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  • Steps to manage a large project [closed]

    - by l46kok
    Software development is an area where parallel development to its fullest form is very difficult to achieve, although you could get reasonably close with the right design. This is especially true for game development. That being said, if you are designing a game from scratch from engine to front end, what steps should be taken in order? How would you efficiently manage your project and your team? I'm asking because several people and I are interested in working on a relatively large project for learning purposes. Initially, we were going to use a proprietary engine like Unity, but since we wanted to learn how the engine works, we're going to start from bottom. I'd appreciate any suggestions that you guys can provide me.

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  • Ideas for a PHP Summer Project

    - by Francesc
    Each student in my school, has to develop a Technology Summer Project. I was thinking in doing something in PHP, using MySQL databases, and something that has some utility for the real life. I'm an advanced PHP developer (not an expert one :). The project has to follow that rules: It's in PHP It's a front-end and a backend Has to be something to solve a real-life problem and useful. I don't have any idea. Can you help me with an idea, please?

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  • What are the Worst Software Project Failures Ever?

    - by Warren P
    Is there a good list of "worst software project failures ever" in the history of software development? For example in Canada a "gun registry" project spent around two billion dollars. (http://en.wikipedia.org/wiki/Gun_registry). This is of course, insane, even if the final product "sort of worked". I have heard of an FBI Case file system which there have been several attempts to rewrite, all of them so far, failures. There is a book on the subject (Software Runaways). There doesn't seem to be be a software "boondoggle" list or "fiasco" list on Wikipedia that I can see. (Update: Therac-25 would be the 'winner' of this question, except that I was internally thinking more of Software projects that had as their deliverable, mainly software, as opposed to firmware projects like Therac-25, where the hardware and firmware together are capable of killing people. In terms of pure software monetary debacles, which was my intended question, there are several contenders.)

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  • How to be Agile when new work keeps affecting completed work?

    - by jdln
    The project I'm working on is to re-skin an existing website. The functionally will stay the same, its just the styles that are changing. The HTML is not changing, I'm only modifying the CSS files. The site is pretty complex. There are dozens of pages. Users can be logged in and have a number of different roles. Depending on their role the content of the page and what pages they are allowed to see varys. We're using GIT and Github. I'm trying to write CSS that works as components. So when the same form elements, headings, etc appear on multiple pages they are already styled and are consistent. Most of time this is working well. Sadly the format and class names in the HTML are at times messy and unpredictable. When I fix something on one page it can break another. The job is also harder as no one knows exactly all the variations that are possible due to the user roles. As such I'm continuously finding new variations as I go along. I'm making headway by putting a lot of comments in my CSS. If I need to remove a CSS rule Ill comment it out so I can still see it with the chrome dev tools, and ill put a comment in the CSS saying why I removed it and for what page this was done. This means that if on another page I'm about to add add the rule to fix a different problem, there is more of a chance I will see how this would break the first page. This allows me to either find a different solution that will work for both pages, or I can make the override page specific. This has been working quite well for me. If I had complete free reign and the only deadline was to finish the project by the end then this method would be fine. However my manager is trying to mitigate risk by breaking the work into areas to be completed per sprint. This is counter to how I have been approaching things as something like my typography styles will affect all other pages on the site. The other issue is that the different stakeholders want to sign off each section as I go along. However once I've finished a section it may change if I change CSS that affects it and also affects a new section I'm working on. I've asked that the stakeholders have a quick unofficial sign off in stages (eg per sprint), and have the final official sign off at the end of the project, but this is being met with resistance. I do understand why it would be higher risk to do this, but the only way to guarantee that a signed off section will not change is to make ALL future changes page specific. In addition to this I'm being told that all work that I push to the Git repo should be ready to go live, and as such should not contain any code comments. This is risky for me as I wont know until I've finished the site if I will ever benefit from these comments or not. Has anyone else been in a similar situation and managed to find a compromise that worked for my development approach and also the desires of management and stakeholders to have a more Agile approach? A more Agile workflow works great when you can break the work into components and know that once something is done it wont be affected by future work. However the nature of this project makes this hard to achieve.

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  • How to integrate technical line/functional manager into Scrum team?

    - by thegreendroid
    We have recently had a new line manager start who is managing our Scrum team. He is immensely experienced in our field but is relatively inexperienced at Agile/Scrum. He has extensive technical expertise in embedded software (the team's domain) that would go to waste if not utilised properly. However, the team is wary of making a line manager part of the Scrum team. The general consensus is that the line manager should not be part of the Scrum team at all. There are a number of issues that may crop up, e.g. the team may start "reporting" to the manager (i.e. a daily status update!), the manager may start to micro-manage team members etc etc. As it currently stands, he has already said that he feels like an outsider within the team. We really want to make use of his technical skills, we'd be foolish if we didn't because we are a relatively inexperienced and young team of twenty somethings. What would be the best approach to integrate a senior "technical" line manager in a Scrum team and make him feel like he is part of the team?

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  • Is it normal for programmer to work on multiple projects simultaneously.

    - by gasan
    On a current job I have 2 projects to work on. First is very huge system and the second one is smaller but it also big (first project is being developed for 12 years, second for 4 years). At first I was working only on first project and was trying to get used to it. Then I was moved to second project and tried there, so my knowledge about first project became shady. Now I have to work on both projects at the same time. It's very hard for me because despite they both use java, they use different frameworks and the amount of code and business-logic to understand is very big so I really can't hold both that projects in my head. Is it normal and I should get used to it, although my expertise became very squashy, what won't happen if I would work only on a single project? Or should I raise a concern or maybe change employer?

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  • Import XCode project inside another XCode project

    - by bruno
    I imported an XCode project inside another XCode project. I dragged and dropped project B inside project A like in How to Call Xcode Project In Another Xcode Project.......? Next, i imported a class from project B in project A, so i could use a method but i gave me an error "ClassTemp.h' file not found". From what i´ve read this should have worked. Do i have to do some kind of configuration for it to work?

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  • LUKOIL Overseas Holding Optimizes Oil Field Development Projects with Integrated Project Management

    - by Melissa Centurio Lopes
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} LUKOIL Overseas Group is a growing oil and gas company that is an integral part of the vertically integrated oil company OAO LUKOIL. It is engaged in the exploration, acquisition, integration, and efficient development of oil and gas fields outside the Russian Federation to promote transforming LUKOIL into a transnational energy company. In 2010, the company signed a 20-year development project for the giant, West Qurna 2 oil field in Iraq. Executing 10,000 to 15,000 project activities simultaneously on 14 major construction and drilling projects in Iraq for the West Qurna-2 project meant the company needed a clear picture, in real time, of dependencies between its capital construction, geologic exploration and sinking projects—required for its building infrastructure oil field development projects in Iraq. LUKOIL Overseas Holding deployed Oracle’s Primavera P6 Enterprise Project Portfolio Management to generate structured project management information and optimize planning, monitoring, and analysis of all engineering and commercial activities—such as tenders, and bulk procurement of materials and equipment—related to oil field development projects. A word from LUKOIL Overseas Holding Ltd. “Previously, we created project schedules on desktop computers and uploaded them to the project server to be merged into one big file for each project participant to access. This was not scalable, as we’ve grown and now run up to 15,000 activities in numerous projects and subprojects at any time. With Oracle’s Primavera P6 Enterprise Project Portfolio Management, we can now work concurrently on projects with many team members, enjoy absolute security, and issue new baselines for all projects and project participants once a week, with ease.” – Sergey Kotov, Head of IT and the Communication Office, LUKOIL Mid-East Ltd. Oracle Primavera Solutions: · Facilitated managing dependencies between projects by enabling the general scheduler to reschedule all projects and subprojects once a week, realigning 10,000 to 15,000 project activities that the company runs at any time · Replaced Microsoft Project and a paper-based system with a complete solution that provides structured project data · Enhanced data security by establishing project management security policies that enable only authorized project members to edit their project tasks, while enabling each project participant to view all project data that are relevant to that individual’s task · Enabled the company to monitor project progress in comparison to the projected plan, based on physical project assets to determine if each project is on track to conclude within its time and budget limitations To view the full list of solutions view here. “Oracle Gold Partner Parma Telecom was key to our successful Primavera deployment, implementing the software’s basic functionalities, such as project content, timeframes management, and cost management, in addition to performing its integration with our enterprise resource planning system and intranet portal within ten months and in accordance with budgets,” said Rafik Baynazarov, head of the master planning and control office, LUKOIL Mid-East Ltd. “ To read the full version of the customer success story, please view here.

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  • Inside Red Gate - Project teams

    - by Simon Cooper
    Within each division in Red Gate, development effort is structured around one or more project teams; currently, each division contains 2-3 separate teams. These are self contained units responsible for a particular development project. Project team structure The typical size of a development team varies, but is normally around 4-7 people - one project manager, two developers, one or two testers, a technical author (who is responsible for the text within the application, website content, and help documentation) and a user experience designer (who designs and prototypes the UIs) . However, team sizes can vary from 3 up to 12, depending on the division and project. As an rule, all the team sits together in the same area of the office. (Again, this is my experience of what happens. I haven't worked in the DBA division, and SQL Tools might have changed completely since I moved to .NET. As I mentioned in my previous post, each division is free to structure itself as it sees fit.) Depending on the project, and the other needs in the division, the tech author and UX designer may be shared between several projects. Generally, developers and testers work on one project at a time. If the project is a simple point release, then it might not need a UX designer at all. However, if it's a brand new product, then a UX designer and tech author will be involved right from the start. Developers, testers, and the project manager will normally stay together in the same team as they work on different projects, unless there's a good reason to split or merge teams for a particular project. Technical authors and UX designers will normally go wherever they are needed in the division, depending on what each project needs at the time. In my case, I was working with more or less the same people for over 2 years, all the way through SQL Compare 7, 8, and Schema Compare for Oracle. This helped to build a great sense of camaraderie wihin the team, and helped to form and maintain a team identity. This, in turn, meant we worked very well together, and so the final result was that much better (as well as making the work more fun). How is a project started and run? The product manager within each division collates user feedback and ideas, does lots of research, throws in a few ideas from people within the company, and then comes up with a list of what the division should work on in the next few years. This is split up into projects, and after each project is greenlit (I'll be discussing this later on) it is then assigned to a project team, as and when they become available (I'm sure there's lots of discussions and meetings at this point that I'm not aware of!). From that point, it's entirely up to the project team. Just as divisions are autonomous, project teams are also given a high degree of autonomy. All the teams in Red Gate use some sort of vaguely agile methodology; most use some variations on SCRUM, some have experimented with Kanban. Some store the project progress on a whiteboard, some use our bug tracker, others use different methods. It all depends on what the team members think will work best for them to get the best result at the end. From that point, the project proceeds as you would expect; code gets written, tests pass and fail, discussions about how to resolve various problems are had and decided upon, and out pops a new product, new point release, new internal tool, or whatever the project's goal was. The project manager ensures that everyone works together without too much bloodshed and that thrown missiles are constrained to Nerf bullets, the developers write the code, the testers ensure it actually works, and the tech author and UX designer ensure that people will be able to use the final product to solve their problem (after all, developers make lousy UI designers and technical authors). Projects in Red Gate last a relatively short amount of time; most projects are less than 6 months. The longest was 18 months. This has evolved as the company has grown, and I suspect is a side effect of the type of software Red Gate produces. As an ISV, we sell packaged software; we only get revenue when customers purchase the ready-made tools. As a result, we only get a sellable piece of software right at the end of a project. Therefore, the longer the project lasts, the more time and money has to be invested by the company before we get any revenue from it, and the riskier the project becomes. This drives the average project time down. Small project teams are the core of how Red Gate produces software, and are what the whole development effort of the company is built around. In my next post, I'll be looking at the office itself, and how all 200 of us manage to fit on two floors of a small office building.

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  • Simple Project Templates

    - by Geertjan
    The NetBeans sources include a module named "simple.project.templates": In the module sources, Tim Boudreau turns out to be the author of the code, so I asked him what it was all about, and if he could provide some usage code. His response, from approximately this time last year because it's been sitting in my inbox for a while, is below. Sure - though I think the javadoc in it is fairly complete.  I wrote it because I needed to create a bunch of project templates for Javacard, and all of the ways that is usually done were grotesque and complicated.  I figured we already have the ability to create files from templates, and we already have the ability to do substitutions in templates, so why not have a single file that defines the project as a list of file templates to create (with substitutions in the names) and some definitions of what should be in project properties. You can also add files to the project programmatically if you want.Basically, a template for an entire project is a .properties file.  Any line which doesn't have the prefix 'pp.' or 'pvp.' is treated as the definition of one file which should be created in the new project.  Any such line where the key ends in * means that file should be opened once the new project is created.  So, for example, in the nodejs module, the definition looks like: {{projectName}}.js*=Templates/javascript/HelloWorld.js .npmignore=node_hidden_templates/npmignore So, the first line means:  - Create a file with the same name as the project, using the HelloWorld template    - I.e. the left side of the line is the relative path of the file to create, and the right side is the path in the system filesystem for the template to use       - If the template is not one you normally want users to see, just register it in the system filesystem somewhere other than Templates/ (but remember to set the attribute that marks it as a template)  - Include that file in the set of files which should be opened in the editor once the new project is created. To actually create a project, first you just create a new ProjectCreator: ProjectCreator gen = new ProjectCreator( parentFolderOfNewProject ); Now, if you want to programmatically generate any files, in addition to those defined in the template, you can: gen.add (new FileCreator("nbproject", "project.xml", false) {     public DataObject create (FileObject project, Map<String,String> substitutions) throws IOException {          ...     } }); Then pass the FileObject for the project template (the properties file) to the ProjectCreator's createProject method (hmm, maybe it should be the string path to the project template instead, to save the caller trouble looking up the FileObject for the template).  That method looks like this: public final GeneratedProject createProject(final ProgressHandle handle, final String name, final FileObject template, final Map<String, String> substitutions) throws IOException { The name parameter should be the directory name for the new project;  the map is the strings you gathered in the wizard which should be used for substitutions.  createProject should be called on a background thread (i.e. use a ProgressInstantiatingIterator for the wizard iterator and just pass in the ProgressHandle you are given). The return value is a GeneratedProject object, which is just a holder for the created project directory and the set of DataObjects which should be opened when the wizard finishes. I'd love to see simple.project.templates moved out of the javacard cluster, as it is really useful and much simpler than any of the stuff currently done for generating projects.  It would also be possible to do much richer tools for creating projects in apisupport - i.e. choose (or create in the wizard) the templates you want to use, generate a skeleton wizard with a UI for all the properties you'd like to substitute, etc. Here is a partial project template from Javacard - for example usage, see org.netbeans.modules.javacard.wizard.ProjectWizardIterator in javacard.project (or the much simpler one in contrib/nodejs). #This properties file describes what to create when a project template is#instantiated.  The keys are paths on disk relative to the project root. #The values are paths to the templates to use for those files in the system#filesystem.  Any string inside {{ and }}'s will be substituted using properties#gathered in the template wizard.#Special key prefixes are #  pp. - indicates an entry for nbproject/project.properties#  pvp. - indicates an entry for nbproject/private/private.properties #File templates, in format [path-in-project=path-to-template]META-INF/javacard.xml=org-netbeans-modules-javacard/templates/javacard.xmlMETA-INF/MANIFEST.MF=org-netbeans-modules-javacard/templates/EAP_MANIFEST.MF APPLET-INF/applet.xml=org-netbeans-modules-javacard/templates/applet.xmlscripts/{{classnamelowercase}}.scr=org-netbeans-modules-javacard/templates/test.scrsrc/{{packagepath}}/{{classname}}.java*=Templates/javacard/ExtendedApplet.java nbproject/deployment.xml=org-netbeans-modules-javacard/templates/deployment.xml#project.properties contentspp.display.name={{projectname}}pp.platform.active={{activeplatform}} pp.active.device={{activedevice}}pp.includes=**pp.excludes= I will be using the above info in an upcoming blog entry and provide step by step instructions showing how to use them. However, anyone else out there should have enough info from the above to get started yourself!

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  • SQL SERVER – Standard Reports from SQL Server Management Studio – SQL in Sixty Seconds #016 – Video

    - by pinaldave
    SQL Server management Studio 2012 is wonderful tool and has many different features. Many times, an average user does not use them as they are not aware about these features. Today, we will learn one such feature. SSMS comes with many inbuilt performance and activity reports, but we do not use it to the full potential. Connect to SQL Server Node >> Right Click on it >> Go to Reports >> Click on Standard Reports >> Pick Any Report. Please note that some of the reports can be IO intensive and not suggested to run during business hours! More on Standard Reports: SQL SERVER – Out of the Box – Activity and Performance Reports from SSSMS SQL SERVER – Generate Report for Index Physical Statistics – SSMS SQL SERVER – Configure Management Data Collection in Quick Steps I encourage you to submit your ideas for SQL in Sixty Seconds. We will try to accommodate as many as we can. If we like your idea we promise to share with you educational material. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: Database, Pinal Dave, PostADay, SQL, SQL Authority, SQL in Sixty Seconds, SQL Query, SQL Scripts, SQL Server, SQL Server Management Studio, SQL Tips and Tricks, T SQL, Technology, Video

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  • Front-end structure of large scale Django project

    - by Saike
    Few days ago, I started to work in new company. Before me, all front-end and backend code was written by one man (oh my...). As you know, Django app contains two main directories for front-end: /static - for static(public) files and /templates - for django templates Now, we have large application with more than 10 different modules like: home, admin, spanel, mobile etc. This is current structure of files and directories: FIRST - /static directory. As u can see, it is mixed directories with some named like modules, some contains global libs. one more: SECOND - /templates directory. Some directories named like module with mixed templates, some depends on new version =), some used only in module, but placed globally. and more: I think, that this is ugly, non-maintable, put-in-stress structure! After some time spend, i suggest to use this scheme, that based on module-structure. At first, we have version directories, used for save full project backup, includes: /DEPRECATED directory - for old, unused files and /CURRENT (Active) directory, that contains production version of project. I think it's right, because we can access to older or newer version files fast and easy. Also, we are saved from broken or wrong dependencies between different versions. Second, in every version we have standalone modules and global module. Every module contains own /static and /templates directories. This structure used to avoid broken or wrong dependencies between different modules, because every module has own js app, css tables and local images. Global module contains all libraries, main stylesheets and images like logos or favicon. I think, this structure is much better to maintain, update, refactoring etc. My question is: How do you think, is this scheme better than current? Can this scheme live, or it is not possible to implement this in Django app?

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  • Project Euler 51: Ruby

    - by Ben Griswold
    In my attempt to learn Ruby out in the open, here’s my solution for Project Euler Problem 51.  I know I started back up with Python this week, but I have three more Ruby solutions in the hopper and I wanted to share. For the record, Project Euler 51 was the second hardest Euler problem for me thus far. Yeah. As always, any feedback is welcome. # Euler 51 # http://projecteuler.net/index.php?section=problems&id=51 # By replacing the 1st digit of *3, it turns out that six # of the nine possible values: 13, 23, 43, 53, 73, and 83, # are all prime. # # By replacing the 3rd and 4th digits of 56**3 with the # same digit, this 5-digit number is the first example # having seven primes among the ten generated numbers, # yielding the family: 56003, 56113, 56333, 56443, # 56663, 56773, and 56993. Consequently 56003, being the # first member of this family, is the smallest prime with # this property. # # Find the smallest prime which, by replacing part of the # number (not necessarily adjacent digits) with the same # digit, is part of an eight prime value family. timer_start = Time.now require 'mathn' def eight_prime_family(prime) 0.upto(9) do |repeating_number| # Assume mask of 3 or more repeating numbers if prime.count(repeating_number.to_s) >= 3 ctr = 1 (repeating_number + 1).upto(9) do |replacement_number| family_candidate = prime.gsub(repeating_number.to_s, replacement_number.to_s) ctr += 1 if (family_candidate.to_i).prime? end return true if ctr >= 8 end end false end # Wanted to loop through primes using Prime.each # but it took too long to get to the starting value. n = 9999 while n += 2 next if !n.prime? break if eight_prime_family(n.to_s) end puts n puts "Elapsed Time: #{(Time.now - timer_start)*1000} milliseconds"

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  • What, if anything, to do about bow-shaped burndowns?

    - by Karl Bielefeldt
    I've started to notice a recurring pattern to our team's burndown charts, which I call a "bowstring" pattern. The ideal line is the "string" and the actual line starts out relatively flat, then curves down to meet the target like a bow. My theory on why they look like this is that toward the beginning of the story, we are doing a lot of debugging or exploratory work that is difficult to estimate remaining work for. Sometimes it even goes up a little as we discover a task is more difficult once we get into it. Then we get into implementation and test which is more predictable, hence the curving down graph. Note I'm not talking about a big scale like BDUF, just the natural short-term constraint that you have to find the bug before you can fix it, coupled with the fact that stories are most likely to start toward the beginning of a two-week iteration. Is this a common occurrence among scrum teams? Do people see it as a problem? If so, what is the root cause and some techniques to deal with it?

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  • How to write a user story specific to tasks in this case

    - by vignesh
    We have planned to take up an user story say As a player I want to view the game map to know current standings of my team The sprint is for two weeks. We will be able to complete only HTML in two weeks time, this user story will take 4-6 weeks to be completed as we have a shortage of content designing resources. How can we change this user story so that HTML completion can be considered as a done for this user story and we need to take up the integration of this user story in the next sprint? Is it possible to create two different user stories, one for HTML and other for integration, testing, bug fixing etc?

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  • Software development project inception phase

    - by john ryan
    Currently our team develops Web Applications and now we are going to Windows Forms applications. I have created the inception phase for our Windows Forms project structure. eg: ApplicationSolution --> Security Project(Login Authentication) a. Users will be registered with different applications in our application database. eg: ProjectApplicationId|ProjectName | UserId 1 |ProjectApplication1| user 2 |ProjectApplication2| user b. Execute Application (Start) c. On Security dialog, application automatically get the userid of the user and see all the application it is registered using System.Security.Principal.WindowsIdentity.GetCurrent() eg: Prototype Welcome User! Please Choose Appliations you are registered on below: ProjectApplication1 <--this will be a dropdown ProjectApplication2 Password: [*********************] [Access Application Button] d. User selects the application with its password e. If the password is incorrect (application.exit()) else execute Selected Application eg: ProjectApplication1 is selected then execute ProjectApplication1 --> ProjectApplication1 --> ProjectApplication2 --> Many to come ++ if ProjectApplications has been closed then restart security Application. My questions on this use case: Is my use case possible? Can you give me any recommendations ? Currently we use setup and deployment to create installer in each Windows Forms application.

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  • How do bug reports factor in to a sprint?

    - by Mark Ingram
    I've been reading up on Scrum recently. From my understanding, a meeting is held before the sprint starts, to decide what gets moved from the product backlog to the upcoming sprint backlog. Once a feature is completed in the current sprint, it will go into the "Ready to QA" bucket, and it's at this point that I'm getting confused. Do bug reports go back into the product backlog? I assume they can't go back into the sprint backlog as we've already decided what work will be done for this cycle? What happens when QA finds a bug? Where does it go?

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  • Expected time for an CakePHP MVC form/controller and db make up

    - by hephestos
    I would like to know, what is an average time for building a form in MVC pattern with for example CakePHP. I build 8 functions, two of them do custom queries, return json data, split them, expand them in a model in memory and delivers to the view. Those are three queries if you consider and an array to feed view for making some combo box. Why? all these, because I have data from json and I split them in order to make row of data like a table. Like that I changed a bit the edit.ctp but not a lot. And I created a javascript outside, with three functions. One collects data the other upon a change of a combo returnes the selected values, and does also some redirection flow. All this, in average how much time should it take ?

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  • What level/format of access should be given to a client to the issue tracking system?

    - by dukeofgaming
    So, I used to think that it would be a good idea to give the customer access to the issue tracking system, but now I've seen that it creates less than ideal situations, like: Customer judging progress solely on ticket count Developers denied to add issues to avoid customer thinking that there is less progress Customer appointing people on their side to add issues who don't always do a good job (lots of duplicate issues, insufficient information to reproduce, and other things that distract people from doing their real job) However, I think customers should have access to some indicators or proof that there is progress being done, as well as a right to report bugs. So, what would be the ideal solution to this situation?, specially, getting out of or improving the first situation described?

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  • Project Management Software / 1 maybe 2 developers

    - by Ominus
    I am looking for software that I can use to "manage" multiple projects (5 - 10). Here are the features I would like but any recommendation is welcome. Bug/Feature tracking on a per project basis. Some way to keep all documents, diagrams, specs, requirements, in one place with the project. Better yet a tool where all these things or most of them could be authored. Task management during the development phase with milestones and estimates/actuals. Git integration I have been doing contract work and i have been doing really well for myself as far as getting projects but its becoming VERY hard to manage everything in an efficient manner. I am trying to learn about best practices when it comes to software programming methodologies and the more I read the more i realize that I am just managing these projects poorly. I am getting things done but the more I take on the less "solid" everything is. I am afraid if I don't get some good solid tools/practices in place I am going to do my customers and myself a disservice. The problem is that there are SO many options that its hard to weed through them all. I was at a point today where I had decided that I would just code my own (there is some irony here)! Obviously everyone has their likes dislikes I would love to hear from some of you lone programmers and how you manage everything since our needs aren't exactly the same thing that a large team might need. I also want a solution that can scale to 2 maybe 3 developers if I end up hiring some people to help with my work load. Thanks again for your usual insights!

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  • Feature Driven Development in the work place?

    - by FXquincy
    Question Please explain Feature Driven Development in a nutshell? Situation My Business Analyst calls their documentation FDD, but it just seems overwhelmed by details. In a Nutshell An 'in a nutshell' example would be good, since I'm trying to reduce unnecessary detail and confusion. I want to add clarity, and an Occam's' razor approach to the documentation. Thanks for your help, Here's what I found

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  • How to implement Scrum in a company with three similar web-based products

    - by user1909034
    I am somewhat familiar with the concepts and benefits of Scrum. With that in mind, I am trying to improve the failing Scrum product management structure of a company I'm now working for that has three separate B2C products, catering to the same demographic and accessible on the same website. Each product has a product owner and a unique development team (5 - 9 people in each) behind it. Given that the target audiences are similar (not sure if it should matter) and the 3 web products are similar in nature, what are the potential benefits/risks associated with merging the teams and having just one product owner/scrum master/dev team? Some questions that come to mind are: does it make sense to have 3 product owners and three distinct backlogs if your website has three distinct products? Also, if you only have one product owner, what is the best metric off which to choose who that will be?

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  • Are there studies about the disadvantages of using issue tracking systems? [closed]

    - by user1062120
    I don't like issue tracking systems because: It takes too much time to describe issues in it. This discourage its usage. You create a place to keep your bugs. And if there is a place for them, people usually don't care too much about fixing a bug cause they can put it there so that someday someone can fix it (or not). With time, the bug lists gets so long that nobody can deal with it anymore, taking up a lot of our time. I prefer handling issues using post-its on a white board, face-to-face conversations and killing important bugs as soon as they appear. I don't care too much to keep track of bug history because I don't think that it is worth the overhead. Am I alone here? Are there studies (book/article/whatever) about the disadvantages (or great advantages) of using issue tracking systems?

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  • Can you recommend a good Idea Management System?

    - by Tedi
    I'm trying to find a good (and cheap) Idea Management System for a non-profit project. I've browsed lot of good options which cost a lot of money. They are probably worth but we're planning to run this as a non-profit project, so unfortunately money investment is not the key strenght. Basically what we want to run is a platform where users can propose ideas that are voted, commented and enriched by the rest of the community. Thanks.

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