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  • Are project managers useful in Scrum?

    - by Martin Wickman
    There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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  • Does waterfall require code complete before QA steps in?

    - by P.Brian.Mackey
    The process used at a certain company consists of: Create a layout according to some designs made in a web page design tool. (CSS, html) Requirements come in with "functional requirements". These consist of 100's of lines of business directions. E.G. Create a Table on page X. Column1 has numeric data. Column1 is the client code. Column2 is a string...etc. Write code to meet all functional requirements. When all code is checked in, send to QA (which is the BA that wrote the requirements) for inspection, bug finds and change requests. Punt back to developer with a list of X bugs and Y change requests. While bug finds or change requests 0 go to step 4. The agile development environments I have worked in allow, if not demand, early QA inspection and early user acceptance. So, pieces of the program can be refined and redefined before the entire application is in place. Not only that, but the process leaves little room for error or people changing their minds. Instead, those "change requests" come in at the last stage when they do the most damage. And being that a bug-fix's cost increases over time, this is a costly way to write code. I am no waterfall expert. As described, is this waterfall being mishandled in some way? How does waterfall address my concerns?

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  • Are project managers useful in Scrum?

    - by Martin Wickman
    There are three roles defined in Scrum: Team, Product Owner and Scrum Master. There is no project manager, instead the project manager job is spread across the three roles. For instance: The Scrum Master: Responsible for the process. Removes impediments. The Product Owner: Manages and prioritizes the list of work to be done to maximize ROI. Represents all interested parties (customers, stakeholders). The Team: Self manage its work by estimating and distributing it among themselves. Responsible for meeting their own commitments. So in Scrum, there is no longer a single person responsible for project success. There is no command-and-control structure in place. That seems to baffle a lot of people, specifically those not used to agile methods, and of course, PM's. I'm really interested in this and what your experiences are, as I think this is one of the things that can make or break a Scrum implementation. Do you agree with Scrum that a project manager is not needed? Do you think such a role is still required? Why?

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  • Online betting system design [closed]

    - by Rafal
    I am a Computer Science student, preparing for my exam in software engineering. I am strugging with answering one of the sample questions to the scenario below. My understanding is that the system design approach should probably be a mixture of agile and plan driven elements but - since I've no practical experience - it's hard for me to decide on the balance and tolls that should be used. I will appreciate any hints from experienced business analysts who were involved in similar kind of projects. Ray Sing is the owner of “Last Betz", a bookmakers with 7 outlets across Louth and Meath. With the advent of smartphones Ray would now like to allow his clients to place their bets online using their mobile devices. Clients would register for an account and password and would log their credit card details via the Last Betz website. To begin using the facility customers must 'load' their accounts with 100 euros. Any winnings, minus commission, will be placed in the account whilst any losses will be automatically deducted from the account. Assuming you have been selected to develop the above system: How would you approach the design of this system? Discuss the design methods and models you would use.

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  • What electronic user-story-mapping tools can you recommend?

    - by azheglov
    Agile software development relies heavily on a work item type called user stories. For example, you have a backlog full of user stories and you can select a few of them to work on during the next sprint. But where and how do you find user stories to put into the backlog? There is a popular technique for doing that called story mapping. Jeff Patton invented it and here is the definitive guide on how to do it. The question is, what electronic tools are out there that support Patton's story-mapping technique? I've done a bit of research, found Pivotal and Rally plug-ins (but I'm not a customer of either) and I'm currently experimenting with SilverStories. What other tools are out there? What have you used? What do you (not) recommend? Why? UPDATE: Some people who wrote comments seem to lean towards an answer that applying this technique is simply impossible with an electronic tool and we should just accept that. Can't someone write it up as an answer?

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  • Software management for 2 programmers

    - by kajo
    me and my very good friend do a small bussiness. We have company and we develop web apps using Scala. We have started 3 months ago and we have a lot of work now. We cannot afford to employ another programmer because we can't pay him now. Until now we try to manage entire developing process very simply. We use excel sheets for simple bug tracking and we work on client requests on the fly. We have no plan for next week or something similar. But now I find it very inefficient and useless. I am trying to find some rules or some methodology for small team or for only two guys. For example Scrum is, imo, unadapted for us. There are a lot of roles (ScrumMaster, Product Owner, Team...) and it seems overkill. Can you something advise me? Have you any experiences with software management in small teams? Is any methodology of current agile development fitten for pair of programmers? Is there any software management for simple bug tracking, maybe wiki or time management for two coders? thanks a lot for sharing.

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  • Finishing an iteration early

    - by f1dave
    I'd like some input on this on those working with agile methodologies... A current project is finding that development on our planned user stories is finishing some time before the end of the iteration, and that the testing effort and business acceptance is what's actually dragging us out longer towards the end. This means that the devs in question have spare time, and they're essentially going out to the iteration+1 backlog and starting work on cards there before our current iteration cards are 'done'. As iteration manager, I want to put a stop to this - I want a more team-orientated approach where the group takes ownership of getting all the cards done, as opposed to "Well, dev's done so what do I dev next?" The problem I face is convincing the team of this. On one hand, I understand why the devs don't want to test the code they've written (there are unit tests they write of course, but the manual testing to be done could be influenced by their bias). The team sees working ahead as making our next iterations easier, because a lot of the work is done before we start. I see this as screwing with the whole system of planning/actuals - but it's difficult to convince the team as to why this matters. What advice can you guys and girls give? How do we stop devs reaching ahead? What should they be doing instead? How much of a problem is this in the scheme of things, if things are still getting done?

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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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  • How to promote an open-source project?

    - by Shehi
    First of all, I apologize if this is the wrong section of network to post this question. If it is, please feel free to move it to more appropriate location... Question: I would like to hear your ideas regarding the ways of open source projects being started and run. I have an open-source content management system project and here some questions arise: How should I act? Shall I come up with a viable pre-alpha edition with working front- and back-ends first and then announce the project publicly? Or shall I announce it right away from the scratch? As a developer I know that one should use versioning system like Git or SVN, which I do, no problems there. And the merit of unit-testing is also something to remember, which, to be frank, I am not into at all... Project management - I am a beginner in that, at best. Coding techniques and experiences such as Agile development is something I want to explore... In short, any ideas for a developer who is new to open-source world, is most welcome.

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  • I've inherited 200K lines of spaghetti code -- what now?

    - by kmote
    I hope this isn't too general of a question; I could really use some seasoned advice. I am newly employed as the sole "SW Engineer" in a fairly small shop of scientists who have spent the last 10-20 years cobbling together a vast code base. (It was written in a virtually obsolete language: G2 -- think Pascal with graphics). The program itself is a physical model of a complex chemical processing plant; the team that wrote it have incredibly deep domain knowledge but little or no formal training in programming fundamentals. They've recently learned some hard lessons about the consequences of non-existant configuration management. Their maintenance efforts are also greatly hampered by the vast accumulation of undocumented "sludge" in the code itself. I will spare you the "politics" of the situation (there's always politics!), but suffice to say, there is not a consensus of opinion about what is needed for the path ahead. They have asked me to begin presenting to the team some of the principles of modern software development. They want me to introduce some of the industry-standard practices and strategies regarding coding conventions, lifecycle management, high-level design patterns, and source control. Frankly, it's a fairly daunting task and I'm not sure where to begin. Initially, I'm inclined to tutor them in some of the central concepts of The Pragmatic Programmer, or Fowler's Refactoring ("Code Smells", etc). I also hope to introduce a number of Agile methodologies. But ultimately, to be effective, I think I'm going to need to hone in on 5-7 core fundamentals; in other words, what are the most important principles or practices that they can realistically start implementing that will give them the most "bang for the buck". So that's my question: What would you include in your list of the most effective strategies to help straighten out the spaghetti (and prevent it in the future)?

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  • Should the number of developers be considered when estimating a task?

    - by Ludwig Magnusson
    I am pretty inexperienced with working in agile projects but I have tried it a few times and I always run into this problem when estimating a task. Do we bring into the estimate the number of developers that will work on the task? Let me explain: Task A is estimated to one time unit and developer 1 will work on it. Task B is also estimated to one time unit and developer 2 and 3 will work on it together. I.e. if developer 1 begins to work on task A at the same time developer 2 and 3 begins to work on task B they will all finish at the same time according to the estimate. Should the estimate for task B be twice of that for task A or the same? The problem as I see it is that when a task is received and estimated, it is not always possible to know how many people will work on it. And if you assumed that two developers would work on the task for one time unit but it turns out that only one developer will actually do it, this will not automatically mean that that developer will work on it for two time units. Is there any standard practice for this?

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  • Is it appropriate to run a complex enterprise-system configuration and migration project in a similar way to a Scrum development project?

    - by AndyM
    I'm just starting out on the implementation of a large enterprise-wide system, which has complex requirements and many stakeholders. The company has been through high-level evaluation and tender process and determined to purchase a highly configurable "off-the-shelf" product rather than building an entirely bespoke system. The system will replace several existing systems and will require a significant amount of data migration. I'm thinking that the implementation of this system (which is expected to take over 2 years) could be run in a similar way to a Scrum software development project. With the first sprints targeted at building the minimal possible functionality needed (across all functional areas), and then iteratively deepening the level of functionality according the stakeholder feedback. I think this will de-risk the project and help ensure a balance of stakeholder needs within the available time. The user stories are still the same, it's just that to implement them we have work within the constraints of the pre-purchased system. When it comes to 'building stuff', instead of writing custom code the team will be configuring the off-the-shelf package, writing data conversion scripts and the like (and it should be a lot quicker!). Does this sound like a sensible approach? Does the Agile approach makes sense here?

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  • Should I listen to my employer and use CASE tools?

    - by omsharp
    My employer (Not a Developer) thinks that CASE tools will help us improve our development process and documentation. I am not sure about that, we are a small team of 5 developers building mobile banking solutions for local clients. I think CASE tools will be a waste of time and money as they need to be purchased and we will need some time before we get used to them and be efficient working with them for modeling and stuff. Code generation is another issue, I really think that the CASE generated code won't be as good as code written by good developers. I think that if we stick with agile princeliness, design patterns, use TDD, and keep our code clean. we should be good. And as far as Analysis and Design, I think simple UML diagrams on whiteboard should do the trick. Documentation is good and important, but should be made as little as possible and we should not focus on Docs and forget the code. This is what i think. Am I correct? or should I listen to my employer and start researching for an appropriate CASE Tool?

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  • IEEE SRS documents: lightweight version when working with outside contractors?

    - by maple_shaft
    Typically we follow an Agile development process that tends not to put an emphasis on writing requirements and technical documents that nobody will read. We tend to focus our limited manpower to development and testing activities with collaborative design and whiteboarding as a key focus. There is a mostly standalone web component that will take quite a few weeks to develop, but this work can be mostly parallel with other project work going on. To try and catch up time I was given a budget for hiring a developer on oDesk to complete this work. While my team isn't accustomed to working off of a firm SRS document, I realize that with outsourced development that it is a good idea to be as firm and specific as possible so I realize that I need to provide a detailed Requirements and Technical Specification document for this work to be done correctly. When I do write a Requirements document I typically utilize the standard IEEE SRS document template but I think this is too verbose and probably overkill for what I need to communicate to a developer. Is there another requirements document that is more lightweight and also accepted by a major standards organization like the IEEE? Further, as what will be developed as a software module that will interact with other software modules, my requirements really need to delve into technical specifications for things to work correctly. In this scenario does it make sense to merge technical and requirements specifications into a single document, and if not, what is a viable alternative?

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  • linux nooB: Installing ffmpeg + dependencies on aws linux ami (repo issues)

    - by HdN8
    Im installing ffmpeg to run on an amazon linux ami, and have added the rpmforge repo and the dag repo. Here are some guidelines I'm using for reference: TWoZaO and Razuna The rpmforge repo has ffmpeg, but if you try to install it then it will complain that is missing dependencies (for me libSDL-1.2.so.0()(64bit)). Regardless I will install ffmpeg from svn so I can be sure to enable the options I want (namely libx264). It seems strange to me though that SDL is not in rpmforge or dag, and in according to both of my references above, it should be there. I tried to grab it manually from here, but it needs these dependencies, so no-go: error: Failed dependencies: SDL = 1.2.10-8.el5 is needed by SDL-devel-1.2.10-8.el5.x86_64 alsa-lib-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libGL-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libGLU-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libSDL-1.2.so.0()(64bit) is needed by SDL-devel-1.2.10-8.el5.x86_64 libX11-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXext-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXrandr-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXrender-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 libXt-devel is needed by SDL-devel-1.2.10-8.el5.x86_64 Any advice for a linux nooB lost in a mess of repos and dependency errors?

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  • Linux: Managing users, groups and applications

    - by RN
    I am fairly new to linux admin so this may sound quite a noob question. I have a VPS account with a root access I need to install Tomcat, Java on it and later other open source applications as well. Installation for all of these is as simple as unzipping the .gz in a folder. My questions are A) Where should I keep all these programs? In Windows, I typically have a folder called programs under c:\ where I unzip all applications. I plan to have something similar here as well. Currently, I have all these under apps folder under/root- which I am guessing is a bad idea B) To what group should Tom belong to ? I would need a user - say Tom who can simply execute these programs. Do I need to create a new group? or just add Tom to some existing group ? C) Finally- Am I doing something really stupid by installing all these application by simply unzipping them? I mean an alternate way would be to use Yup or RPM or something like that to install these applications. Given my familiarity and (tight budget) that seems too much to me. I feel uncomfortable running commands which i don't understand too well

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  • How do I restrict the Open/Save dialog in Windows to one folder?

    - by MindModel
    I spend a significant amount of time helping non-techies use their PC's. I realized most of that time is spent trying to explain to them how the Windows folder hierarchy works, where the "open file" dialog is pointing now, and how to find that Word document they saved. All this time, they're telling me they "just want to print the file". They refuse to learn how to read the PC screen, try to memorize a fixed set of steps, and end up calling me back to tell me their files disappeared again. I realize it's not productive to try to restrict where PC apps (e.g. Quicken) store files. But if there was a Windows utility I could turn on or off that would restrict the Open/Save dialogs in Windows apps, my noob user friends and I would save an enormous amount of time. The goal would be to have all files whose locations are chosen by the Save dialog saved to one folder, and have the Open dialog always point to that folder, until the utility is turned off. Does such a Windows utility exist?

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  • Noob boost::bind member function callback question

    - by shaz
    #include <boost/bind.hpp> #include <iostream> using namespace std; using boost::bind; class A { public: void print(string &s) { cout << s.c_str() << endl; } }; typedef void (*callback)(); class B { public: void set_callback(callback cb) { m_cb = cb; } void do_callback() { m_cb(); } private: callback m_cb; }; void main() { A a; B b; string s("message"); b.set_callback(bind(A::print, &a, s)); b.do_callback(); } So what I'm trying to do is to have the print method of A stream "message" to cout when b's callback is activated. I'm getting an unexpected number of arguments error from msvc10. I'm sure this is super noob basic and I'm sorry in advance.

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  • Noob - Cycle through stored names and skip blanks

    - by ActiveJimBob
    NOOB trying to make my code more efficient. On scroll button push, the function 'SetName' stores a number to integer 'iName' which is index against 5 names stored in memory. If a name is not set in memeory, it skips to the next. The code works, but takes up a lot of room. Any advice appreciated. Code: #include <string.h> int iName = 0; int iNewName = 0; BYTE GetName () { return iName; } void SetName (int iNewName) { while (iName != iNewName) { switch (byNewName) { case 1: if (strlen (memory.m_nameA) == 0) new_name++; else iName = iNewName; break; case 2: if (strlen (memory.m_nameB) == 0) new_name++; else iName = iNewName; break; case 3: if (strlen (memory.m_nameC) == 0) new_name++; else iName = iNewName; break; case 4: if (strlen (memory.m_nameD) == 0) new_name++; else iName = iNewName; break; case 5: if (strlen (memory.m_nameE) == 0) new_name++; else iName = iNewName; break; default: iNewName = 1; break; } // end of case } // end of loop } // end of SetName function void main () { while(1) { if (Button_pushed) SetName(GetName+1); } // end of infinite loop } // end of main

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  • Does Scrum turn active developers into passive developers?

    - by Saeed Neamati
    I'm a web developer working in a team of three developers and one designer. It's now about five months that we've implemented the agile scrum software development methodology. But I have a weird feeling I just wanted to share in this site. One important factor in human life is decision-making process. However, there is a big difference in decisions you make. Some decisions are just the outcome of an internal or external force, while other decisions are completely based on your free will, and some decisions are simply something in between. The more freedom you have in making decisions, the more self-driven your work would become. This seems to be a rule. Because we tend to shape our lives ourselves. There is a big difference between you deciding what to do, or being told what to do. Before scrum, I felt like having more freedom in making the decisions which were related to development, analysis, prioritizing implementation, etc. I had more feeling like I'm deciding what I'm doing. However, due to the scrum methodology, now many decisions simply come from the product owner. He prioritizes PBIs, he analyzes how the software should work, even sometimes how the UI and functionality should be implemented. I know that this is part of the scrum methodology, and I also know that this may result in better sales of product in future. However, I now feel like I'm always getting told to do something, instead of deciding to do something. This syndrome now has made me more passive towards the work. I tend to search less to find a better solution, approach, or technique I don't wake up in the morning expecting to get to an enjoyable work. Rather, I feel like being forced to work in order to live I have more hunger to work on my own hobby projects after work I won't push the team anymore to get to the higher technological levels I spend more time now on dinner, or tea-times and have less enthusiasm to get back to work I'm now willing more for the work to finish sooner, so that I can get home The big problem is, I see and diagnose this behavior in my colleagues too. Is it the outcome of scrum? Does scrum really makes the development team feel like they have no part in forming the overall software, thus making the passive to the project? How can I overcome this feeling?

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  • Evaluating Scrum - is it okay to have people with multiple roles in a Scrum team?

    - by Wayne M
    I'm evaluating some Agile-style methodologies for possible introduction to my team. With Scrum, is it allowable to have the same person perform multiple roles? We have a small team of four developers and a web designer; we don't really have a lead (I fulfill this role), QA testers or business analysts, and all of our development tasks come from the CIO. Automated testing is seen as a total waste of time, and everything focuses on speed and not quality. What will happen is the CIO will come up with a development task (whether a feature or a bug) and give it to a developer (not to the whole team, to an individual, often in private or out of the blue) who is then expected to get it completed. The CIO doesn't gather requirements beyond the initial idea (and this has bitten us before as we'll implement something only to find out that none of the end users can use the feature, because they weren't consulted or even informed about it before we developed it, and in a panic we'll be told to revert the change) but requires say in/approval of everything that we do. First things first, is a Scrum style something to consider to introduce some standards and practices? From reading, Scrum seems to rely on a bit more trust and communication and focuses more on project management than on development, which is something we are completely devoid of as we don't have any semblance of project management at present. Second, if it can work is it unreasonable for someone, let's say myself, to act as both ScrumMaster and a developer? Or for a developer to also be the Product Owner (although chances are this will be the CIO, who isn't a developer)? I realize the Scrum Master and the Product Owner should be different people but at the same time I don't think we have anyone who has the qualities of a Product Owner (chances are it would turn into a "I need all these stories, I don't care how but get it done" type of deal and/or any freeze would be unfrozen on a whim). It seems to me that I might need to pick and choose pieces of Scrum/XP/Lean to compensate for how things are done currently, as it's highly unlikely that the mentality can be changed; for instance Pair Programming would never fly (seen as a waste, you get half the tasks done if you need two people for everything), TDD would be a hard sell, but short cycles would be welcomed.

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  • Is it okay to have people with multiple roles in a Scrum team?

    - by Wayne M
    I'm evaluating some Agile-style methodologies for possible introduction to my team. With Scrum, is it allowable to have the same person perform multiple roles? We have a small team of four developers and a web designer; we don't really have a lead (I fulfill this role), QA testers or business analysts, and all of our development tasks come from the CIO. Automated testing is seen as a total waste of time, and everything focuses on speed and not quality. What will happen is the CIO will come up with a development task (whether a feature or a bug) and give it to a developer (not to the whole team, to an individual, often in private or out of the blue) who is then expected to get it completed. The CIO doesn't gather requirements beyond the initial idea (and this has bitten us before as we'll implement something only to find out that none of the end users can use the feature, because they weren't consulted or even informed about it before we developed it, and in a panic we'll be told to revert the change) but requires say in/approval of everything that we do. First things first, is a Scrum style something to consider to introduce some standards and practices? From reading, Scrum seems to rely on a bit more trust and communication and focuses more on project management than on development, which is something we are completely devoid of as we don't have any semblance of project management at present. Second, if it can work is it unreasonable for someone, let's say myself, to act as both ScrumMaster and a developer? Or for a developer to also be the Product Owner (although chances are this will be the CIO, who isn't a developer)? I realize the Scrum Master and the Product Owner should be different people but at the same time I don't think we have anyone who has the qualities of a Product Owner (chances are it would turn into a "I need all these stories, I don't care how but get it done" type of deal and/or any freeze would be unfrozen on a whim). It seems to me that I might need to pick and choose pieces of Scrum/XP/Lean to compensate for how things are done currently, as it's highly unlikely that the mentality can be changed; for instance Pair Programming would never fly (seen as a waste, you get half the tasks done if you need two people for everything), TDD would be a hard sell, but short cycles would be welcomed.

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  • How do I know if I am using Scrum methodologies?

    - by Jake
    When I first started at my current job, my purpose was to rewrite a massive excel-VBA workbook-application to C# Winforms because it was thought that the new C# app will fix all existing problems and have all the new features for a perfect world. If it were a direct port, in theory it would be easy as i just need to go through all the formulas, conditional formatting, validations, VBA etc. to understand it. However, that was not the case. Many of the new features are tightly dependant on business logic which I am unfamiliar with. As a solo programmer, the first year was spent solely on deciphering the excel workbook and writing the C# app. In theory, I had the business people to "help" me specify requirements, how GUI looks and work, and testing of the app etc; but in practice it is like a contant tsunami of feature creep. At the beginning of the second year I managed to convince the management that this is not going anywhere. I made them start from scratch with the excel-VBA. I have this "issue log" saved on the network, each time they found something they didn't like about the excel-VBA app, they will write it in there. I check the log daily and consolidate issues (in my mind) mainly into 2 groups: (1) requires massive change. (2) can be fixed in current version. For massive change issues, I make a copy of the latest excel-VBA and give it a new version number, then work on it whenever I can. For current version fixes, I make the changes in a few days to a week, and then immediately release it. I also ensure I update the same change in any in-progress massive change future versions. This has gone on for about 4 months and I feel it works great. I made many releases and solved many real issues, also understood the business logic more and more. However, my boss (non-IT trained) thinks what I am doing are just adhoc changes and that i am not looking at the "bigger picture". I am struggling to convince my boss that this works. So I hope to formalise my approach and maybe borrow a buzzword to confuse him. Incidentally, I read about Agile and SCRUM, about backlog and sprints. But it's all very vague to me still. QUESTION (finally): I want to tell him that this is SCRUM! But I want to hold my breath first and ask whether my current approach is considered SCRUM or SCRUM-like? How can I make it more SCRUM-like? Note that I have only myself, there's no project leader or teams.

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  • iPhone noob - setting NSMutableDictionary entry inside Singleton?

    - by codemonkey
    Yet another iPhone/Objective-C noob question. I'm using a singleton to store app state information. I'm including the singleton in a Utilities class that holds it (and eventually other stuff). This utilities class is in turn included and used from various view controllers, etc. The utilities class is set up like this: // Utilities.h #import <Foundation/Foundation.h> @interface Utilities : NSObject { } + (id)GetAppState; - (id)GetAppDelegate; @end // Utilities.m #import "Utilities.h" #import "CHAPPAppDelegate.h" #import "AppState.h" @implementation Utilities CHAPPAppDelegate* GetAppDelegate() { return (CHAPPAppDelegate *)[UIApplication sharedApplication].delegate; } AppState* GetAppState() { return [GetAppDelegate() appState]; } @end ... and the AppState singleton looks like this: // AppState.h #import <Foundation/Foundation.h> @interface AppState : NSObject { NSMutableDictionary *challenge; NSString *challengeID; } @property (nonatomic, retain) NSMutableDictionary *challenge; @property (nonatomic, retain) NSString *challengeID; + (id)appState; @end // AppState.m #import "AppState.h" static AppState *neoAppState = nil; @implementation AppState @synthesize challengeID; @synthesize challenge; # pragma mark Singleton methods + (id)appState { @synchronized(self) { if (neoAppState == nil) [[self alloc] init]; } return neoAppState; } + (id)allocWithZone:(NSZone *)zone { @synchronized(self) { if (neoAppState == nil) { neoAppState = [super allocWithZone:zone]; return neoAppState; } } return nil; } - (id)copyWithZone:(NSZone *)zone { return self; } - (id)retain { return self; } - (unsigned)retainCount { return UINT_MAX; //denotes an object that cannot be released } - (void)release { // never release } - (id)init { if (self = [super init]) { challengeID = [[NSString alloc] initWithString:@"0"]; challenge = [NSMutableDictionary dictionary]; } return self; } - (void)dealloc { // should never be called, but just here for clarity [super dealloc]; } @end ... then, from a view controller I'm able to set the singleton's "challengeID" property like this: [GetAppState() setValue:@"wassup" forKey:@"challengeID"]; ... but when I try to set one of the "challenge" dictionary entry values like this: [[GetAppState() challenge] setObject:@"wassup" forKey:@"wassup"]; ... it fails giving me an "unrecognized selector sent..." error. I'm probably doing something really obviously dumb? Any insights/suggestions will be appreciated.

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  • TechEd Israel 2010 may only accept speakers from sponsors

    - by RoyOsherove
    A month or so ago, Microsoft Israel started sending out emails to its partners and registered event users to “Save the date!” – Micraoft Teched Israel is coming, and it’s going to be this november! “Great news” I thought to myself. I’d been to a couple of the MS teched events, as a speaker and as an attendee, and it was lovely and professionally done. Israel is an amazing place for technology and development and TechEd hosted some big names in the world of MS software. A couple of weeks ago, I was shocked to hear from a couple of people that Microsoft Israel plans to only accept non-MS teched speakers, only from sponsors of the event. That means that according to the amount that you have paid, you get to insert one or more of your own selected speakers as part of teched. I’ve spent the past couple of weeks trying to gather more evidence of this, and have gotten some input from within MS about this information. It looks like that is indeed the case, though no MS rep. was prepared to answer any email I had publicly. If they approach me now I’d be happy to print their response. What does this mean? If this is true, it means that Microsoft Israel is making a grave mistake – They are diluting the quality of the speakers for pure money factors. That means, that as a teched attendee, who paid good money, you might be sitting down to watch nothing more that a bunch of infomercials, or sub-standard speakers – since speakers are no longer selected on quality or interest in their topic. They are turning the conference from a learning event to a commercial driven event They are closing off the stage to the community of speakers who may not be associated with any organization  willing to be a sponsor They are losing speakers (such as myself) who will not want to be part of such an event. (yes – even if my company ends up sponsoring the event, I will not take part in it, Sorry Eli!) They are saying “F&$K you” to the community of MVPs who should be the people to be approached first about technical talks (my guess is many MVPs wouldn’t want to talk at an event driven that way anyway ) I do hope this ends up not being true, but it looks like it is. MS Israel had already done such a thing with the Developer Days event previouly held in Israel – only sponsors were allowed to insert speakers into the event. If this turns out to be true I would urge the MS community in Israel to NOT TAKE PART AT THIS EVENT in any form (attendee, speaker, sponsor or otherwise). by taking part, you will be telling MS Israel it’s OK to piss all over the community that they are quietly suffocating anyway. The MVP case MS Israel has managed to screw the MVP program as well. MS MVPs (I’m one) have had a tough time here in Israel the past couple of years. ever since yosi taguri left the blue badge ranks, there was not real community leader left. Whoever runs things right now has their eyes and minds set elsewhere, with the software MVP community far from mind and heart. No special MVP events (except a couple of small ones this year). No real MVP leadership happens here, with the MVP MEA lead (Ruari) being on a remote line, is not really what’s needed. “MVP? What’s that?” I’m sure many MS Israel employees would say. Exactly my point. Last word I’ve been disappointed by the MS machine for a while now, but their slowness to realize what real community means in the past couple of years really turns me off. Maybe it’s time to move on. Maybe I shouldn’t be chasing people at MS Israel begging for a room to host the Agile Israel user group. Maybe it’s time to say a big bye bye and start looking at a life a bit more disconnected.

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