the large vertex buffer is the final merged mesh of many repeated cubes (think Minecraft) which I manually create to reduce the amount of vertices/indexes needed (for example two connected cubes become one cuboid, the connecting faces are cut out), and also the amount of matrix translations (as it would suck to do one per cube). The moving objects would be other items in the world which are dynamic and not fixed to the block grid, so things like the NPCs who move constantly. How do I go about handling the large static world but also allowing objects to freely move about?

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• Herding Cats - That's My Job....

  - by user709270

  Written by Mike Schmitz - Sr. Director, Program Management Oracle JD Edwards  I remember seeing a super bowl commercial several years ago showing some well dressed people on the African savanna herding cats. I remember turning to the people I was watching the game with and telling them, “You just watched my job description”. Releasing software is a multi-facetted undertaking. In addition to making sure the code changes are complete, you also need to make sure the other key parts of a release are ready. For example when you have a question about the software, will the person on the other end of the phone be ready to answer your question? If you need training on that cool new piece of functionality, will there be an online training course ready for you to review? If you want to read about how the software is supposed to function, is there a user manual available? Putting all the release pieces together so they are available at the same time is what the JD Edwards Program Management team does. It is my team’s job to work with all the different functional teams so when a release is made generally available you have all the things you need to be successful. The JD Edwards Program Management team uses an internal planning tool called the Release Process Model (RPM) to ensure all deliverables are accounted for in a release. The RPM makes sure all the release deliverables are ready at the correct time and in the correct format. The RPM really helps all the functional teams in JD Edwards know what release deliverables they are accountable for and when they are to be delivered. It is my team’s job to make sure everyone understands what they need to do and when they need to deliver. We then make sure they are all on track to deliver on-time and in the right format. It is just that some days this feels like herding cats.

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• Challenge Ends on Friday!

  - by Yolande Poirier

  This is your last chance to win a JavaOne trip. Submit a project video and code for the IoT Developer Challenge by this Friday, May 30.  12 JavaOne trips will be awarded to 3 professional teams and one student team. Members of two student teams will win laptops and certification training vouchers. Ask your last minute questions on the coaching form or the Challenge forum. They will be answered promptly. Your project video should explain how your project works. Any common video format such as mp4, avi, mov is fine. Your project must use Java Embedded - whether it is Java SE Embedded or ME Embedded - with the hardware of your choice, including any devices, boards and IoT technology. The project will be judged based on the project implementation, innovation and business usefulness. More details on the IoT Developer Challenge website  Just for fun! Here is a video of Vinicius Senger giving a tour of his home lab, and showing his boards and gadgets. &lt;span id=&quot;XinhaEditingPostion&quot;&gt;&lt;/span&gt;

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• Should Developers Perform All Tasks or Should They Specialize?

  - by Bob Horn

  Disclaimer: The intent of this question isn't to discern what is better for the individual developer, but for the system as a whole. I've worked in environments where small teams managed certain areas. For example, there would be a small team for every one of these functions: UI Framework code Business/application logic Database I've also worked on teams where the developers were responsible for all of these areas and more (QA, analsyt, etc...). My current environment promotes agile development (specifically scrum) and everyone has their hands in every area mentioned above. While there are pros and cons to each approach, I'd be curious to know if there are more pros and cons than I list below, and also what the generally feeling is about which approach is better. Devs Do It All Pros 1. Developers may be more well-rounded 2. Developers know more of the system Cons 1. Everyone has their hands in all areas, increasing the probability of creating less-than-optimal results in that area 2. It can take longer to do something with which you are unfamiliar (jack of all trades, master of none) Devs Specialize Pros 1. Developers can create policies and procedures for their area of expertise and more easily enforce them 2. Developers have more of a chance to become deeply knowledgeable about their specific area and make it the best it can be 3. Other developers don't cross boundaries and degrade another area Cons 1. As one colleague put it: "Why would you want to pigeon-hole yourself like that?" (Meaning some developers won't get a chance to work in certain areas.) It's easy to say how wonderful agile is, and that we should do it all, but I'm somewhat of a fan of having areas of expertise. Without that expertise, I've seen code degrade, database schemas become difficult to manage, hack UI code, etc... Let's face it, some people make careers out of doing just UI work, or just database work. It's not that easy to just fill in and do as good of a job as an expert in that area.

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• Functions that only call other functions. Is this a good practice?

  - by Eric C.

  I'm currently working on a set of reports that have many different sections (all requiring different formatting), and I'm trying to figure out the best way to structure my code. Similar reports we've done in the past end up having very large (200+ line) functions that do all of the data manipulation and formatting for the report, such that the workflow looks something like this: DataTable reportTable = new DataTable(); void RunReport() { reportTable = DataClass.getReportData(); largeReportProcessingFunction(); outputReportToUser(); } I would like to be able to break these large functions up into smaller chunks, but I'm afraid that I'll just end up having dozens of non-reusable functions, and a similar "do everything here" function whose only job is to call all these smaller functions, like so: void largeReportProcessingFunction() { processSection1HeaderData(); calculateSection1HeaderAverages(); formatSection1HeaderDisplay(); processSection1SummaryTableData(); calculateSection1SummaryTableTotalRow(); formatSection1SummaryTableDisplay(); processSection1FooterData(); getSection1FooterSummaryTotals(); formatSection1FooterDisplay(); processSection2HeaderData(); calculateSection1HeaderAverages(); formatSection1HeaderDisplay(); calculateSection1HeaderAverages(); ... } Or, if we go one step further: void largeReportProcessingFunction() { callAllSection1Functions(); callAllSection2Functions(); callAllSection3Functions(); ... } Is this really a better solution? From an organizational point of view I suppose it is (i.e. everything is much more organized than it might otherwise be), but as far as code readability I'm not sure (potentially large chains of functions that only call other functions). Thoughts?

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• Turn O&M Operations into Optimized Projects with Oracle Primavera

  - by mark.kromer

  Oracle enterprise project portfolio management with Primavera is much more than optimizing project performance and eliminating project failure on new projects, capital programs, etc. A very common use case that we see is small-scale frequent and recurring projects based on on-going operations and maintenance. As opposed to assigning resources to various activities when you are building a new network infrastructure, for example, Oracle has teamed-up the Primavera and eBusiness Suite teams to provide direct integration for work orders from Oracle's Enterprise Asset Management (eAM) system to populate into Primavera P6 project schedules. So now that your network infrastructure build-out project is complete, planners and operations managers can use the world-class what-if and scheduling capabilities in Primavera tools to assign work orders, maximize resource utilization and to reuse templates for typical O&M operations in Primavera and share that back to the operations teams using eAM for maintenance. Also, large-scale maintenance operations related to large assets in the asset lifecycle will include phase-outs, shutdowns and turn-arounds which are classic maintenance projects, as opposed to building something new, that Oracle Primavera with Oracle e-Business Suite provides full coverage to optimize your ALM processes in your business. Read more about these new capabilities from Oracle in the ERP space from the Oracle eAM data sheet.

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• During interviews, how do I gauge a company's respect for my position?

  - by Bluu

  I'm a web developer who previously joined a software company not knowing their value and respect went to big data analysis, not their website. Sure, they needed a public-facing website, but I eventually found that the most exciting, valued projects there went to data teams. Realizing this, members of the web team were picked off and switched teams, making it hard for those left behind to keep up the work load, and making us look bad. At times it seemed the company culture sneered at us, wondering, "What does that team even do here?" A friend of mine had the opposite problem at another software company. All he wanted to do was crunch big numbers. However he complained that the rest of the company wouldn't shut up about developing the usability of their website. Meanwhile his analytics team languished. I've also heard of salespeople getting love at a company, while engineering as a whole is undervalued, or vice versa. As for my story, if I could have known the company was like that, I might have avoided the job in the first place. So, before I join a new company, how do I gauge its actual respect for my programming role? For its other roles? I want to avoid companies that aren't serious about my particular focus in programming, or, perhaps bigger picture, companies that don't value everybody who works there. (Note I think gauging the company's attitude toward the basic needs of its programmers is covered by these related questions.)

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• Leadership Tip&ndash;Vent Up!

  - by D'Arcy Lussier

  Leadership is difficult, for many reasons. One of those reasons is that we not only need to keep ourselves motivated when difficult or challenging times come, but we also need to motivate our teams and keep them focussed on the tasks at hand regardless of the mortars being rained down around them. Inexperienced (and experienced) leaders can fall into the “me-too” mentality – that is, the leader sees themselves as part of the team member instead of the leader of the team. Once a leader changes the teams view that he/she is a peer and not the leader, dynamics can change on the team. One of the biggest dangers is that the leader starts sharing frustrations, fears, concerns, etc. with the team that they’re supposed to be leading on to victory. This can destroy a team’s morale and productivity. One simple thing you can do to counter this is remember this rule when it comes to venting: Vent Up! Don’t vent sideways or down, vent up. Vent to the people above you – they’re the ones that tend to have the power to actually change things anyway. You as a leader stay healthy by getting your frustrations and concerns off your chest, your team is still insulated from it, and your superiors are aware of issues that need to be addressed or can coach you through the obstacles. D

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• Over 300 "NetBeans Platform for Beginners" Sold

  - by Geertjan

  I've noticed that the authors of "NetBeans Platform for Beginners" have started exposing the number of sales they have achieved. Below, notice the '304' (which will probably change quite quickly) at the lower left end of this screenshot: That's pretty good since the book has only existed for a few months and developers tend to share books they buy in PDF format. That probably means there are 300 teams of software developers around the world who are using the book, which is pretty awesome. (Though it would help the authors significantly, I'm sure, if individual developers on teams would buy the book, rather than sharing one between them. Come on, let's support these great authors so that they'll write more books like this.) Also note that there is a set of reviewer comments on the page above: Plus, the book is updated at the end of each month, so it continues to grow and improve from month to month, for free for everyone who has bought it. If you've read the book and want to contribute a review like the above, contact walternyland @ yahoo dot com. Great work, guys! For anyone out there who hasn't got it yet: https://leanpub.com/nbp4beginners

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• Software architecture map to aid cross team communication?

  - by locster

  I work in a company where multiple teams each work on different parts of a software product in a vaguely agile/scrum manner. Mostly the organisation works well but there have been instances where a team may make a change without realising its impact on other teams. Where dependence is known communication has been good, and where dependence is suspected then 'broadcast' emails and informal conversations have also worked well. But there exists a sub-set of tasks that fall between the cracks. Broadcast emails are likely not the solution as they would become too numerous such that the email signal/noise ratio would fall. I'm contemplating a solution that involves a sort of map of the software, which details all of the various parts of the system and loosely tries to place interacting and dependent parts near to each other. Each developer then updates their position on the map (today I'm working on X and Y), and therefore if two or more developers happen to be co-located (or proximate) on the map then we can see this each day and this could form the trigger for further discussion on possible overlap and conflict. Is such a method out there and in use? If so what is it and does it work? Otherwise, do you think such a scheme has merit?

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• Day in the Life of Agile - The Forge Michigan November 27, 2012

  - by csmith18119

  Went to training at The Forge yesterday and did a Day in the life of Agile with Pillar.  It was pretty good. Check them out at: http://pillartechnology.com/ Abstract: A single-day agile project simulation that is engaging, educational, provocative, and fun. This simulation introduces concepts like time-boxed iterations, User Stories, collective estimation, commitment to a product owner for iteration scope, formal verification ritual at iteration conclusion, tracking velocity, and making results big and visible through charts. The exercise is designed to simulate not only how agile teams and practices work, but the inevitable challenges that arise as teams attempt to adopt such practices. One of the best parts of this training was getting some hands on experience with agile.  We used a program called Scratch to create an arcade video game.  Our team chose Frogger.  We had 3 iterations at 20 minutes each.  I think we did pretty good but in the panic of trying to get a bunch done in only 20 minutes made it interesting. To check out our project, I uploaded it to my CodePlex site Download Source Code (Under Scratch/Frogger) Cool class! I highly recommend if you get the opportunity.

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• Provide A Scrolling "Camera" View Over A 2D Game Map

  - by BitCrash

  I'm in the process of attempting to create a 2D MMO type game with Kryonet and some basic sprites, mostly for my own learning. I have the back end set up great (By my standards) and I'm moving on to actually getting some things drawn onto the map. I cannot for the life of me figure out a solid way to have a "Camera" follow a player around a large area. The view pane for the game is 640 x 480 pixels, and each tile is 32x32 pixels (Thats 20 tiles wide and 15 high for the viewpane) I have tried a couple things to do this, but they did not seem to work out so well. I had a JScrollPane with 9 "Viewpane"-sized canvases in it, and tried to have the JScrollPane move in accordance with the player. The issue came when I reached the end of the JScrollPane. I tried to "Flip" canvases, sending the canvas currrently drawing the player to the middle of the 9 and load the corresponding maps onto the other ones. It was slow and worked poorly. I'm looking for any advice or previous experience with this; any ideas? Thank you! Edit and Clarification: I did not mean to mention Kryonet, I was merely providing peripheral information in case there was something that would help which I could not foresee. Instead of having an array of 9 canvases, why not just have one large canvas loading a large map every once in a while? I'm willing to have "load times" where as with the canvas array I would have none (in theory) to give the user a smooth experience. I could just change the size and location of the map with a modified setBounds() call on the canvas in a layered pane (layered because I have hidden swing items, like inventories and stuff) I'll try it out and post here how it goes for people asking the same question.

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