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  • What arguments can I use to "sell" the BDD concept to a team reluctant to adopt it?

    - by S.Robins
    I am a bit of a vocal proponent of the BDD methodology. I've been applying BDD for a couple of years now, and have adopted StoryQ as my framework of choice when developing DotNet applications. Even though I have been unit testing for many years, and had previously shifted to a test-first approach, I've found that I get much more value out of using a BDD framework, because my tests capture the intent of the requirements in relatively clear English within my code, and because my tests can execute multiple assertions without ending the test halfway through - meaning I can see which specific assertions pass/fail at a glance without debugging to prove it. This has really been the tip of the iceberg for me, as I've also noticed that I am able to debug both test and implementation code in a more targeted manner, with the result that my productivity has grown significantly, and that I can more easily determine where a failure occurs if a problem happens to make it all the way to the integration build due to the output that makes its way into the build logs. Further, the StoryQ api has a lovely fluent syntax that is easy to learn and which can be applied in an extraordinary number of ways, requiring no external dependencies in order to use it. So with all of these benefits, you would think it an easy to introduce the concept to the rest of the team. Unfortunately, the other team members are reluctant to even look at StoryQ to evaluate it properly (let alone entertain the idea of applying BDD), and have convinced each other to try and remove a number of StoryQ elements from our own core testing framework, even though they originally supported the use of StoryQ, and that it doesn't impact on any other part of our testing system. Doing so would end up increasing my workload significantly overall and really goes against the grain, as I am convinced through practical experience that it is a better way to work in a test-first manner in our particular working environment, and can only lead to greater improvements in the quality of our software, given I've found it easier to stick with test first using BDD. So the question really comes down to the following: What arguments can I use to really drive the point home that it would be better to use StoryQ, or at the very least apply the BDD methodology? Can you point me to any anecdotal evidence that I can use to support my argument to adopt BDD as our standard method of choice? What counter arguments can you think of that could suggest that my wish to convert the team efforts to BDD might be in error? Yes, I'm happy to be proven wrong provided the argument is a sound one. NOTE: I am not advocating that we rewrite our tests in their entirety, but rather to simply start working in a different manner for all future testing work.

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  • This Week on the Green Data Center Management Front

    Among the big news this week in green data center management: Equinix was granted LEED certification for its 2009 retrofit of its Silicon Valley SV2 International Business Exchange facility, Neuwing Energy Ventures announced it successfully registered the first voluntary Energy Efficiency Certificates in the newly launched APX North American Renewables Registry, and more.

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  • How to approach scrum task burn down when tasks have multiple peoples involvement?

    - by AgileMan
    In my company, a single task can never be completed by one individual. There is going to be a separate person to QA and Code Review each task. What this means is that each individual will give their estimates, per task, as to how much time it will take to complete. The problem is, how should I approach burn down? If I aggregate the hours together, assume the following estimate: 10 hrs - Dev time 4 hrs - QA 4 hrs - Code Review. Task Estimate = 18hrs At the end of each day I ask that the task be updated with "how much time is left until it is done". However, each person generally just thinks about their part of it. Should they mark the effort remaining, and then ADD the effort estimates to that? How are you guys doing this? UPDATE To help clarify a few things, at my organization each Task within a story requires 3 people. Someone to develop the task. (do unit tests, ect...) A QA specialist to review task (they primarily do integration and regression tests) A Tech lead to do code review. I don't think there is a wrong way or a right way, but this is our way ... and that won't be changing. We work as a team to complete even the smallest level of a story whenever possible. You cannot actually test if something works until it is dev complete, and you cannot review the quality of the code either ... so the best you can do is split things up into small logical slices so that the bare minimum functionality can be tested and reviewed as early into the process as possible. My question to those that work this way would be how to burn down a "task" when they are setup this way. Unless a Task has it's own sub-tasks (which JIRA doesn't allow) ... I'm not sure the best way to accomplish tracking "what's left" on a daily basis.

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  • Code review vs pair programming

    - by mericano1
    I was wondering what is the general idea about code review and pair programming. I do have my own opinion but I'd like to hear from somebody else as well. Here are a few questions, please give me your opinion even on some of the point First of all are you aware of way to measure the effectiveness of this practices? Do you think that if you pair program, code reviews are not necessary or it's still good to have them both? Do you think anybody can do code review or maybe is better done by seniors only? In terms of productivity do you think it suffers from pairing all the times or you will eventually get in back in the long run? Thanks!

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  • PeopleSoft's Enterprise Financial Management 8.9

    Fred interviews Annette Melatti, Senior Director Financials Product Marketing and discusses the latest release and the value this release offers to customers including compliance, superior ownership experience, industry specific solution extensions, enhancements to the enterprise service automation solution and the introduction of the new asset lifecycle management solution.

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  • What software development model has worked best for software teams with heavy dependancy on hardware teams?

    - by MasterDIB
    So, let me explain more. There are a number of competing best practices for software development. I can find that many teams have benefited from Agile practices in some cases. In some other cases, using the Unified Process has been championed by large companies like IBM. The common themes that I find seemed to work well for teams that mainly develop software. I am interested to know what has worked best for people who have worked in shops where there is a team on the other side that produce the hardware that your software is running on. For example, one team puts together a crate with several custom hardware on it; while you need to develop the software that would run on those crates. I can't find a development model (agile, spiral ...) that works best in this case. Any wisdom is this area will be well appreciated.

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  • Are there references discussing the use parallel programming as a development methodology? [closed]

    - by ahsteele
    I work on a team which employs many of the extreme programming practices. We've gone to great lengths to utilize paired programming as much as possible. Unfortunately the practice sometimes breaks down and becomes ineffective. In looking for ways to tweak our process I came across two articles describing parallel pair programming: Parallel Pair Programming Death of paired programming. Its 2008 move on to parallel pairing While these are good resources I wanted to read a bit more on the topic. As you can imagine Googling for variations on parallel pair programming nets mostly results which relate to parallel programming. What I'm after is additional discussion on the topic of parallel pair programming. Do additional references exist that my Google-fu is unable to discern? Has anyone used the practice and care to share here (thus creating a reference)?

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  • How to make sprint planning fun

    - by Jacob Spire
    Not only are our sprint planning meetings not fun, they're downright dreadful. The meetings are tedious, and boring, and take forever (a day, but it feels like a lot longer). The developers complain about it, and dread upcoming plannings. Our routine is pretty standard (user story inserted into sprint backlog by priority story is taken apart to tasks tasks are estimated in hours repeat), and I can't figure out what we're doing wrong. How can we make the meetings more enjoyable? ... Some more details, in response to requests for more information: Why are the backlog items not inserted and prioritized before sprint kickoff? User stories are indeed prioritized; we have no idea how long they'll take until we break them down into tasks! From the (excellent) answers here, I see that maybe we shouldn't estimate tasks at all, only the user stories. The reason we estimate tasks (and not stories) is because we've been getting story-estimates terribly wrong -- but I guess that's the subject for an altogether different question. Why are developers complaining? Meetings are long. Meetings are monotonous. Story after story, task after task, struggling (yes, struggling) to estimate how long it will take and what it involves. Estimating tasks makes user-story-estimation seem pointless. The longer the meeting, the less focus in the room. The less focused colleagues are, the longer the meeting takes. A recursive hate-spiral develops. We've considered splitting the meeting into two days in order to keep people focused, but the developers wouldn't hear of it. One day of planning is bad enough; now we'll have two?! Part of our problem is that we go into very small detail (in order to get more accurate estimations). But when we estimate roughly, we go way off the mark! To sum up the question: What are we doing wrong? What additional ways are there to make the meeting generally more enjoyable?

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  • How do you track existing requirements over time?

    - by CaptainAwesomePants
    I'm a software engineer working on a complex, ongoing website. It has a lot of moving parts and a small team of UI designers and business folks adding new features and tweaking old ones. Over the last year or so, we've added hundreds of interesting little edge cases. Planning, implementing, and testing them is not a problem. The problem comes later, when we want to refactor or add another new feature. Nobody remembers half of the old features and edge cases from a year ago. When we want to add a new change, we notice that code does all sorts of things in there, and we're not entirely sure which things are intentional requirements and which are meaningless side effects. Did someone last year request that the login token was supposed to only be valid for 30 minutes, or did some programmers just pick a sensible default? Can we change it? Back when the product was first envisioned, we created some documentation describing how the site worked. Since then we created a few additional documents describing new features, but nobody ever goes back and updates those documents when new features are requested, so the only authoritative documentation is the code itself. But the code provides no justification, no reason for its actions: only the how, never the why. What do other long-running teams do to keep track of what the requirements were and why?

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  • Planning Poker and wordy developers

    - by Pomario
    My team is composed of 4 developers; all seasoned and skilled. One of them is a wordy, well intended chap who insists on defining the technical solution to our stories before we put down our estimates with Planning Poker. He refuses to estimate if he doesn't have a rough idea of the agreed technical solution (which sounds reasonable, right?). The problem is that our estimating sessions are taking forever to finish!! In your experience, how do you deal with this kind of personality when playing the planning poker?

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  • API Management Video

    - by Michael Stephenson
    Originally posted on: http://geekswithblogs.net/michaelstephenson/archive/2014/08/03/157900.aspxJust wanted to put the word out that the API Management video from the recent user group meeting is available.  The page on the below link has resources from that meeting:http://ukcsug.co.uk/past-events/2014-07-07/ Also we have out next two meetings available for registration at the following links:Hybrid Connectionshttps://www.eventbrite.com/e/azure-biztalk-services-hybrid-connections-tickets-12216617231?aff=eorg Hybrid Integration with Dynamics CRMhttps://www.eventbrite.com/e/hybrid-integration-with-microsoft-dynamics-crm-tickets-12398067955?aff=eorg

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  • User management system and DELETE action - usability

    - by šljaker
    I'm working on User Management System in ASP.NET MVC3. Administrator/Editor can search, insert, update and delete other users from the system. What should I do when admin/editor clicks on Delete user link? Should I redirect him to new yes/no confirmation page or display some jquery popup window? Should I then redirect him to the home page and display message 'The user has been successfully deleted from the system', or simple redirection should be just fine?

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  • News from OpenWorld: Innovation Across Fusion Middleware Product Portfolio

    - by Tanu Sood
    Oracle today announced that it continues to drive innovation across its Oracle Fusion Middleware product suite and extend industry’s #1 business innovation platform for the enterprise and the cloud.   Innovations across Oracle Fusion Middleware product portfolio help customers and partners to innovate, cut costs, and reduce complexity. Oracle Fusion Middleware components include  Oracle SOA Suite, Oracle WebLogic Server, Oracle WebCenter, Oracle Business Intelligence, Oracle Identity Management and Oracle Data Integration. Additional Resources: Press Release: Oracle announces Identity Management 11g Release 2 Press Release: Oracle announces Oracle Identity Governance Suite Press Release: Oracle announces Oracle Privileged Account Manager Website: Oracle Identity Management On-Demand webcast: Identity Management 11gR2 Launch Oracle Magazine: Security on the Move

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  • Monitor SQL Server Agent Jobs with Policy Based Management

    I need to monitor all the SQL Agents to find out if a job failed in the last 24 hours. Could this be done with policy based management? If so, can you show me how to create the policy? Join SQL Backup’s 35,000+ customers to compress and strengthen your backups "SQL Backup will be a REAL boost to any DBA lucky enough to use it." Jonathan Allen. Download a free trial now.

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  • What made you contribute to that open source project? [closed]

    - by Ermin
    I'm interested in real experience and personal answers not just those standard worn out "benefits of contributing to open source" that we all memorized by heart by now. I've met many people who contribute to open source project and almost never did this topic come up: why did they contribute to this open source project. So, if you've contributed to an open source project before in any way, can you please pause for a second and try to remember what really made you decide to contribute to that particular project. Was it a random decision, was it because you were bored, was it because the company you worked for was already using it and you contributed as part of your job, was it because the project was too big you wanted to get contracts, or the project was too small you wanted to build it, or because your prof or co-worker asked you to help with his open source project, or..... To substantiate your reasons, please mention the project name and rate your involvement (heavy, occasional, light, once).

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