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  • Right mix of planning and programing on a new project

    - by WarrenFaith
    I am about to start a new project (a game, but thats unimportant). The basic idea is in my head but not all the details. I don't want to start programming without planning, but I am seriously fighting my urge to just do it. I want some planning before to prevent refactoring the whole app just because a new feature I could think of requires it. On the other hand, I don't want to plan multiple months (spare time) and start that because I have some fear that I will lose my motivation in this time. What I am looking for is a way of combining both without one dominating the other. Should I realize the project in the way of scrum? Should I creating user stories and then realize them? Should I work feature driven? (I have some experience in scrum and the classic "specification to code" way.)

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  • Scrum - how to carry over a partially complete User Story to the next Sprint without skewing the backlog

    - by Nick
    We're using Scrum and occasionally find that we can't quite finish a User Story in the sprint in which it was planned. In true Scrum style, we ship the software anyway and consider including the User Story in the next sprint during the next Sprint Planning session. Given that the User Story we are carrying over is partially complete, how do we estimate for it correctly in the next Sprint Planning session? We have considered: a) Adjusting the number of Story Points down to reflect just the work which remains to complete the User Story. Unfortunately this will mess up reporting the Product Backlog. b) Close the partially-completed User Story and raise a new one to implement the remainder of that feature, which will have fewer Story Points. This will affect our ability to retrospectively see what we didn't complete in that sprint and seems a bit time consuming. c) Not bother with either a or b and continue to guess during Sprint Planning saying things like "Well that User Story may be X story points, but I know it's 95% finished so I'm sure we can fit it in."

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  • Is it a good idea to appoint one of the scrum team member or scrum master as Product Owner?

    - by Sandy
    Lately we had a project, in which client was busy touring. As usual scrum team was formed, management decided to appoint our analyst as Product owner since Client won’t be able to participate actively. Analyst was the one who worked closely with client for requirement analysis and specification drafting. Client doesn’t have the time to review first two releases. Everything went smoothly until, client saw third release; he wasn’t satisfied with some functionalities, and those was introduced by make shift Product Owner (our analyst). We were told to wait till design team finished mock-up of all pages and client checked each one and approved to continue working. Scrum team is there, but no sprints – we finished work almost like classic waterfall method. Is it a good idea to appoint scrum team member or master as product owner? Do we need to follow scrum in the absence of client/product owner participation?

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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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  • What is the next promotion for a scrum master

    - by gnebar
    I'm currently a scrum master. I have been offered a promotion to a role that will allow me to have a wider impact. (more involved in company wide architectural decisions, possible secondment to kick start major projects, etc). The role and title of the job has yet to be decided but my company are open to guidance from me. I'm happy I can mould the role to suit me and the company but I'm unsure about the job title that fits this role. Technical Evangelist has been suggested but i'm not sure that is the correct title. I'm keen to proceed down the technical route. What would you suggest? What other roles do people take after scrum master/technical lead? EDIT: (I am aware that my current role is a mix of a technical lead and scrum master role, but that's how we do it in my company :) )

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  • Pair programming and unit testing

    - by TheSilverBullet
    My team follows the Scrum development cycle. We have received feedback that our unit testing coverage is not very good. A team member is suggesting the addition of an external testing team to assist the core team, but I feel this will backfire in a bad way. I am thinking of suggesting pair programming approach. I have a feeling that this should help the code be more "test-worthy" and soon the team can move to test driven development! What are the potential problems that might arise out of pair programming??

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  • Is hierarchical product backlog a good idea in TFS 2012-2013?

    - by Matías Fidemraizer
    I'd like to validate I'm not in the wrong way. My team project is using Visual Studio Scrum 2.x. Since each area/product has a lot of kind of requirements (security, user interface, HTTP/REST services...), I tried to manage this creating "parent backlogs" which are "open forever" and they contain generic requirements. Those parent backlogs have other "open forever" backlogs, and/or sprint backlogs. For example: HTTP/REST Services (forever) ___ Profiles API (forever) ________ POST profile (forever) _______________ We need a basic HTTP/REST profiles' API to register new user profiles (sprint backlog) Is it the right way of organizing the product backlog? Note: I know there're different points of view and that would be right for some and wrong for others. I'm looking for validation about if this is a possible good practice on TFS with Visual Studio Scrum.

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

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

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  • Are there any arguments that can make a contractor reconsider working on fixed price ?

    - by julien
    I've been working for a contractor who brings in some good projects, but they are all fixed-price and often fixed-time. As a result he always has me making a quote over loose requirements, which never fails to bring a lot of tension due to feature creep. He claims he'd never get a contract if he couldn't agree on a price with his clients first, but as far as I'm concerned I don't wanna go through another project under these terms. Is there any argument I could make to have him pay me by the hour, or should I just suck less at estimating ?

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  • Project Management Techniques (high level)

    - by Sam J
    Our software dev team is currently using kanban for our development lifecycles, and, from the reasonably short experience of a few months, I think it's going quite well (certainly compared to a few months ago when we didn't really have a methodology). Our team, however, is directed to do work defined by project managers (not software project managers, just general business), and they're using the PMBOK methodology. Question is, how does a traditional methodology like PMBOK, Prince2 etc fit with a lean software development methodology like kanban or scrum? Is it just wasting everyone's time as all the requirements are effectively drawn up to start with (although inevitably changed along the way)?

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  • Code review vs pair programming

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

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  • What modelling technique do you use for your continuous design?

    - by d3prok
    Together with my teammates, I'm trying to self-learn XP and apply its principles. We're successfully working in TDD and happily refactoring our code and design. However we're having problems with the overall view of the design of the project. Lately we were wondering what would be the "good" practices for an effective continuous design of the code. We're not strictly seeking the right model, like CRC cards, communication diagrams, etc., instead we're looking for a technique to constantly collaborate on the high level view of the system (not too high though). I'll try to explain myself better: I'm actually interested in the way CRC cards are used to brainstorm a model and I would mix them with some very rough UML diagrams (that we already use). However, what we're looking for are some principles for deciding when, how and how much to model during our iterations. Have you any suggestion on this matter? For example, when your teammates and you know you need a design session and how your meetings work?

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

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

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  • How do you track existing requirements over time?

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

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

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

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  • How to make sprint planning fun

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

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  • 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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  • What happens between sprints?

    - by Steve Bennett
    I'm working on a project loosely following the scrum model. We're doing two week sprints. Something I'm not clear on (and don't have a book to consult) is exactly what is supposed to happen between sprints: there should be some "wrap" process, where the product gets built and delivered, but: how long does this typically take? should the whole team be involved? does it strictly have to finish before developers start working on the next sprint items? is this when code review and testing take place? There are three developers, adding up to about 1 FTE. So the sprints are indeed very short.

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  • Planning Poker and wordy developers

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

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  • 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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  • What to do when there are no logical user stories but separate development tasks?

    - by Alex. S.
    We need to generate a release in 3 weeks, and for the planning we are doing today we don't have coherent logical user stories from the backlog tasks. Is valid to match say each development task is equivalent to an user story? Methodologically what is the correct way of handling this?, because anyway we are going to have standup meetings and we are going to control the progress of the project against those development tasks. For example, we have things like: . Adapt ETL to process numeric lists . Adjust licensing component . Remove DTC and so on. So, for the planning poker and iteration planning is valid to use those tasks? if not, what is the alternative?

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  • .htaccess not loading up on CentOS

    - by matt
    For some reason none of my .htaccess files are loading. What are the common things that make this happen? I can use in httpd.conf, and create it there, but it doesn't read .htaccess files in my directories.

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  • How can my team avoid frequent errors after refactoring?

    - by SDD64
    to give you a little background: I work for a company with roughly twelve Ruby on Rails developers (+/- interns). Remote work is common. Our product is made out of two parts: a rather fat core, and thin up to big customer projects built upon it. Customer projects usually expand the core. Overwriting of key features does not happen. I might add that the core has some rather bad parts that are in urgent need of refactorings. There are specs, but mostly for the customer projects. The worst part of the core are untested (as it should be...). The developers are split into two teams, working with one or two PO for each sprint. Usually, one customer project is strictly associated with one of the teams and POs. Now our problem: Rather frequently, we break each others stuff. Some one from Team A expands or refactors the core feature Y, causing unexpected errors for one of Team B's customer projects. Mostly, the changes are not announced over the teams, so the bugs hit almost always unexpected. Team B, including the PO, thought about feature Y to be stable and did not test it before releasing, unaware of the changes. How to get rid of those problems? What kind of 'announcement technique' can you recommend me?

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