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  • Intelligence as a vector quantity

    - by Senthil Kumaran
    I am reading this wonderful book called "Coders at Work: Reflections on the Craft of Programming" by Peter Seibel and I am at part wherein the conversation is with Joshua Bloch and I found this answer which is an important point for a programmer. The paragraph, goes something like this. There's this problem, which is, programming is so much of an intellectual meritocracy and often these people are the smartest people in the organization; therefore they figure they should be allowed to make all the decisions. But merely the fact they are the smartest people in the organization does not mean that they should be making all the decisions, because intelligence is not a scalar quantity; it's a vector quantity. Here at the last sentence, I fail to get the insight which is he trying to share. Can someone explain it in a little further as what he means by a vector quantity, possibly trying to present the same insight. Further down, I get the point that he is not taking about having an organization where non-technical people (sometimes clueless) can be managers of the technical people for some reason that they can spend more time to write emails well, because the very next statement following the above paragraph was. And if you lack empathy or emotional intelligence, then you shouldn't be designing APIs or GUIs or languages. I understand that he is saying that in Software engineering, programmers should know how the users will see their product and design for them. I felt the above paragraph was very interesting.

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  • OpenWorld Approaching... A few opportunities to share your needs with Oracle

    - by RichMill
    At OpenWorld from Monday the 1st to Wed. the 3rd. The My Oracle Support and Enterprise Manager user research team will be in action.  If you are someone who does patching, edits configurations, or uses either MOS configuration management (the collector) OR Enterprise Manager configuration compare or search, we have a treat for you!  Come give us your feedback on how you do your tasks, what needs you have, and how we can do better in this space. We will be doing this during OOW, but an OOW badge is not required to participate.  OR If you are someone who downloads large amounts of software (say, the entire EBS stack) and wants to understand how one customize a "recommended" stack of software for yourself, or your customers, let us know!  We have a study looking at how to create, customize and download all of the software needed for an installation. This will be done after OOW via webconference, so customers from anywhere in the world can participate. We want to hear from you, so we can get this right! E-mail us directly at [email protected] - or leave a comment with your email, so we can get your feedback into one or both of these two discussions. Hope you can participate!

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  • How do developers verify that software requirement changes in one system do not violate a requirement of downstream software systems?

    - by Peter Smith
    In my work, I do requirements gathering, analysis and design of business solutions in addition to coding. There are multiple software systems and packages, and developers are expected to work on any of them, instead of being assigned to make changes to only 1 system or just a few systems. How developers ensure they have captured all of the necessary requirements and resolved any conflicting requirements? An example of this type of scenario: Bob the developer is asked to modify the problem ticket system for a hypothetical utility repair business. They contract with a local utility company to provide this service. The old system provides a mechanism for an external customer to create a ticket indicating a problem with utility service at a particular address. There is a scheduling system and an invoicing system that is dependent on this data. Bob's new project is to modify the ticket placement system to allow for multiple addresses to entered by a landlord or other end customer with multiple properties. The invoicing system bills per ticket, but should be modified to bill per address. What practices would help Bob discover that the invoicing system needs to be changed as well? How might Bob discover what other systems in his company might need to be changed in order to support the new changes\business model? Let's say there is a documented specification for each system involved, but there are many systems and Bob is not familiar with all of them. End of example. We're often in this scenario, and we do have design reviews but management places ultimate responsibility for any defects (business process or software process) on the developer who is doing the design and the work. Some organizations seem to be better at this than others. How do they manage to detect and solve conflicting or incomplete requirements across software systems? We currently have a lot of tribal knowledge and just a few developers who understand the entire business and software chain. This seems highly ineffective and leads to problems at the requirements level.

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  • ScreenManagement better practices ?! Textbox not focusing

    - by xykudyax
    I saw a question here using DataTemplates with WPF for ScreenManagement, I was curious and I gave it a try I think the ideia is amazing and very clean. Though I'm new to WPF and I read a lot of times that almost everything should be made in XAML and very little should be "coded behind". My questions resolves about using the datatemplate ideia, WHERE should the code that calls the transitions be? where should I define which commands are avaiable in which screens. For example: [ScreenA] Commands: Pressing B - Goes to state B Pressing ESC - Exits [ScreenB] Commands: Pressing A - Goes to state A Pressing SPACE - Exits where do I define the keyEventHandlers? and where do I call the next screen? I'm doing this as an hobby for learning and "if you are learning, better learn it right" :) Thank you for your time. Yes the Q/A I was talking is: What's a good way to handle game screen management in WPF? What I've done so far was to create a Screen class (derived from UserControl) and create some virtual methods: - one for Initializing stuff (like focus a given component by default) - another for inputHandling I handle it by using a switch case and by listening to the PreviewKeyDown event from the parent container (MainWindow) Im not able to do it another way! Help?!. - and a finally one that removes the keyEvent method (when the screen is terminated) Parent.PreviewKeyDown -= OnKeyDown; am I doing okay? I face a problem. When I add a new screen (userControl) containing a TextBox I'm not able to give it autofocus :/ The Caret is there but is not blinking and I have to hit "TAB" before being able to input anything at all :/

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  • Oracle Industrial Manufacturing Forum, Nov 8, W Hotel-Chicago

    - by Stephen Slade
    As global markets mature and new customer segments emerge, top industrial manufacturers are restructuring their businesses for growth. Oracle's annual Industrial Manufacturing Forum was created to help these companies focus on revolutionizing product and service innovation, maximize organizational performance, and deliver exceptional customer experiences. Key themes of this year's event are redefining "Lean," transforming service, and modernizing the manufacturing enterprise.  This informative forum will be held at the W Hotel and include a Keynote from Eaton's VP of IT who led the firm through a dramatic supply chain transformation. This jouney led Eaton to win the Manufacturer of the Year award in 2011 from Managing Automation/Manufacturing Executive publication. Other featured presentations include:  Value of BI Applications & EAM Analytics for Industrial Manufacturing: Regal Beloit,  Sales & Operating Planning: GE Healthcare,   Advanced Financial Controls/Leveraging Change Controls: Eaton,   Customer Experience (CX): Pella,  Creating The Strategic Service Chain: Entercoms Register today at: MANUFACTURING_FORUM Oracle Industrial Manufacturing ForumThursday, November 8, 2012 9:30 a.m. – 6:00 p.m. W Hotel City Center172 West Adams Street, Chicago, IL 60603 Click here to register now or call 1.800.820.5592 ext. 10954.

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  • How to build Gantt chart from a set of Redmine tickets without filling dates in all of them?

    - by Alexander Gladysh
    Redmine 1.1.1 I've created a set of tickets for a new project. In each issue I filled Subject, Description and Estimated time fields. I also filled blocks/blocked by dependencies in Related issues. But the Gantt chart for this project is empty (that is, it contains all the tasks, but does not contain any "bars" for them). I need to get a Gantt chart (or any other visual representation) to show to other project members. I'd hate to type all that information again into OpenProj. Is there a way to get a serviceable Gantt chart from the Redmine? Update: In the answers below I read that to get working Gantt chart I have to input start date and due date manually for each issue. I believe that this information should be inferred automatically from start date of first ticket (first — depenency-wise), estimated time of each ticket, dependency graph, resource assignment and working hours calendar. Just as it happens in any minimally sane Gantt chart project management tool. To enter this information by hand and to keep it up-to-date manually as the project evolves is insane waste of time. Is there a way to generate Gantt chart from the set of Redmine tickets without filling in all this information manually? (Solutions involving data export + import in sane tool or involving existing plugins are perfectly acceptable.)

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  • IT Optimization Plan Pays Off For UK Retailer

    - by [email protected]
    I caught this article in ComputerworldUK yesterday. The headline talks about UK-based supermarket chain Morrisons is increasing their IT spend...OK, sounds good. Even nicer that Oracle is a big part of that. But what caught my eye were three things: 1) Morrison's truly has a long term strategy for IT. In this case, modernizing and optimizing how they use IT for business advantage. 2) Even in a tough economic climate, Morrison's views IT investments as contributing to and improving the bottom line. Specifically, "The investment in IT contributed to a 21 percent increase in Morrison's underlying profit.." 3) The phased, 3-year "Optimization Plan" took a holistic approach to their business--from CRM and Supply Chain systems to the underlying application infrastructure. On the infrastructure front, adopting a more flexible Service-Oriented Architecture enabled them to be more agile and adapt their business and Identity Management helped with sometimes mundane (but costly) issues like lost passwords and being able to document who has access to what. Things don't always turn out so rosy. And I know it was a long and difficult process...but it's nice to see a happy ending every once in a while.

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  • Oracle Supply Chain at Pella Showcase, April 24-25, 2012

    - by Stephen Slade
    Nothing promtes a product like a grest customer testimony! For nearly a decade, Pella has been holding these 'open-houses' or Showcases as they are called, to illustrate the utilization of Oracle products in their operations. Building custom windows and doors is not an easy task.  With about a trillion combinations of unique sizes, colors and features availalbe, getting the complex multi-unit custom order wrong can be easy to do. I've been to a few of these Showcases and each time,  continually impressed by the precision, best practices and lean disciplines enacted at Pella. Operations representatives and users at Pella, demonstrate the way in which they use Oracle Supply Chain products to deliver fulfillment excellence. Orders are all custom made and delivered in about a week.  Factory tours are conducted and visitors have a chance to see Oracle in operation on the shop floor, driving informational flow and order accuracy in the 99+% range.  It's a must see for anyone considering expansion of their supply chain footprint.  The event is April 24-25 in Pella Iowa, outside Des Moines.   This year, there is a seperate track for CIOs and executives. Register at 1.800.820.5592  - ask for event 10281

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  • GitHub: Are there external tools for managing issues list vs. project backlog

    - by DXM
    Recently I posted one of my the projects1 on GitHub and as I was exploring capabilities of the site, I noticed they have a rather decent issue tracking section. I want to use that section as a) other people can report bugs if they'd like and b) other people can see which bugs I'm aware of. However, as others have noted, issues list cannot be prioritized in order to create a project backlog. For now my backlog has been a text file, but I'd like to be able to have it integrated so the same information isn't maintained in different places. Having a fully ordered list, which is something we also practice at work, has been very useful as I can open one file, start with line 1 and fire off 2 or 3 items in one sitting without having to go back to a full issues/stories bucket. GitHub doesn't offer this. What GitHub does offer is a very nice and clean API so issues can easily be exported into anything else. I've searched to see if there are other websites (like Trello) that integrate with GitHub issues, but did not find anything. Does anyone know of such a product, service or offline tool? Those that use GitHub, what is your experience in managing backlog? I kinda hate the idea of manually managing two disconnected lists like some people seem to be doing with Wiki project pages. 1 - are shameless plugs allowed no this site? Searched but didn't find a definite answer. If it's bad practice, STOP and don't read further As a developer I got sick and tired of navigating to same set of folders 30 times a day, so I wrote a little, auto-collapsible utility that gets stuck to the desktop and allows easy access to the folders you constantly use.

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  • CEO Taken Captive in His Own Factory?

    - by Stephen Slade
    Last Friday was no ordinary day for Chip Starnes, the 42 year old factory owner of Specialty Medical Supplies in China. He recently announced movement of some of the production of their diabetes testing equipment from Beijing to Mumbai India.  Of the 110 employees at the facility, about 80 protested by blocking the doors and refusing to let Chip Starnes out of the facility.  He has been trapped in his office several days now.  The employees think the factory was closing but Mr. Starnes said it was not. Mis-information? Poor communications? Work-stoppage. This is a good example of supply chain disruption. Parked cars are blocking the entrance to the facility, front gates are chained close, the CEO a prisoner in his own factory. Chip Starnes was presented with documents to sign in Chinese indicating he would pay severance and other demands he did not understand, possibly bankrupting the company.    If you depend on supply from China and other foreign suppliers, how reliable are your sources? For example how are the shopfloor employee relations? Is it possible to predict these types of HR risks and plan around them? What are your contingencies? It's important to ask the right questions and hear good answers. Having tools in place to rapidly evaluate, assess and react to these disruptions are the keys to survival. Hear how leading organizations are reinforcing their supply chains and mitigating risk through technology with Oracle's latest release of Oracle Supply Chain Management. Source: WSJ pg.B1, June 25, 2013

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  • Statistical Software Quality Control References

    - by Xodarap
    I'm looking for references about hypothesis testing in software management. For example, we might wonder whether "crunch time" leads to an increase in defect rate - this is a surprisingly difficult thing to do. There are many questions on how to measure quality - this isn't what I'm asking. And there are books like Kan which discuss various quality metrics and their utilities. I'm not asking this either. I want to know how one applies these metrics to make decisions. E.g. suppose we decide to go with critical errors / KLOC. One of the problems we'll have to deal with with that this is not a normally distributed data set (almost all patches have zero critical errors). And further, it's not clear that we really want to examine the difference in means. So what should our alternative hypothesis be? (Note: Based on previous questions, my guess is that I'll get a lot of answers telling me that this is a bad idea. That's fine, but I'd request that it's based on published data, instead of your own experience.)

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  • How best to keep bumbling, non-technical managers at bay and still deliver good work?

    - by Curious
    This question may be considered subjective (I got a warning) and be closed, but I will risk it, as I need some good advice/experience on this. I read the following at the 'About' page of Fog Creek Software, the company that Joel Spolsky founded and is CEO of: Back in the year 2000, the founders of Fog Creek, Joel Spolsky and Michael Pryor, were having trouble finding a place to work where programmers had decent working conditions and got an opportunity to do great work, without bumbling, non-technical managers getting in the way. Every high tech company claimed they wanted great programmers, but they wouldn’t put their money where their mouth was. It started with the physical environment (with dozens of cubicles jammed into a noisy, dark room, where the salespeople shouting on the phone make it impossible for developers to concentrate). But it went much deeper than that. Managers, terrified of change, treated any new idea as a bizarre virus to be quarantined. Napoleon-complex junior managers insisted that things be done exactly their way or you’re fired. Corporate Furniture Police writhed in agony when anyone taped up a movie poster in their cubicle. Disorganization was so rampant that even if the ideas were good, it would have been impossible to make a product out of them. Inexperienced managers practiced hit-and-run management, issuing stern orders on exactly how to do things without sticking around to see the farcical results of their fiats. And worst of all, the MBA-types in charge thought that coding was a support function, basically a fancy form of typing. A blunt truth about most of today's big software companies! Unfortunately not every developer is as gutsy (or lucky, may I say?) as Joel Spolsky! So my question is: How best to work with such managers, keep them at bay and still deliver great work?

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  • One-week release cycle: how do I make this feasible?

    - by Arkaaito
    At my company (3-yr-old web industry startup), we have frequent problems with the product team saying "aaaah this is a crisis patch it now!" (doesn't everybody?) This has an impact on the productivity (and morale) of engineering staff, self included. Management has spent some time thinking about how to reduce the frequency of these same-day requests and has come up with the solution that we are going to have a release every week. (Previously we'd been doing one every two weeks, which usually slipped by a couple of days or so.) There are 13 developers and 6 local / 9 offshore testers; the theory is that only 4 developers (and all testers) will work on even-numbered releases, unless a piece of work comes up that really requires some specific expertise from one of the other devs. Each cycle will contain two days of dev work and two days of QA work (plus 1 day of scoping / triage / ...). My questions are: (a) Does anyone have experience with this length of release cycle? (b) Has anyone heard of this length of release cycle even being attempted? (c) If (a) or (b), how on Earth do you make it work? (Any pitfalls to avoid, etc., are also appreciated.) (d) How can we minimize the damage if this effort fails?

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  • Problem with APTonCD application

    - by Harikrishnan
    I created a iso image using aptoncd & burned it to a dvd. Now when i tried to restore, the program does not detect the dvd in the drive. It shows "Please insert a disc in the drive." and if we click "ok" it shows E: Failed to mount the cdrom. The dvd is in the drive itself. I tried sudo lshw -C disk and the output is: *-cdrom description: DVD-RAM writer product: DVDRAM GH22NS50 vendor: HL-DT-ST physical id: 1 bus info: scsi@1:0.0.0 logical name: /dev/cdrom logical name: /dev/cdrw logical name: /dev/dvd logical name: /dev/dvdrw logical name: /dev/scd0 logical name: /dev/sr0 logical name: /media/APTonCD logical name: /media/apt version: TN02 capabilities: removable audio cd-r cd-rw dvd dvd-r dvd-ram configuration: ansiversion=5 mount.fstype=iso9660 mount.options=ro,relatime,uid=1000,gid=1000,iocharset=utf8,mode=0400,dmode=0500 state=mounted status=ready *-medium physical id: 0 logical name: /dev/cdrom logical name: /media/APTonCD logical name: /media/apt configuration: mount.fstype=iso9660 mount.options=ro,relatime,uid=1000,gid=1000,iocharset=utf8,mode=0400,dmode=0500 state=mounted Then i checked in disk utility application. in that dvd rom is shown as /dvd/sr0 My ubuntu version is 10.10. Please help me to solve the problem.

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  • What is the best way to track / record the current programming project you work on? [duplicate]

    - by user2424160
    This question already has an answer here: Methodology for Documenting Existing Code Base 6 answers When do you start documenting the code? 13 answers Where should a programmer explain the extended logic behind the code? 5 answers I have been in this problem for long time and I want to know how it's done in real / big companies project? Suppose I have the project to build a website. Now I divide the project into sub tasks and do it. But you know that suppose I have task1 in hand like export the page to pdf. Now I spend 3 days to do that , came across various problems, many Stack Overflow questions and in the end I solve it. Now 4 months after someone told me that there is some error in the code. Now by that I completely forgot about (60%) of how I did it and why I do this way. I document the code but I can't write the whole story of that in the code. Then I have to spend much time on code to find what was the problem so that I added this line etc. I want to know that is there any way that i can log steps in completing the project. So that I can see how I end up with code, what errors I got, what questions I asked on SO and etc. How people do it in real time? Which software to use? I know in our project management software called JIRA we have tasks but that does not cover what steps I took to solve that tasks. What is the best way so that when I look back at my 2 year old project, I know how I solve particular task?

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  • 2012 Oracle Fusion Middleware Innovation Awards Announced

    - by Tanu Sood
    Guest Contributor: Margaret Harrist. Originally posted on Oracle NewsCentral Companies from around the world were honored Tuesday for their innovative solutions using Oracle Fusion Middleware. This year’s 27 award winners, representing 11 countries and a wide span of industries, wowed the judges with a range of projects across eight product categories. A panel of judges scored each entry across multiple categories, including the uniqueness of their business case, business benefits, level of impact relative to the size of the organization, complexity and magnitude of implementation, and the architecture’s originality. In a general session just before the award presentation, Oracle Executive Vice President Hasan Rizvi highlighted a few of the winners’ original implementations, including Nike, Los Angeles Department of Water and Power, and Nintendo of America. Congratulations to the 2012 winners: Oracle Exalogic: Netshoes, Claro, UL, and Ingersoll Rand Oracle Cloud Application Foundation: Mazda Motor Corporation, HOTELBEDS Technology, Globalia, Nike, and Comcast Corporation Oracle SOA and Oracle BPM: NTT Docomo, Schneider National, Amadeus, and Motability Oracle WebCenter: News Limited, University of Louisville, China Mobile Jiangsu, Life Technologies Oracle Identity Management: Education Testing Service and Avea Oracle Data Integration: Raymond James and William Morrison Supermarkets Oracle Application Development Framework and Oracle Fusion Development: Qualcomm, Micros Systems, and Marfin Egnatia Bank Business Analytics (Oracle BI, Oracle EPM, Oracle Exalytics): INC Research, Experian, and Hologic

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  • Benefits of Masters of Engineering Professional Practice for the lowly (yet aspiring) programmer

    - by Peter Turner
    I've been looking into in state online degree programs 'to fit my busy lifestyle' (i.e. three children, wife and hour and a half commute). One interesting one I've found is that Master of Engineering in Professional Practice. It looks more useful and practical than a MBA in project management. I'll contact the admission dept there about the specifics. But here I'm just asking in general. Do the courses in this degree apply to software engineering/development in even an abstract sense. The university I'm looking at does not have a Software Engineering major in the school of engineering. I'm not interested in architecture astronomy, but I am interested in helping my company succeed and being able to communicate technical information at a high and effective level as well as being able to lead my co-programmers toward a more robust end product. So my multipart question is: What might be the real benefit to me and my brain and How do I convince my boss (the owner of the company, who does do some tuition reimbursement) that just because it doesn't say anything about software that it might still do us some good? Oh, and how do I get past the fact that a masters degree would make me more qualified to be the project manager than... the project manager? (who is my supervisor)

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  • Finding a mentor online [closed]

    - by Athena Santos
    Possible Duplicate: How to find programming mentor? I'm a programming intern, but I want to "transition" into a product manager role after graduation. I just know that I will never be a super A++ Rockstar programmer, but from my internship I know that I can be a great program manager..one of those presumably rare people who can code well (enough)/speak programmer-ese and management-ese. Being a girl, I am looking for both male and female mentors. Female, because they know what its like to be a minority, and male, because..well, you guys are tough, and I believe to succeed in tech, a girl's gotta know how to act like a man (when appropriate). I've found some really amazing people I'd like to ask to be my mentor (in blogs, magazines, etc), but sadly, I live far, far away from them. Will be awkward/rude if I shoot them an email about being a mentor? What is the best way to establish a relationship with people like these that I admire? Any volunteers? :) Thank you in advance, and I hope you all have a great day/night.

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  • How can rotating release managers improve a project's velocity and stability?

    - by Yannis Rizos
    The Wikipedia article on Parrot VM includes this unreferenced claim: Core committers take turns producing releases in a revolving schedule, where no single committer is responsible for multiple releases in a row. This practice has improved the project's velocity and stability. Parrot's Release Manager role documentation doesn't offer any further insight into the process, and I couldn't find any reference for the claim. My first thoughts were that rotating release managers seems like a good idea, sharing the responsibility between as many people as possible, and having a certain degree of polyphony in releases. Is it, though? Rotating release managers has been proposed for Launchpad, and there were some interesting counterarguments: Release management is something that requires a good understanding of all parts of the code and the authority to make calls under pressure if issues come up during the release itself The less change we can have to the release process the better from an operational perspective Don't really want an engineer to have to learn all this stuff on the job as well as have other things to take care of (regular development responsibilities) Any change of timezones of the releases would need to be approved with the SAs and: I think this would be a great idea (mainly because of my lust for power), but I also think that there should be some way making sure that a release manager doesn't get overwhelmed if something disastrous happens during release week, maybe by have a deputy release manager at the same time (maybe just falling back to Francis or Kiko would be sufficient). The practice doesn't appear to be very common, and the counterarguments seem reasonalbe and convincing. I'm quite confused on how it would improve a project's velocity and stability, is there something I'm missing, or is this just a bad edit on the Wikipedia article? Worth noting that the top voted answer in the related "Is rotating the lead developer a good or bad idea?" question boldly notes: Don't rotate.

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  • New website - best practice for requirements specs? [closed]

    - by Alex K.
    Possible Duplicate: Extracting user requirements from a person who does not know how to express himself As a hobby freelancer I'm new to this. I've never had a non-technical client before explain to me what his future website is supposed to do. A person wants me to make a website for him and he basically explained to me what's it about. However, he's not a technical person and he just doesn't understand what I need to know and how to properly describe/explain it to me. When I ask him how a user is supposed to submit an entry to the website he told me "He fills out a form.", which is not really helping me. This was just an example, it goes on for other sections of the website as well which are a lot harder to explain. The website will be aimed at a specific professional user demographic and I have no clue about their profession and how their industry works. I tried to find some good Product Requirements Document templates on Google but none of them really seemed like they could help him understand how to write it so I can understand what he wants/needs. Can somebody please give me a hint on how to deal with such non-technical clients?

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  • How to adopt scrum agile methodology for a small .Net team

    - by Thabo
    I am working on a small product based company developing .Net applications. There is a small team with 5-6 developers. I am a person responsible for planning everything. But my primary role is Software developer. Now our current project is very unstable because of poor organization. Today my boss called me and told to submit a report about required resources, appropriate methodology, required man power and their salary scales to make the current project success. I know I don’t have enough organization skills and I need to go deep in my programming skills. So I need to focus only in the development. So I can’t manage the project anymore. Now I am searching some other ways to make ongoing development success. My questions are What is the suitable agile methodology to my team? Is Scrum is suitable for above mentioned scenario? If we adopt Scrum, what we have to do next? (I think hiring new one to manage the project is more suitable. So we have to get Scrum master and some other developers.) Are there any resources (books, Blogs and etc) to get some tips and advices to solve this problem? If Scrum is not a suitable methodology for our scenario, what else can be more suitable methodology to adopt? Can anyone give a good solution for my problem?

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  • How to manage and estimate unstructured requirements received from customers

    - by user20358
    A lot of the times I receive a software system's requirements from our customers in a very unstructured format. It is usually a bunch of "product development" guys from the customer's who come up with these "proposed solutions" to the business problems they have. While they are the experts at the business domain, a lot of the times they don't have the solutions right. This results in multiple versions of the same requirement mixing up of two requirements into one a few versions of the requirement later down the line, the requirements which were combined together get separated out again, each taking with it some of the new additions How do you work with such requirements coming in and sort them out into proper use cases and before development begins? What tools can we use to track a particular requirement's history, from the first time it was conceived till the time it gets crystallized into a proper use case? Estimating work against requirements received in such a fashion is a nightmare which ends up in making mistakes in understanding the requirement correctly and estimating the effort against it correctly. Any tips, tools, tricks to make this activity more manageable? I'm just trying to get some insights from someone more experienced than I am in requirements management and effort estimation.

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  • Problem with APTonCD application

    - by Harikrishnan
    I created a iso image using aptoncd & burned it to a dvd. now when i tried to restore, the program does not detect the dvd in the drive. It shows "Please insert a disc in the drive." and if we click "ok" it shows "E: Failed to mount the cdrom.". The dvd is in the drive itself. I tried "sudo lshw -C disk" and the out put is: *-cdrom description: DVD-RAM writer product: DVDRAM GH22NS50 vendor: HL-DT-ST physical id: 1 bus info: scsi@1:0.0.0 logical name: /dev/cdrom logical name: /dev/cdrw logical name: /dev/dvd logical name: /dev/dvdrw logical name: /dev/scd0 logical name: /dev/sr0 logical name: /media/APTonCD logical name: /media/apt version: TN02 capabilities: removable audio cd-r cd-rw dvd dvd-r dvd-ram configuration: ansiversion=5 mount.fstype=iso9660 mount.options=ro,relatime,uid=1000,gid=1000,iocharset=utf8,mode=0400,dmode=0500 state=mounted status=ready *-medium physical id: 0 logical name: /dev/cdrom logical name: /media/APTonCD logical name: /media/apt configuration: mount.fstype=iso9660 mount.options=ro,relatime,uid=1000,gid=1000,iocharset=utf8,mode=0400,dmode=0500 state=mounted Then i checked in disk utility application. in that dvd rom is shown as "/dvd/sr0". my ubuntu version is 10.10. please help me to solve the problem.

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  • How can I deal with a difficult developer that is holding back the project? [migrated]

    - by ILovePaperTowels
    Our entire project is being held up because of one piece which is being handled by a single developer. When we did finally got the latest version of his code and started reviewing it, we found the code was horrendous! Its a relatively simply workflow, however the code is so complex that it's very difficult to step through and review/debug. The developer responsible has a hard time accepting any kind of criticism, and feels he is more knowledgeable than others members of the team. It's difficult to even talk to him about his development work because it turns into "I know what I'm talking about and you're just wrong!" type of conversation. A request has already been put in to replace this developer but management is not doing anything. This is probably because devs are in short supply where we are, and this is a corporation has a lot of office drama. I'm just one of the developers, not the project manager, however I really want to see this project succeed. What can I do in this sort of situation to try and keep the project on track?

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  • Best way: restructure an existing Team Foundation Server (TFS) solution

    - by dhh
    In my department we are developing several smaller AddOns for some unified communication server. For versioning and distributed development we use a Team Foundation Server 2012. But: there is only one large TFS solution for all of our applications and libraries: Main Solution Applications App 1 App 2 App 3 Externals Libraries Lib 1 Lib 2 Tools The "Application" path contains all main applications. Those are not depending on each other, but they depend on the Libraries and Externals projects. The "Externals" path contains some external DLLs referenced in our Applications and Libraries. The Libraries path contains commonly used libs (UI templates, Helper classes, etc.). They do not depend on each other and they are referenced in the Libraries and the Tools projects. The Tools path contains some helper programs like setup helpers, update web services, etc. Now, there's some major points why I'd like to change this structure: We can't use server builds. It's uncomfortable to manage TFS scrum management with sprints, impediments, etc. with a solution structure like that. Every developer always has access to all projects in the solution. A complete build lasts too long if one accidentally hits [F6] in Visual Studio... What would you change in this solution? How would you break those projects into smaller Solutions, how should those solutions be structured. My first approach would be, to create one TFS project for each Application, Library and Tool. But how can I ensure that e.g. App 2 always contains the newest version of Lib 1? Do I have to monitor changes on Lib 1 and update App 2 manually as soon as the Lib changes? Or can I somehow force Visual Studio to always use the newest version of an external project somehow?

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