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• JCP Awards 10 Year Retrospective

  - by Heather VanCura

  As we celebrate 10 years of JCP Program Award recognition in 2012,  take a look back in the Retrospective article covering the history of the JCP awards.  Most recently, the JCP awards were  celebrated at JavaOne Latin America in Brazil, where SouJava was presented the JCP Member of the Year Award for 2012 (won jointly with the London Java Community) for their contributions and launch of the Global Adopt-a-JSR Program. This is also a good time to honor the JCP Award Nominees and Winners who have been designated as Star Spec Leads.  Spec Leads are key to the Java Community Process (JCP) program. Without them, none of the Java Specification Requests (JSRs) would have begun, much less completed and become implemented in shipping products.  Nominations for 2012 Start Spec Leads are now open until 31 December. The Star Spec Lead program recognizes Spec Leads who have repeatedly proven their merit by producing high quality specifications, establishing best practices, and mentoring others. The point of such honor is to endorse the good work that they do, showcase their methods for other Spec Leads to emulate, and motivate other JCP program members and participants to get involved in the JCP program. Ed Burns – A Star Spec Lead for 2009, Ed first got involved with the JCP program when he became co-Spec Lead of JSR 127, JavaServer Faces (JSF), a role he has continued through JSF 1.2 and now JSF 2.0, which is JSR 314. Linda DeMichiel – Linda thus involved in the JCP program from its very early days. She has been the Spec Lead on at least three JSRs and an EC member for another three. She holds a Ph.D. in Computer Science from Stanford University. Gavin King – Nominated as a JCP Outstanding Spec Lead for 2010, for his work with JSR 299. His endorsement said, “He was not only able to work through disputes and objections to the evolving programming model, but he resolved them into solutions that were more technically sound, and which gained support of its pundits.” Mike Milikich –  Nominated for his work on Java Micro Edition (ME) standards, implementations, tools, and Technology Compatibility Kits (TCKs), Mike was a 2009 Star Spec Lead for JSR 271, Mobile Information Device Profile 3. David Nuescheler – Serving as the CTO for Day Software, acquired by Adobe Systems, David has been a key player in the growth of the company’s global content management solution. In 2002, he became Spec Lead for JSR 170, Content Repository for Java Technology API, continuing for the subsequent version, JSR 283. Bill Shannon – A well-respected name in the Java community, Bill came to Oracle from Sun as a Distinguished Engineer and is still performing at full speed as Spec Lead for JSR 342, Java EE 7,  as an alternate EC member, and hands-on problem solver for the Java community as a whole. Jim Van Peursem – Jim holds a PhD in Computer Engineering. He was part of the Motorola team that worked with Sun labs on the Spotless VM that became the KVM. From within Motorola, Jim has been responsible for many aspects of Java technology deployment, from an independent Connected Limited Device Configuration (CLDC) and Mobile Information Device Profile (MIDP) implementations, to handset development, to working with the industry in defining many related standards. Participation in the JCP Program goes well beyond technical proficiency. The JCP Awards Program is an attempt to say “Thank You” to all of the JCP members, Expert Group Members, Spec Leads, and EC members who give their time to contribute to the evolution of Java technology.

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• Twin Cities Code Camp 8 Retrospective

  - by Lee Brandt

  I just got back (a few hours ago) from Minneapolis, where I was speaking at the Twin Cities Code Camp 8. I’d never been to a Twin Cities Code Camp, and I have always heard such great things, so I submitted and got accepted to speak. The conference (what I got to see) was great. My talk was pretty short on people, but there are many reasons for that. First, I spoke opposite Donn Felker (speaking about developing for Android) and Keith Dahlby (speaking about Dynamic .NET). So of course, my talk is going to be empty. How could I compete with that? Plus, my talk was about software process improvement, specifically about how our process has evolved. Maybe not the smartest idea to submit to talk about software process at a developer’s conference. The people who DID attend however, seemed to really enjoy the talk. There was good interaction and good, thoughtful questions. So the attendees seemed engaged. I actually did get a chance to go to one session. I went and saw Javier Lozano talk about Open source tools for ASP.NET MVC. I am hip-deep in MVC stuff right now and getting up to speed on MVC 2 as well. I learned about MVC Turbine, Javier’s Open Source project. I will definitely be adding it to my MVC arsenal. Thanks Javier! I did forget my AC adapter for my laptop and got a little lost in Minneapolis on my way to get one from MicroCenter Saturday morning, but other than that, it was a great trip. It’s a long drive, but seeing all the guys and getting two Nut & Honey rolls from Roly Poly in Eden Prarie for lunch on Saturday made the trip totally worth it. I look forward to seeing what Jason & Chris come up with for next year! Thanks for having me guys!

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• Goals for 2010 Retrospective

  - by Brian Jackett

  As we approach the end of 2010 I’d like to take a  few minutes to reflect back on this past year and revisit the goals that I set for myself at the beginning of the year (click here to see those goals).  I feel it is important to track your goals not only to see if you accomplished them but also to see what new directions in life you pursued.  Once we enter into 2011 I’ll follow up with a new post on goals for the new year. Professional Blog – This year I intended to write at least 2 posts a month.  Looking back I far surpassed that goal by writing 47 posts (this one being my 48th).  As with many things in life, quantity does not mean quality.  A good example is a number of my posts announcing upcoming speaking engagements and providing links to presentation slides and scripts.  That aside, I like to at least keep content relatively fresh on this blog  which I was able to accomplish.  At the same time I’ve gotten much more comfortable in my blogging style and it has become much easier to write. Speaking – I didn’t define a clear goal for speaking engagements, but had a rough idea of wanting to speak at 2-3 events.  Once again I far exceeded that number by speaking at 10 separate events and delivering 12+ presentations.  I’m very thankful for all of the opportunities that I was given and all of the wonderful people I have met as a result. Volunteering – This year I intended to help out with the COSPUG (now Buckeye SPUG) steering committee and Stir Trek conference.  I fulfilled both goals and as well as taking on lead organizer duties for the first ever SharePoint Saturday Columbus.  Each of these events and groups turned out to be successful and I was glad to be a part of them all.  I look forward to continuing to volunteer with each next year in some capacity. Android Development – My goal for getting into Android development was a late addition, but one I didn’t necessarily fulfill.  I spent a couple nights downloading the tools, configuring my environment, and going through some “simple” tutorials.  I say “simple” because in my opinion the tutorials were not laid out very well, took a long time to get running properly, and confused me more than helped.  After about a week I was frustrated with the process and didn’t think it was a good use of my time.  On a side note, I’ve dabbled in Windows Phone 7 development over the past few months and have been very excited by how easy and intuitive it was to get started and develop some proof of concepts. Personal Getting in Shape – I had intended to play on recreational sports leagues and work out on a semi-regular basis.  For the most part I fulfilled this goal by playing on various softball and volleyball leagues as well as using the gym.  At the same time I had some major setbacks.  In the spring I badly sprained my ankle and got hit in the knee with a softball which kept me inactive for almost 2 months.  More recently I broke my knuckle (click here to read about it) which I am still recovering from. Volunteering – On the volunteering front I kept my commitments at my parish’s high school youth group.  As for other volunteering opportunities I got involved with a great organization called Columbus Gives Back (website).  I’ve volunteered with them a few times and really enjoy their goal to provide opportunities to people with busy schedules.  They  offer a variety of events typically after work hours and spread out around Columbus with no set commitments on time you need to put in.  If you have the time or motivation I highly recommend them. House/Condo – I had been thinking of buying a house or condo this past summer, but decided to extend my apartment lease for another year instead.  I have begun the search for a place in the past few weeks and am excited begin the process of owning a home. Conclusion     This year I was able to set and achieve many of my goals.  For next year I’ll try to put more specific numbers to all of my goals.  If any of you readers set goals for 2011 feel free to send me a link as I’d love to see what you are aiming to accomplish.  Have a great end of 2010 and best wishes for the start of 2011!       -Frog Out

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• My Codemash 2011 Retrospective

  - by Greg Malcolm

  I just got back from Codemash yesterday, and still on an adrenaline buzz. Here's my take on this years encounter: The Awesome Nearly everybody in one place Codemash is the ultimate place to catch up with community friends. This is my 3rd year visiting and I've got to know a great number of very cool people through various conferences, Give Camps and other community events. I'm finding more and more that Codemash is the best place to catch up with everybody regardless of technology interest or location. Of course I always make a whole bunch more friends while I'm there! Yay! Open Spaced I found the open spaces didn't work so well last year. This year things went a lot smoother and the topics were engaging and fresh. While I miss Alan Steven's approach of running it like an agile project, it was very cool to see that it evolving. Laptops were often cracked open, not just once but frequently! For example: Jasmine - Paired on a javascript kata using the Jasmine javascript test runner J - Sat in on a J demo from local J enthusiast, Tracy Harms Watir - More pairing, this time using Ruby with the watir-webdriver through cucumber. I'd mostly forgotten that Cucumber runs just fine without Rails. It made a change to do without. The other spaces were engaging too, but I think that's enough for that topic. Javascript Shenanigans I've already mentioned that I attended a Jasmine kata session. Jasmine is close to my heart right now every since I discovered it while on the hunt for a decent Javascript testing framework for a javascript koans project earlier this year. Well, it also got covered in the Java Precompiler and Pillar's vendor session, which was great to see. Node.js was also a reoccurring theme. Node.js in a nutshell? It's an extremely scalable Event based I/O server which runs on Javascript. I'd already encountered through a Startup Weekend project and have been noticing increasing interest of late. After encountering more node.js driven excitement from my peers at codemash I absolutely had to attend the open space on it. At least 20 people turned up and by the end we had some answers, a whole ton of new questions and an impromptu user group in the form of a twitter channel (#nodemash). I have no idea where this is going to go or how big it is going to become, but if it can cross the chasm into the enterprise it could become huge... Scala Koans I'm a bit of a Koans addict, and I really need more exposure to functional languages so I gave the Scala Koans precompiler a try. Great fun! I'm really glad I attended because I found I had a whole ton of questions. Currently the koans are available here, and the answers are here. Opportunities While we're on the subject can we change the subject now? Hai Gregory, You really need to keep the drinking for later in the day. I mean seriously, you're 34 and you still do this every single time! Sure, you made it to Chad Fowler keynote ok, but you looking a rather pale weren't you? Also might have been nice to attend 'Netflicks in the Cloud' instead of 'Sleeping It Off For People Who Should Know Better'. Kthxbye PS: Stop talking to yourself Not that I entirely regret it, I've had some of my greatest insights through late night drunken conversations at the CodeMash bar. Just might be nice to reign it in a little and get something out of the next morning too. Diversity This is something that is in the back of my mind because of conversations at Codemash as well as throughout the year; I'm realizing more and more how discouraging the IT profession is for women. I notice in the community there has been a lot of attention paid to stamping out harrasment, which is good, but there also seems to be a massive PR issue. I really don't have any solutions, but I figure it can't hurt to pay more attention to whats going on... And in Other News I now have a picture of Chad Fowler giving me more cowbell! Sadly I managed to lose the cowbell later on. Hopefully it's gone to a Better Place. The Womack Family Band joined in with the musicians jam this year. There's my cowbell again! Why must you hide from me? I also finally went in the water for the first time in all the I've been coming to codemash. Why did I wait so long?!?

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• Web.NET: A Brief Retrospective

  - by Chris Massey

  It’s been several weeks since I had the pleasure of visiting Milan, and joining 150 enthusiastic web developers for a day of server-side frameworks and JavaScript. Lucky for me, I keep good notes. Overall the day went smoothly, with some solid logistics and very attentiveorganizerss, and an impressively diverse audience drawn by the fact that the event was ambitiously run in English. This was great in that it drew a truly pan-European audience (11 countries were represented on the day, and at least 1 visa had to be procured to get someone there!) It was trouble because, in some cases, it pushed speakers outside their comfort zone. Thankfully, despite a slightly rocky start, every session I attended was very well presented, and the consensus on the day was that the speakers were excellent. While I felt that a lot of the speakers had more that they wanted to cover, the topics were well-chosen, every room constantly had a stack of people in it, and all the sessions were pleasingly focused on code & demos. For all that the language barriers occasionally made networking a little challenging,organizerss Simone & Ugo nailed the logistics. Registration was slick, lunch was plentiful, and session management was great. The very generous Rui was kind enough to showcase a short video about Glimpse in his session, which seemed to go down well (Although the audio in the rooms was a little under-powered). Because I think you might need a mid-week chuckle, here are some out-takes.: And lets not forget the Hackathon. The idea was what having just learned about a stack of interesting technologies, attendees could spend an evening (fuelled by pizza and some good Github beer) hacking something together using them. Unfortunately, after a (great)10-hour day, and in many cases facing international travel in the morning, many of the attendees headed straight for their hotel rooms. This idea could work so beautifully, and I’m excited to see how it pans out in 2013. On top of the slick sessions, getting to finally meet Ugo and Simone in the flesh as a pleasure, as was the serendipitous introduction to the most excellent Rui. They’re all fantastic guys who are passionate about the web, and I’m looking forward to finding opportunities to work with them. Simone & Ugo put on a great event, and I’m excited to see what they do next year.

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• Scrollbars: A Retrospective

  - by Jason Fitzpatrick

  It’s easy to overlook the humble scrollbar, a much used but hardly thought about user interface element. This graphic compares scrollbars over the last thirty years. Some of the more modern Windows incarnations are missing but, on account of the Vista/Windows 7 scrollbar looking pretty much like a gray version of the XP one, we’ll forgive them. A full resolution version of the image is available at the link below. Scollbars Through History [via Geeks Are Sexy] How To Delete, Move, or Rename Locked Files in Windows HTG Explains: Why Screen Savers Are No Longer Necessary 6 Ways Windows 8 Is More Secure Than Windows 7

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• How did programming work when programmers used punchcards?

  - by Thomas Dignan

  I saw this: Learning to program on punchcards and I've seen this: http://en.wikipedia.org/wiki/Computer_programming_in_the_punched_card_era but they leave much to be desired. Can anyone explain to me how programmers programmed when they used punchcards? Specifically, the system of input computers used to derive instructions from the punched card itself. I do not know much about retrocomputers, so any one system of input you are familiar with would be fine. More general answers are also appreciated.

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• Netbeans-esque retrospective auto-comment/phpDocumentor tool (for Eclipse or standalone)

  - by Andy

  Is there anything similar to netbean's Javadoc auto comment tool for PHP/phpDocumentor/Eclipse? In the netbeans implementation: A dialog pops up and allows you to run through all the members of your class and enter comments, which are added to the source file. It even verifies that there are no parameters you have not accounted for, so you can be sure that your comments are complete. Ideally this would be standalone software, but plugins are OK too :) p.s. netbeans 6+ auto comment was moved/renamed. Now in "Tool-Options", Tab: "Java Code", Javadoc: "Hints" edit: screengrab of the original Netbeans tool:

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• Professional Scrum Developer (.NET) Training in London

  - by Martin Hinshelwood

  On the 26th - 30th July in Microsoft’s offices in London Adam Cogan from SSW will be presenting the first Professional Scrum Developer course in the UK. I will be teaching this course along side Adam and it is a fantastic experience. You are split into teams and go head-to-head to deliver units of potentially shippable work in four two hour sprints. The Professional Scrum Developer course is the only course endorsed by both Microsoft and Ken Schwaber and they have worked together very effectively in brining this course to fruition. This course is the brain child of Richard Hundhausen, a Microsoft Regional Director, and both Adam and I attending the Trainer Prep in Sydney when he was there earlier this year. He is a fantastic trainer and no matter where you do this course you can be safe in the knowledge that he has trained and vetted all of the teachers. A tools version of Ken if you will Find a course and register Download this syllabus Download the Scrum Guide What is the Professional Scrum Developer course all about? Professional Scrum Developer course is a unique and intensive five-day experience for software developers. The course guides teams on how to turn product requirements into potentially shippable increments of software using the Scrum framework, Visual Studio 2010, and modern software engineering practices. Attendees will work in self-organizing, self-managing teams using a common instance of Team Foundation Server 2010. Who should attend this course? This course is suitable for any member of a software development team – architect, programmer, database developer, tester, etc. Entire teams are encouraged to attend and experience the course together, but individuals are welcome too. Attendees will self-organize to form cross-functional Scrum teams. These teams require an aggregate of skills specific to the selected case study. Please see the last page of this document for specific details. Product Owners, ScrumMasters, and other stakeholders are welcome too, but keep in mind that everyone who attends will be expected to commit to work and pull their weight on a Scrum team. What should you know by the end of the course? Scrum will be experienced through a combination of lecture, demonstration, discussion, and hands-on exercises. Attendees will learn how to do Scrum correctly while being coached and critiqued by the instructor, in the following topic areas: Form effective teams Explore and understand legacy “Brownfield” architecture Define quality attributes, acceptance criteria, and “done” Create automated builds How to handle software hotfixes Verify that bugs are identified and eliminated Plan releases and sprints Estimate product backlog items Create and manage a sprint backlog Hold an effective sprint review Improve your process by using retrospectives Use emergent architecture to avoid technical debt Use Test Driven Development as a design tool Setup and leverage continuous integration Use Test Impact Analysis to decrease testing times Manage SQL Server development in an Agile way Use .NET and T-SQL refactoring effectively Build, deploy, and test SQL Server databases Create and manage test plans and cases Create, run, record, and play back manual tests Setup a branching strategy and branch code Write more maintainable code Identify and eliminate people and process dysfunctions Inspect and improve your team’s software development process What does the week look like? This course is a mix of lecture, demonstration, group discussion, simulation, and hands-on software development. The bulk of the course will be spent working as a team on a case study application delivering increments of new functionality in mini-sprints. Here is the week at a glance: Monday morning and most of the day Friday will be spent with the computers powered off, so you can focus on sharpening your game of Scrum and avoiding the common pitfalls when implementing it. The Sprints Timeboxing is a critical concept in Scrum as well as in this course. We expect each team and student to understand and obey all of the timeboxes. The timebox duration will always be clearly displayed during each activity. Expect the instructor to enforce it. Each of the ½ day sprints will roughly follow this schedule: Component Description Minutes Instruction Presentation and demonstration of new and relevant tools & practices 60 Sprint planning meeting Product owner presents backlog; each team commits to delivering functionality 10 Sprint planning meeting Each team determines how to build the functionality 10 The Sprint The team self-organizes and self-manages to complete their tasks 120 Sprint Review meeting Each team will present their increment of functionality to the other teams = 30 Sprint Retrospective A group retrospective meeting will be held to inspect and adapt 10 Each team is expected to self-organize and manage their own work during the sprint. Pairing is highly encouraged. The instructor/product owner will be available if there are questions or impediments, but will be hands-off by default. You should be prepared to communicate and work with your team members in order to achieve your sprint goal. If you have development-related questions or get stuck, your partner or team should be your first level of support. Module 1: INTRODUCTION This module provides a chance for the attendees to get to know the instructors as well as each other. The Professional Scrum Developer program, as well as the day by day agenda, will be explained. Finally, the Scrum team will be selected and assembled so that the forming, storming, norming, and performing can begin. Trainer and student introductions Professional Scrum Developer program Agenda Logistics Team formation Retrospective Module 2: SCRUMDAMENTALS This module provides a level-setting understanding of the Scrum framework including the roles, timeboxes, and artifacts. The team will then experience Scrum firsthand by simulating a multi-day sprint of product development, including planning, review, and retrospective meetings. Scrum overview Scrum roles Scrum timeboxes (ceremonies) Scrum artifacts Simulation Retrospective It’s required that you read Ken Schwaber’s Scrum Guide in preparation for this module and course. MODULE 3: IMPLEMENTING SCRUM IN VISUAL STUDIO 2010 This module demonstrates how to implement Scrum in Visual Studio 2010 using a Scrum process template*. The team will learn the mapping between the Scrum concepts and how they are implemented in the tool. After connecting to the shared Team Foundation Server, the team members will then return to the simulation – this time using Visual Studio to manage their product development. Mapping Scrum to Visual Studio 2010 User Story work items Task work items Bug work items Demonstration Simulation Retrospective Module 4: THE CASE STUDY In this module the team is introduced to their problem domain for the week. A kickoff meeting by the Product Owner (the instructor) will set the stage for the why and what that will take during the upcoming sprints. The team will then define the quality attributes of the project and their definition of “done.” The legacy application code will be downloaded, built, and explored, so that any bugs can be discovered and reported. Introduction to the case study Download the source code, build, and explore the application Define the quality attributes for the project Define “done” How to file effective bugs in Visual Studio 2010 Retrospective Module 5: HOTFIX This module drops the team directly into a Brownfield (legacy) experience by forcing them to analyze the existing application’s architecture and code in order to locate and fix the Product Owner’s high-priority bug(s). The team will learn best practices around finding, testing, fixing, validating, and closing a bug. How to use Architecture Explorer to visualize and explore Create a unit test to validate the existence of a bug Find and fix the bug Validate and close the bug Retrospective Module 6: PLANNING This short module introduces the team to release and sprint planning within Visual Studio 2010. The team will define and capture their goals as well as other important planning information. Release vs. Sprint planning Release planning and the Product Backlog Product Backlog prioritization Acceptance criteria and tests Sprint planning and the Sprint Backlog Creating and linking Sprint tasks Retrospective At this point the team will have the knowledge of Scrum, Visual Studio 2010, and the case study application to begin developing increments of potentially shippable functionality that meet their definition of done. Module 7: EMERGENT ARCHITECTURE This module introduces the architectural practices and tools a team can use to develop a valid design on which to develop new functionality. The teams will learn how Scrum supports good architecture and design practices. After the discussion, the teams will be presented with the product owner’s prioritized backlog so that they may select and commit to the functionality they can deliver in this sprint. Architecture and Scrum Emergent architecture Principles, patterns, and practices Visual Studio 2010 modeling tools UML and layer diagrams SPRINT 1 Retrospective Module 8: TEST DRIVEN DEVELOPMENT This module introduces Test Driven Development as a design tool and how to implement it using Visual Studio 2010. To maximize productivity and quality, a Scrum team should setup Continuous Integration to regularly build every team member’s code changes and run regression tests. Refactoring will also be defined and demonstrated in combination with Visual Studio’s Test Impact Analysis to efficiently re-run just those tests which were impacted by refactoring. Continuous integration Team Foundation Build Test Driven Development (TDD) Refactoring Test Impact Analysis SPRINT 2 Retrospective Module 9: AGILE DATABASE DEVELOPMENT This module lets the SQL Server database developers in on a little secret – they can be agile too. By using the database projects in Visual Studio 2010, the database developers can join the rest of the team. The students will see how to apply Agile database techniques within Visual Studio to support the SQL Server 2005/2008/2008R2 development lifecycle. Agile database development Visual Studio database projects Importing schema and scripts Building and deploying Generating data Unit testing SPRINT 3 Retrospective Module 10: SHIP IT Teams need to know that just because they like the functionality doesn’t mean the Product Owner will. This module revisits acceptance criteria as it pertains to acceptance testing. By refining acceptance criteria into manual test steps, team members can execute the tests, recording the results and reporting bugs in a number of ways. Manual tests will be defined and executed using the Microsoft Test Manager tool. As the Sprint completes and an increment of functionality is delivered, the team will also learn why and when they should create a branch of the codeline. Acceptance criteria Testing in Visual Studio 2010 Microsoft Test Manager Writing and running manual tests Branching SPRINT 4 Retrospective Module 11: OVERCOMING DYSFUNCTION This module introduces the many types of people, process, and tool dysfunctions that teams face in the real world. Many dysfunctions and scenarios will be identified, along with ideas and discussion for how a team might mitigate them. This module will enable you and your team to move toward independence and improve your game of Scrum when you depart class. Scrum-butts and flaccid Scrum Best practices working as a team Team challenges ScrumMaster challenges Product Owner challenges Stakeholder challenges Course Retrospective What will be expected of you and you team? This is a unique course in that it’s technically-focused, team-based, and employs timeboxes. It demands that the members of the teams self-organize and self-manage their own work to collaboratively develop increments of software. All attendees must commit to: Pay attention to all lectures and demonstrations Participate in team and group discussions Work collaboratively with other team members Obey the timebox for each activity Commit to work and do your best to deliver All teams should have these skills: Understanding of Scrum Familiarity with Visual Studio 201 C#, .NET 4.0 & ASP.NET 4.0 experience*  SQL Server 2008 development experience Software testing experience * Check with the instructor ahead of time for the exact technologies Self-organising teams Another unique attribute of this course is that it’s a technical training class being delivered to teams of developers, not pairs, and not individuals. Ideally, your actual software development team will attend the training to ensure that all necessary skills are covered. However, if you wish to attend an open enrolment course alone or with just a couple of colleagues, realize that you may be placed on a team with other attendees. The instructor will do his or her best to ensure that each team is cross-functional to tackle the case study, but there are no guarantees. You may be required to try a new role, learn a new skill, or pair with somebody unfamiliar to you. This is just good Scrum! Who should NOT take this course? Because of the nature of this course, as explained above, certain types of people should probably not attend this course: Students requiring command and control style instruction – there are no prescriptive/step-by-step (think traditional Microsoft Learning) labs in this course Students who are unwilling to work within a timebox Students who are unwilling to work collaboratively on a team Students who don’t have any skill in any of the software development disciplines Students who are unable to commit fully to their team – not only will this diminish the student’s learning experience, but it will also impact their team’s learning experience Find a course and register Download this syllabus Download the Scrum Guide Technorati Tags: Scrum,SSW,Pro Scrum Dev

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• Spécial Rétrospective 2010 sur Développez : quels événements IT vous ont le plus marqué cette année ?

  Spécial Rétro 2010 Quels événements IT vous ont le plus marqué cette année ? En collaboration avec Idelways Cloud computing, mobiles, réseaux sociaux, HTML5, Wikileaks... l'année 2010 touche à sa fin et force est de constater qu'elle fut riche en rebondissements dans le domaine du développement et dans l'IT d'une manière générale. Cette année a tout particulièrement été marquée par le retour fracassant d'Oracle sur le devant de la scène médiatique. Rachats, poursuites judiciaires, forks, déclarations assassines, abandons et lancement de produits... bref, Oracle était partout en 2010. Tout a vraiment commencé après la

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• Interview : retour sur Devoxx France 2012, par Thierry Leriche-Dessirier

  Bonjour à tous, Je vous propose un petit bilan de Devoxx France 2012, réalisé sous forme d'interview d'Antonio Goncalves, Hugo Lassiège et Nicolas Martignole. Cet article est disponible à l'adresse : http://thierry-leriche-dessirier.dev...x-france-2012/ Retrouvez également la rétrospective réalisée par l'équipe à l'adresse : http://blog.developpez.com/recap/jav...x-france-2012/ Et puis, lisez aussi les interviews réalisées avant Devoxx France 2012 : * Antonio :

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• 2010's Most Popular Articles

  The end of the year is upon us, 2010 is about to be in the books. When closing out a year I like to take a look back at the articles I wrote over the year and see which ones resonated the most with readers. Which ones generated the most reader emails? Which ones were read the most? Such a retrospective analysis highlights what content was of most interest to developers in the trenches, and this data is used to guide article topics in the new year. I ended last year with a "Best Of" article - see 2009's Most Popular Articles - and decided to continue this tradition. Such "Best Of" articles give both regular and new readers a chance to discover (or rediscover) the most favored content from the year. So here it is - a list and synopsis of the 2010's most popular articles on 4GuysFromRolla.com. Read More >

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• The Evolution of 8-Bit [Video]

  - by Jason Fitzpatrick

  In this nostalgia filled short video, PBS takes a retrospective look at the history and the evolution of early 8-bit video games. Beginning with early Atari and Nintendo video games, the 8-bit aesthetic has been a part of our culture for over 30 years. As it moved through the generations, 8-bit earned its independence from its video game roots. The idea of 8-bit now stands for a refreshing level of simplicity and minimalism, is capable of sonic and visual beauty, and points to the layer of technology that suffuses our modern lives. No longer just nostalgia art, contemporary 8-bit artists and chiptunes musicians have elevated the form to new levels of creativity and cultural reflection. [via Neatorama] HTG Explains: What Is Windows RT and What Does It Mean To Me? HTG Explains: How Windows 8′s Secure Boot Feature Works & What It Means for Linux Hack Your Kindle for Easy Font Customization

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• Adventures in Scrum: Lesson 1 – The failed Sprint

  - by Martin Hinshelwood

  I recently had a conversation with a product owner that wanted to have the Scrum team broken up into smaller units so that less time was wasted on the Scrum Ceremonies! Their complaint was around the need in Scrum to have the entire “Team” (7+-2) involved in the sizing of the work during the “Sprint Planning Meeting”.  The standard flippant answer of all Scrum professionals, “Well that's not Scrum”, does not get you any brownie points in these situations. The response could be “Well we are not doing Scrum then” which in turn leads to “We are doing Scrum…But, we have split the scrum team into units of 2/3 so that they can concentrate on a specific area of work”. While this may work, it is not Scrum and should not be called so… It is just a form of Agile. Don’t get me wrong at this stage, there is nothing wrong with Agile, just don’t call it Scrum. The reason that the Product Owner wants to do this is that, in effect, through a number of miscommunications and failings in our implementation of Scrum, there was NO unit of potentially Shippable software at the end of the first sprint. It does not matter to them that most Scrum teams will fail the first Sprint, even those that are high performing teams. Remember it is the product owners their money! We should NOT break up scrum teams into smaller units for the purpose of having less people tied up in the Scrum Ceremonies. The amount of backlog the Team selects is solely up to the Team… Only the Team can assess what it can accomplish over the upcoming Sprint. - Scrum Guide, Scrum.org The entire team must accept the work and in order to understand what they can accept they must be free to size it as a team. This both encourages common understanding and increases visibility on why team members think a task is of a particular size. This has the benefit of increasing the knowledge of the entire team in the problem domain. A new Team often first realizes that it will either sink or swim as a Team, not individually, in this meeting. The Team realizes that it must rely on itself. As it realizes this, it starts to self-organize to take on the characteristics and behaviour of a real Team. - Scrum Guide, Scrum.org This paragraph goes to the why of having the whole team at the meeting; The goal of Scrum it to produce a unit of potentially shippable software at the end of every Sprint. In order to achieve this we need high performing teams and this is what Scrum as a framework has been optimised to produce. I think that our Product Owner is understandably upset over loosing two weeks work and is losing sight the end goal of Scrum in the failures of the moment. As the man spending the money, I completely understand his perspective and I think that we should not have started Scrum on an internal project, but selected a customer  that is open to the ideas and complications of Scrum. So, what should we have NOT done on our first Scrum project: Should not have had 3 interns as the only on site resource – This lead to bad practices as the experienced guys were not there helping and correcting as they usually would. Should not have had the only experienced guys offsite – With both the experienced technical guys in completely different time zones it was difficult to get time for questions. Helping the guys on site was just plain impossible. Should not have used a part time ScrumMaster – Although the ScrumMaster attended all of the Ceremonies, because they are only in 2 full days of the week it makes it difficult for the team to raise impediments as they go. Should not have used a proxy product owner. – This was probably the worst decision that was made. Mainly because the proxy product owner did not have the same vision as the product owner. While Scrum does not explicitly reject the idea of a Proxy Product Owner, I do not think it works very well in practice. The “single wringable neck” needs to contain both the Money and the Vision as well as attending the required meetings. I will be brining all of these things up at the Sprint Retrospective and we will learn from our mistakes and move on. Do, Inspect then Adapt…   Technorati Tags: Scrum,Sprint Planing,Sprint Retrospective,Scrum.org,Scrum Guide,Scrum Ceremonies,Scrummaster,Product Owner Need Help? Professional Scrum Developer Training SSW has six Professional Scrum Developer Trainers who specialise in training your developers in implementing Scrum with Microsoft's Visual Studio ALM tools.

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• Firefox souffle sur sa dixième bougie, que pensez-vous de l'évolution du navigateur de Mozilla

  Firefox souffle sur sa dixième bougie que pensez-vous de l'évolution du navigateur de Mozilla Firefox souffle sur sa dixième bougie cette semaine. 10 ans déjà que le navigateur de la fondation Mozilla participe à l'évolution du Web. C'est l'occasion pour faire une petite rétrospective de son évolution. 23 septembre 2002, la version 0.1 de Phoenix sort. Le navigateur basique dont le développement a commencé le 31 mars 1998 par des développeurs de Nestcape est considéré comme la première version de Firefox. En 2003, la fondation Mozilla voit le jour et travaille sur la création d'un écosystème autour du navigateur (galerie d'extensions, thèmes, etc.) dont la version complète...

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• How can we reduce downtime at the end of an iteration?

  - by Anna Lear

  Where I work we practice scrum-driven agile with 3-week iterations. Yes, it'd be nice if the iterations were shorter, but changing that isn't an option at the moment. At the end of the iteration, I usually find that the last day goes very slowly. The actual work has already been completed and accepted. There are a couple meetings (the retrospective and the next iteration planning), but other than that not much is going on. What sort of techniques can we as a team use to maintain momentum through the last day? Should we address defects? Get an early start on the next iteration's work anyway? Something else?

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• What software do you use to help plan your team work, and why?

  - by Alex Feinman

  Planning is very difficult. We are not naturally good at estimating our own future, and many cognitive biases exacerbate the problem. Group planning is even harder. Incomplete information, inconsistent views of a situation, and communication problems compound the difficulty. Agile methods provide one framework for organizing group planning--making planning visible to everyone (user stories), breaking it into smaller chunks (sprints), and providing retrospective analysis so you get better at planning. But finding good tools to support these practices is proving tricky. What software tools do you use to achieve these goals? Why are you using that tool? What successes have you had with a particular tool?

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• Les décideurs IT s'occupent-ils assez de la sécurité des appareils nomades ? Absolute Software sort un classement des vols les plus insolites

  Absolute Software sort un classement des vols d'ordinateurs les plus insolites Les décideurs IT s'occupent-ils assez de la sécurité des terminaux nomades ? Absolute Software, spécialiste canadien des solutions anti-vols des ordinateurs portables, vient de publier une bien curieuse rétrospective de l'année 2010. L'entreprise dresse en effet le top 5 des histoires de vol les plus insolites de l'année, des histoires qui finissent bien, et ce, bien entendu, grâce à ses solutions anti-vols. L'histoire sacrée la plus insolite est celle d'un acheteur malchanceux qui acquière un ordinateur portable d'occasion ? volé. L'acheteur se rend chez un ami policier afin d'utiliser s...

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• Les décideurs IT s'occupent-ils assez de la sécurité des terminaux nomades ? Un éditeur sort le classement des vols les plus insolites

  Absolute Software sort un classement des vols d'ordinateurs les plus insolites Les décideurs IT s'occupent-ils assez de la sécurité des terminaux nomades ? Absolute Software, spécialiste canadien des solutions anti-vols des ordinateurs portables, vient de publier une bien curieuse rétrospective de l'année 2010. L'entreprise dresse en effet le top 5 des histoires de vol les plus insolites de l'année, des histoires qui finissent bien, et ce, bien entendu, grâce à ses solutions anti-vols. L'histoire sacrée la plus insolite est celle d'un acheteur malchanceux qui acquière un ordinateur portable d'occasion ? volé. L'acheteur se rend chez un ami policier afin d'utiliser s...

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• How to avoid mixed eol-styles in a svn repository

  - by Ken

  Is there a best practice for preventing mixed eol-styles in a subversion repository. I know that svn:eol-style=native can be set as an auto-prop, but I would have to ensure that it was set for all committers. I'm also reluctant to do a retrospective, repository-wide change of svn:eol-style if there is a less invasive solution.

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• Proactively using 'lines of code' (LOC) metric in your software-development process?

  - by manuel aldana

  hi there, I find the LOC (lines of code) metric a simple but nice metric to get an overview of software codebase complexity (see also blog-entry 'implications of lines-of-code'). I wondered how many of you out there are using this metric as a centric part for retrospective (for removing unused functionality or dead code). I think creating awareness that more lines-of-code mean more complexity in maintenance and extension is valuable.

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• Messing with the Team

  - by Robert May

  Good Product Owners will help the team be the best that they can be.  Bad product owners will mess with the team and won’t care about the team.  If you’re a product owner, seek to do good and avoid bad behavior at all costs.  Remember, this is for YOUR benefit and you have much power given to you.  Use that power wisely. Scope Creep The product owner has several tools at his disposal to inject scope into an iteration.  First, the product owner can use defects to inject scope.  To do this, they’ll tell the team what functionality that they want to see in a feature.  Then, after the feature is developed, the Product Owner will decide that they don’t really like how the functionality behaves.  To change it, rather than creating a new story, they’ll add a defect.  The functionality is correct, as designed, but the Product Owner doesn’t like it.  By creating the defect, the Product Owner destroys the trust that the team has of the product owner.  They may not be able to count the story, because the Product Owner changed the story in the iteration, and the team then ends up looking like they have low velocity for something over which they have no control.  This is bad.  One way to deal with this is to add “Product Owner Time” to the iteration.  This will slow the velocity, but then the ScrumMaster can tell stake holders that this time is strictly in place to deal with bad behavior of the Product Owner. Another mechanism often used to inject Scope is the concept of directed development.  Outside of planning, stand-ups, or any other meeting, the Product Owner will take a developer aside and ask them to complete a task for them.  This is bad!  The team should be allocating all of their time to development.  If the Product Owner asks for a favor, then time that would normally be used for development will be used for a pet project of the Product Owner and the team will not get credit for this work.  Selfish product owners do this, and I typically see people who were “managers” do this behavior.  Authoritarian command and control development environments also see this happen.  The best thing that can happen is for the team member to report the issue to the ScrumMaster and the ScrumMaster to get very aggressive with management and the Product Owner to try and stop the behavior.  This may result in the ScrumMaster being fired, but if the behavior continues, Scrum is doomed.  This problem is especially bad in cases where the team member’s direct supervisor is the Product Owner.  I don’t recommend that the Product Owner or ScrumMaster have a direct report relationship with team members, since team members need the ability to say no.  To work around this issue, team members need to say no.  If that fails, team members need to add extra time to the iteration to deal with the scope creep injection and accept the lower velocity. As discussed above, another mechanism for injecting scope is by changing acceptance tests after the work is complete.  This is similar to adding defects to change scope and is bad.  To get around, add time for Product Owner uncertainty to the iteration and make sure that stakeholders are aware of the need to add this time because of the Product Owner. Refusing to Prioritize Refusing to prioritize causes chaos for the team.  From the team’s perspective, things that are not important will be worked on while things that the team knows are vital will be ignored.  A poor Product Owner will often pick the stories for the iteration on a whim.  This leads to the team working on many different aspects of the product and results in a lower velocity, since each iteration the team must switch context to the new area of development. The team will also experience confusion about priorities.  In one iteration, Feature X was the highest priority and had to be done.  Then, the following iteration, even though parts of Feature X still need to be completed, no stories to address them will be in the iteration.  However, three iterations later, Feature X will again become high priority. This will cause the team to not trust the Product Owner, and eventually, they’ll stop caring about the features they implement.  They won’t know what is important, so to insulate themselves from the ever changing chaos, they’ll become apathetic to all features.  Team members are some of the most creative people in a company.  By losing their engagement, the company is going to have a substandard product because the passion for the product won’t be in the team. Other signs that the Product Owner refuses to prioritize is that no one outside of the product owner will be consulted on priorities.  Additionally, the product, release, and iteration backlogs will be weak or non-existent. Dealing with this issue is not easy.  This really isn’t something the team can fix, short of taking over the role of Product Owner themselves.  An appeal to the stake holders might work, but only if the Product Owner isn’t a “manager” themselves.  The ScrumMaster needs to protect the team and do what they can to either get the Product Owner to prioritize or have the Product Owner replaced. Managing the Team A Product Owner that is also the “boss” of team members is a Scrum team that is waiting to fail.  If your boss tells you to do something, failing to do that something can cause you to be fired.  The team needs the ability to tell the Product Owner NO.  If the product owner introduces scope creep, the team has a responsibility to tell the Product Owner no.  If the Product Owner tries to get the team to commit to more than they can accomplish in an iteration, the team needs the ability to tell the Product Owner no. If the Product Owner is your boss and determines your pay increases, you’re probably not going to ever tell them no, and Scrum will likely fail.  The team can’t do much in this situation. Another aspect of “managing the team” that often happens is the Product Owner tries to tell the team how to develop the stories that are in the iteration.  This is one reason why I recommend that Product Owners are NOT technical people.  That way, the team can come up with the tasks that are needed to accomplish the stories and the Product Owner won’t know better.  If the Product Owner is technical, the ScrumMaster will need to take great care to protect the team from the ScrumMaster changing how the team thinks they need to implement the stories. Product Owners can also try to manage the team by their body language.  If the team says a task is going to take 6 hours to complete, and the Product Owner disagrees, they will use some kind of sour body language to indicate this disagreement.  In weak teams, this may cause the team to revise their estimate down, which will result in them taking longer than estimated and may result in them missing the iteration.  The ScrumMaster will need to make sure that the Product Owner doesn’t send such messages and that the team ignores them and estimates what they REALLY think it will take to complete the tasks.  Forcing the team to deal with such items in the retrospective can be helpful. Absenteeism The team is completely dependent upon the Product Owner to develop features for the customer.  The Product Owner IS the voice of the customer and without them, the team will lack direction.  Being the Product Owner is a full time job!  If the Product Owner cannot dedicate daily time with the team, a different product owner should be found. The Product Owner needs to attend every stand-up, planning meeting, showcase, and retrospective that the team has.  The team also must be able to have instant communication with the product owner.  They must not be required to schedule meetings to speak with their product owner.  The team must be the highest priority task that the Product Owner has. The best way to work around an absent Product Owner is to appoint a new Product Owner in the team.  This person will be responsible for making the decisions that the Product Owner should be making and to act as the liaison to the absent Product Owner.  If the delegate Product Owner doesn’t have authority to make decisions for the team, Scrum will fail.  If the Product Owner is absent, the ScrumMaster should seek to have that Product Owner replaced by someone who has the time and ability to be a real Product Owner. Making it Personal Too often Product Owners will become convinced that their ideas are the ones that matter and that anyone who disagrees is making a personal attack on them.  Remember that Product Owners will inherently be at odds with many people, simply because they have the need to prioritize.  Others will frequently question prioritization because they only see part of the picture that Product Owners face. Product Owners must have a thick skin and think egos.  If they don’t, they tend to make things personal, which causes them to become emotional and causes them to take actions that can destroy the trust that team members have in the Product Owner. If a Product Owner is making things person, the best thing that team members can do is reassure them that its not personal, but be firm about doing what is best for the Company and for the users.  The ScrumMaster should also spend significant time coaching the Product Owner on how to not react emotionally and how to accept criticism without becoming defensive. Conclusion I’m sure there are other ways that a Product Owner can mess with the team, but these are the most common that I’ve seen.  I would encourage all Product Owners to seek to be a good Product Owner.  If you find yourself behaving in any of the bad product owner ways, change your behavior today!  Your team will thank you. Remember, being Product Owner is very difficult!  Product Owner is one of the most difficult roles in Scrum.  However, it can also be one of the most rewarding roles in Scrum, since Product Owners literally see their ideas brought to life on the computer screen.  Product Owners need to be very patient, even in the face of criticism and need to be willing to make tough decisions on priority, but then not become offended when others disagree with those decisions.  Companies should spend the time needed to find the right product owners for their teams.  Doing so will only help the company to write better software. Technorati Tags: Scrum,Product Owner

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• Dealing with selfish team member(s)

  - by thegreendroid

  My team is facing a difficult quandary, a couple of team members are essentially selfish (not to be confused with dominant!) and are cherry-picking stories/tasks that will give them the most recognition within the company (at sprint reviews etc. when all the stakeholders are present). These team members are very good at what they do and are fully aware of what they are doing. When we first started using agile about a year ago, I can say I was quite selfish too (coming from a very individual-focused past). I took ownership of certain stories and didn't involve anyone else in it, which in hindsight wasn't the right thing to do and I learnt from that experience almost immediately. We are a young team of very ambitious twenty somethings so I can understand the selfishness to some extent (after all everyone should be ambitious!). But the level to which this selfishness has reached of late has started to bother me and a few others within my team. The way I see it, agile/scrum is all about the team and not individuals. We should be looking out for each other and helping each other improve. I made this quite clear during our last retrospective, that we should be fair and give everyone a chance. I'll wait and see what comes out of it in the next few sprints. In the meantime, what are some of the troubles that you have faced with selfish members and how did you overcome them?

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• 25 Favorite JCP Award Memories

  - by heathervc

  As we celebrated the 10th Annual JCP Awards and Party at JavaOne last week, we asked attendees to share their favorite memories.  Add yours to the retrospective list below... The 10th Award party will be the best :-) I won a DSLR camera at the 2011 JCP party and have taken many awesome photos of my family with it ever since!  Thanks JCP! Remembering the password to get in! It was very fascinating talking to all those JUG Members of last years' (2011) party and hearing about their hopes & expectations.  Especially from members of SouJava and LJC. Hanging out with my friends Best food and one of my colleagues won the raffle prize. My friend Brian won a jacket 3 years ago and my friend Craig won a camera last year. 2010 when I took home 2 awards on behalf of JSRs I'm on. When Patrick & Scott sang 'Light My Fire'! Catch up with friends! Being able to attend my first JCP party and and joining JCP community. Of course it's when some people won the award (SouJava and LJC)!   Meeting Crazy Bob! This is my first. Mike  to be JCP Member of the Year in 2011. When SouJava and London Java Community won Member of the Year award! JBoss making CDI Everything! When SouJava won the JCP Member of the Year award. I love feeling like it is the Oscars! First Party! Winning JCP Member of the Year last year. The year I was running for it (JCP Award). 2009 music and hostess. Obscured on legal advice.

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• boost spirit semantic action parameters

  - by lurscher

  Hi, in this article about boost spirit semantic actions it is mentioned that There are actually 2 more arguments being passed: the parser context and a reference to a boolean ‘hit’ parameter. The parser context is meaningful only if the semantic action is attached somewhere to the right hand side of a rule. We will see more information about this shortly. The boolean value can be set to false inside the semantic action invalidates the match in retrospective, making the parser fail. All fine, but i've been trying to find an example passing a function object as semantic action that uses the other parameters (parser context and hit boolean) but i haven't found any. I would love to see an example using regular functions or function objects, as i barely can grok the phoenix voodoo

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