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  • GA UA codes for testing site - set up

    - by Drew
    Anyone know the process for using a GA live UA code to test a site in development. I.e. I have a live site with a GA UA code attached, tracking live traffic data etc e.g. UA-123456. I've been told that there is a way to produce another code associated to the primary code to use on the testing version of my live site e.g. test code could be UA-123457. Can anyone shed some light on this? If not possible should I just set up a completely separate GA account for my testing site?

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  • Branching and Merging Improvements in TFS2010

    - by jehan
    Introducing the concept of “first class branches” is a significant improvement as part of the 2010 release with respect to version control.  Not only does it help to distinguish between folders and branches, but it enables branch visualizations. Let us see improvements in detail. ·         In TFS2008, you don’t know which of the folders are Branches: All folders looks the same, all have the folder icon. Now, In TFS 2010 there is a new icon that shows which of the folder is a Branch.       ·      There is no visual means to manage branches in TFS2008:   You dont have any means to identify which branches are related and the relation type. Now, In TFS 2010 you have visual tools to see the Branches Hierarchy. In order to see a Branch Hierarchy just Right Click the Branch and choose: Branching and Merging –> View Hierarchy     ·         In TFS2008, there is no option to track changes path between the Branches:  If you have made a merge in a Branch you can’t track from which Branch this Merge came from. Now, you have the tools that shows the path of change between the Branches, you can also see where change was added on a timeline.  In order to track a change do the following: Step1: Right click the Branch and click View History   Step 2: Choose a changeset to track and click the “Track Changeset” button.     Step 3: Choose the branches that will be in the view and click “Visualize”. In above visual, you can see that Changesets 108,109,110 and 119 where merged from Main to Release1.0 Branch and then “Release_1.0” Branched to “Dev1.0. Step4: You can also see the Merges on a Timeline by clicking on the “Timeline Tracking” button.   Creating New Branches: In TFS 2010, the creation of branches has been streamlined a bit from the process in 2008.  In 2008, creating a new branch was like every other action in the system – changes were pended on the client, and then checked in to the server. Because of this creating new branch in TFS2008 was time-consuming process.  In TFS2010, the step where changes are pended has been bypassed and now performing the branch creation is entirely on the server.  With this approach, the round trip time for downloading a copy of each file on the branch and then uploading each file again has been eliminated.  Note: In TFS2010, the new branch will be created and committed as a single operation on the server. Pending changes will not be created, it doesn’t require a check-in as it will be carried out as a single operation and it’s not possible to cancel.     Manage Branch Permissions: The properties view for branches is also different than that of ordinary folders or file, containing some metadata for the branch, relationship information, and permissions for the branch. In TFS2008, the users who have checkout and Check-in permissions can create a branch. But, In TFS2010 you can control the permissions for Branches using Manage Branch permissions.   Reparent option in TFS2010: In TFS2008, if we have two branches which don’t have parent-child relation and we want perform merge between these two branches then we have to perform baseless merge using tf.exe command line. I have two branches Release_1.0 and Dev1.0_F2 which don’t have any relation between them, that’s why when I click on merge option in Release_1.0, in Target Branch it’s not showing Dev1.0_F2 branch to perform the merges.     Let us see what can we do for this in TFS2010, first perform a TFS baseless merge to establish a relationship between the parent branch and the child branches.  It will only merge the folder, not its contents. TFS baseless merges are performed via the command line using VS2010 command prompt and do the following:   tf merge /baseless <ParentBranch> <childBranch> Check in your pending changes. It will create the link between the branches but the relationships are still not completed.  Now, select the child branch in Source Control Explorer and from the File menu choose Source Control –> Branching and Merging –> Reparent.      In the dialog box,  choose the appropriate branch as the new parent.   Click Reparent and then go to parent branch and click merge. Now, will see that in Target Branch option Dev1.0_F2 branch is added.         Converting Folders to Branches and Branches to Folders: You can convert any Folder as Branch from Context Menu by performing right click on the folderàBranching and MergingàConvert to Branch. In similar way, you can convert the Branches to Folder using Convert to Folder option available in File Menu (FileàSource ControlàBranching and MergingàConvert to Branch). This option is not available in context menu.

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  • Inserting multiple links to one image in Confluence

    - by Simon
    I am setting up a Wiki in Confluence v3.5.1 I have added a visio diagram (JPG) to a page (this diagram will take up most of the page) - This diagram depicts the workflow between developers and support and clients. I envisage users being able to click on different parts of the diagram and it to open up child pages with more details about that particular process (with videos on 'how-to' do that specific task, like log issues in Jira) However, from what I can see, there is no way from the Confluence editor to add multiple links to the one image, right? I looked at Anchors, but this does not look like it will do the job. So, what is the best option? I remember Dreamweaver having these sorts of tools built in, and there appears to be other utilities that can help put in image map HTML tags, but I cannot see a way of easily editing the HTML in Confluence editor. Also worried about the headache this could cause with managing future changes of the page.

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  • Remote install of Ubuntu Server

    - by David Walker
    Hi all, I have a machine located 500 miles away that's running Ubuntu 8.04. I figure it's just about time that I upgrade to the latest LTS. However, there's a software raid (md_raid) in there, and I'm afraid that just a dist-upgrade when I switch over the sources.list will end with catastrophic failure. Like a panic on boot that the raid'd disk can't be read, or something else. First, hoping that's not the case, however, if it ends up happening I'm wondering if there's a means of having someone drop in a Ubuntu 10.04 server install disk, and flip on ssh, and some means for me to hop on and re-run the installer remotely. Is this feasible? If so, what would one need to do aside run apt-get install ssh on the target machine? I do have friends who can be in front of the target machine to initiate the process, just not execute it out.

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  • Qt Certification Exams

    - by karlphillip
    I'm wondering about doing a Qt Certification Exam this year, but I'm not 100% sure the investment is worth. I'm considering it because I think it could be a nice + on my resume, and as you know, I'm all for improving my software engineer persona. As I already earn a BSc and MSc degrees in computer stuff, I guess I see the certification process as some kind of adventure. Anyway, I know I'll spend a lot of time preparing myself for the exam and I just wanted to know if a Qt certification is worth the effort. Apparently there are 2 certificates that you can get in the Qt world: Nokia Certified Qt Developer (basic) Nokia Certified Qt Specialist (advanced) Nowadays I build cross-platform software in C++ and this exam would fit beautifully in my resume. My main concern is that, given the obscure future of Qt, I might be throwing time and money out the window. I'm looking for some advice regarding the usefulness of such certifications.

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  • Employee Engagement Q&A with John Brunswick

    - by Kellsey Ruppel
    As we are focusing this week on Employee Engagement, I recently sat down with industry expert and thought leader John Brunswick on the topic. Here is the Q&A dialogue we shared.  Q: How do you effectively engage employees to drive business value?A: Motivation, both extrinsic and intrinsic, combined with the relevancy of various channels to support it.  Beyond chaining business strategies like compensation models within an organization, engagement ultimately is most successful when driven by employee's motivations.  Business value derived from engagement through technical capabilities can be objectively measured through metrics like the rate and accuracy of problem solving for a given business function or frequency of innovation created.  Providing employees performing "knowledge work" with capabilities that allow them to perform work with a higher degree of accuracy in the same or ideally less time, adds value for that individual and in turn, drives their level of engagement to drive business value. Q: Organizations with high levels of employee engagement outperform the total stock market index by 22%. Can you comment on why you think this might be? A: Alignment through shared purpose.  Zappos is an excellent example of a culture that arguably has higher than average levels of employee engagement and it permeates every aspect of their organization – embodied externally through their customer experience.  I recently made my first purchase with them and it was obvious through their web experience, visual design, communication style, customer service and attention to detail down to green packaging, that they have an amazingly strong shared purpose.  The Zappos.com ‘About page’ outlines their "Family Core Values", the first three being "Deliver WOW Through Service, Embrace and Drive Change & Create Fun and A Little Weirdness" – all reflected externally in my interaction with them.  Strong shared purpose enables higher product and service experience, equating to a dedicated customer base, repeat purchases and expanded marketshare. Q: Have you seen any trends in the market regarding employee engagement? A: Some companies now see offering a form of social engagement similar to Facebook and LinkedIn as standard communication infrastructure like email or instant messaging.  Originally offered as standalone tools, the value is now seen when these capabilities are offered in an integrated fashion in the context of business entities.  An emerging area of focus is around employee activities related to their organization on external social platforms, implicitly creating external communities with employees acting on behalf of the brand and interacting with each other (e.g. Twitter).  Companies have reached a formal understand that this now established communication medium requires strategies allowing employees to engage.  I have personally met colleagues from Oracle, like Oracle User Experience Director Ultan O'Broin (@ultan), via Twitter before meeting first through internal channels. Q: Employee engagement is important, but what about engaging customers and partners? A: The last few years we have witnessed an interesting evolution from the novelty of self-service to expectations of "intelligent" self-service.  From a consumer standpoint, engagement can end up being a key differentiator, especially in mature markets.  Customers that perform some level of interaction with a brand develop greater affinity for the brand and have a greater probability of acting as an advocate.  As organizations move toward a model of deeper engagement, they must ensure that their business is positioned to support deeper relationships, offering potentially greater transparency. From a partner standpoint greater engagement can lead to new types of business opportunities, much in the way that Amazon.com offers a unified shopping experience that can potentially span various vendors.  This same model can be extended to blending services and product delivery models, based on a closeness not easily possible before increased capability of engagement mechanisms. Q: What types of solutions are available to successfully deliver employee engagement? A: Solutions enabling higher levels of engagement do so on the basis of relevancy.  This relevancy is generally supported by aspects of content management, social collaboration, business intelligence, portal and process management technologies.  These technologies can help deliver an experience tailored to a given role or process within an organization that applies equally to work that is structured or unstructured, appearing in the form of functionality as simple as an online employee directory search, knowledge communities supported by social collaboration, as well as more feature rich business intelligence dashboards and portals. Looking to learn more about how to effectively engage your employees? Check out this webcast, or read more from John Brunswick. 

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  • The Basics of Project Management / Software Development

    - by Sam
    It suddenly struck me today that I have never developed any large application or worked with a team of programmers, and so am missing out a lot - both in terms of technical knowledge and the social-fun part of it. And I would like to rectify that - an idea is to start an open source group by training college students (for no charge) and developing some open source application with them. Please give me some basic advice on the whole process of how to (1) plan and (2) manage projects in a team. What new skill sets would you recommend? (I have read joel on software and 37 Signals, and got many insightful tips from them. But I'd like a little more technical knowledge ...) Background (freelancer, past 4+ years) - Computer engineer graphic / web designer online marketing moved on to programming in PHP, Perl, Python did Oracle DBA OCP training to understand DB's current self-assigned title - web application developer.

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  • Project Coin: JSR 334 has a Proposed Final Draft

    - by darcy
    Reaching nearly the last phase of the JCP process, JSR 334 now has a proposed final draft. There have been only a few refinements to the specification since public review: Incorporated language changes into JLS proper. Forbid combining diamond and explicit type arguments to a generic constructor. Removed unusual protocol around Throwable.addSuppressed(null) and added a new constructor to Throwable to allow suppression to be disabled. Added disclaimers that OutOfMemoryError, NullPointerException, and ArithmeticException objects created by the JVM may have suppression disabled. Added thread safely requirements to Throwable.addSuppressed and Throwable.getSuppressed. Next up is the final approval ballot; almost there!

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  • Can't install fglrx on Kernel 3.11.0-12

    - by byf-ferdy
    I'm running Ubuntu Gnome 13.10 on a Sony Vaio laptop. I tried to install the newest fglrx driver from the cchtml.com guide but no matter which version I use (13.4 or even 13.9) the installation of the generated .debs fails with this message: Error! Bad return status for module build on kernel: 3.11.0-12-generic (x86_64) This seems to be a confirmed bug on launchpad. Currently I'm running the Radeon SI driver but I really need some 3D acceleration. What is there I can do to install any version of fglrx correctly or to speed up the bug-fixing-process? How long does the fixing of these bugs usually take?

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  • Update Manager is in Launcher and Alt-Tab list, but I can't switch to it

    - by Jeff
    The Update Manager recently started itself and found two updates. I can tell by the icon in the launcher. The icon has a (2) on it and a little white arrow saying the application is running. I can also see the update-manager process in a 'ps -A' list. Alt-Tab also shows the Update Manager. The problem is I can't get Update Manager to show up. If I click on the icon or Alt-Tab to it, nothing happens. I've never had any issues starting it manually, but when it starts on it's own after finding an update, I can't switch to it. What can I try to make this work better?

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  • What should be the minimal design/scope documentation before development begins?

    - by Oliver Hyde
    I am a junior developer working on my own in the programming aspect of projects. I am given a png file with 5-6 of the pages designed, most times in specific detail. From this I'm asked to develop the back end system needed to maintain the website, usually a cataloging system with products, tags and categories and match the front end to the design. I find myself in a pickle because when I make decisions based on assumptions about the flow of the website, due to a lack of outlining details, I get corrected and am required to rewrite the code to suit what was actually desired. This process happens multiple times throughout a project, often times on the same detail, until it's finally finished, with broken windows all through it. I understand that projects have scope creep, and can appreciate that I need to plan for this, but I feel that in this situation, I'm not receiving enough outlining details to effectively plan for the project, resulting in broken code and a stressed mind. What should be the minimal design/scope documentation I receive before I begin development?

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  • Limiting Audit Exposure and Managing Risk – Q&A and Follow-Up Conversation

    - by Tanu Sood
    Thanks to all who attended the live ISACA webcast on Limiting Audit Exposure and Managing Risk with Metrics-Driven Identity Analytics. We were really fortunate to have Don Sparks from ISACA moderate the webcast featuring Stuart Lincoln, Vice President, IT P&L Client Services, BNP Paribas, North America and Neil Gandhi, Principal Product Manager, Oracle Identity Analytics. Stuart’s insights given the team’s role in providing IT for P&L Client Services and his tremendous experience in identity management and establishing sustainable compliance programs were true value-add at yesterday’s webcast. And if you are a healthcare organization looking to solve your compliance and security challenges, we recommend you join us for a live webcast on Tuesday, November 29 at 10 am PT. The webcast will feature experts from Kaiser Permanente, PricewaterhouseCoopers and Oracle and the focus of the discussion will be around the compliance challenges a healthcare organization faces and best practices for tackling those. Here are the details: Healthcare IT News Webcast: Managing Risk and Enforcing Compliance in Healthcare with Identity Analytics Tuesday, November 29, 201110:00 a.m. PT / 1:00 p.m. ET Register Today The ISACA webcast replay is now available on-demand and the slides are also available for download. Since we didn’t have time to address all the questions we received during the live Q&A portion of the webcast, we have captured responses to the remaining questions here. Please continue to provide us your feedback and insights from your experience in deploying identity compliance solutions. Q. Can you please clarify the mechanism utilized to populate the Identity Warehouse from each individual application's access management function / files? A. Oracle Identity Analytics (OIA) supports direct imports from applications. Data collection is based on Extract, Transform and Load (ETL) that eliminates the need to write connectors to different applications. Oracle Identity Analytics’ import engine supports complex entitlement feeds saved as either text files or XML. The imports can be scheduled on a periodic basis or triggered as needed. If the applications are synchronized with a user provisioning solution like Oracle Identity Manager, Oracle Identity Analytics has a seamless integration to pull in data from Oracle Identity Manager. Q.  Can you provide a short summary of the new features in your latest release of Oracle Identity Analytics? A. Oracle recently announced availability of enhanced Oracle Identity Analytics. This release focused on easing the certification process by offering risk analytics driven certification, advanced certification screens, business centric views and significant improvement in performance including 3X faster data imports, 3X faster certification campaign generation and advanced auto-certification features, that  will allow organizations to improve user productivity by up to 80%. Closed-loop risk feedback and IT policy monitoring with Oracle Identity Manager, a leading user provisioning solution, allows for more accurate certification reviews. And, OIA's improved performance enables customers to scale compliance initiatives supporting millions of user entitlements across thousands of applications, whether on premise or in the cloud, without compromising speed or integrity. Q. Will ISACA grant a CPE credit for attending this ISACA-sponsored webinar today? A. From ISACA: Hello and thank you for your interest in the 2011 ISACA Webinar Program!  Unfortunately, there are no CPEs offered for this program, archived or live.  We will be looking into the feasibility of offering them in the future.  Q. Would you be able to use this to help manage licenses for software? That is to say - could it track software that is not used by a user, thus eliminating the software license? A. OIA’s integration with Oracle Identity Manager, a leading user provisioning solution, allows organizations to detect ghost accounts or unused accounts via account reconciliation. Based on company’s policies, this could trigger an automated workflow for account deletion or asking for further investigation. Closed-loop feedback between the two solutions would then allow visibility into the complete audit trail of when the account was detected, the action taken, by whom, when and the current status. Q. We have quarterly attestations and .xls mechanisms are not working. Once the identity data is correlated in Identity Analytics, do you then automate access certification? A. OIA’s identity warehouse analyzes and correlates identity data across various resources that allows OIA to determine a user’s risk profile, who the access review request should go to, along with all the relevant access details of the user. The access certification manager gets notification on what to review, when and the relevant data is presented in a business friendly screen. Based on the result of the access certification process, actions are triggered and results recorded and archived. Access review managers have visual risk indicators that also allow them to prioritize access certification tasks and efforts. Q. How does Oracle Identity Analytics work with Cloud Security? A. For enterprises looking to build their own cloud(s), Oracle offers a set of security services that cloud developers can leverage including Oracle Identity Analytics.  For enterprises looking to manage their compliance requirements but without hosting those in-house and instead having a hosting provider offer managed Identity Management services to the organizations, Oracle Identity Analytics can be leveraged much the same way as you’d in an on-premise (within the enterprise) environment. In fact, organizations today are leveraging Oracle Identity Analytics to manage identity compliance in both these ways. Q. Would you recommend this as a cost effective solution for a smaller organization with @ 2,500 users? A. The key return-on-investment (ROI) on Oracle Identity Analytics is derived from automating compliance processes thereby eliminating administrative overhead, minimizing errors, maintaining cost- and time-effective sustainable compliance processes and minimizing audit exposures and penalties.  Of course, there are other tangible benefits that are derived from an Oracle Identity Analytics implementation as outlined in the webcast. For a quantitative analysis of your requirements and potential ROI calculation, we recommend you refer to the Forrester Study on Total Economic Impact of Oracle Identity Analytics. For an in-person discussion, please email Richard Caldwell.

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  • What is the *correct* term for a program that makes use of multiple hardware processor cores?

    - by Ryan Thompson
    I want to say that my program is capable of splitting some work across multiple CPU cores on a single system. What is the simple term for this? It's not multi-threaded, because that doesn't automatically imply that the threads run in parallel. It's not multi-process, because multiprocessing seems to be a property of a computer system, not a program. "capable of parallel operation" seems too wordy, and with all the confusion of terminology, I'm not even sure if it's accurate. So is there a simple term for this?

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  • OBIEE 11.1.1 - Tips for In-place Upgrade from 11.1.1.6 to 11.1.1.7.x

    - by Ahmed Awan
    Tips: – Use the Test to Production (T2P) / cloning process (movement scripts). For example: – Clone up the existing 11.1.1.6 environment.– Move the cloned copy to the new location / host (same 11.1.1.6.0 version at this point).– Patch new location / host (11.1.1.6) to the 11.1.1.7 level.– Switch to Production. – How to use movement scripts for OBIEE: 20.1 Introduction to the Movement Scripts , for details refer to: http://docs.oracle.com/cd/E29542_01/core.1111/e10105/clone.htm#CACHFECE 21.4.7.1 Moving Oracle Business Intelligence to a New Target Environment, for details refer to: http://docs.oracle.com/cd/E29542_01/core.1111/e10105/testprod.htm#CHDIAEFA http://docs.oracle.com/cd/E29542_01/core.1111/e10105/testprod.htm#BABGJGCF – Perform in-place upgrade to 11.1.1.7.0 using manual steps / Upgrade wizard, refer to: http://docs.oracle.com/cd/E28280_01/upgrade.1111/e16452/bi_plan.htm#BABECJJH

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  • How to restore the icon of firefox (or any other program)

    - by Santosh
    Ubuntu 11.10 came with Firefox 7.x.x so I downloaded the Firefox 12 from its site. I did following to install this Extracted the archive. Put that extracted folder into /usr/lib/, the location was something like /usr/lib/firefox-12.0/. At this point of time I was having 2 firefox versions, so I deleted the older one (/usr/lib/firefox-7.x.x) Next I made a link of the firefox executable (/usr/lib/firefox-12.0/firefox) and place that into /usr/bin replacing the older one. During this process I didn't touched/removed from launcher bar. There was no problem in to launch firefox from the old icon from the launcher, I checked the version in about and it was 12. But as soon as I restarted the system I got the following results. Now how can I restore the icons?

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  • Cool Cleaner for Android Makes Cache and History Wiping a Snap

    - by Jason Fitzpatrick
    Cool Cleaner for Android is a free application that consolidates the process of clearing the varies caches and histories on your Android dead-simple wiping. If you frequently clear the cache and history files for applications on your phone, Cool Cleaner will save you a ton of time. Rather than navigating to various applications and sub-menus to clear out the cache and the history, Cool Cleaner acts as a dashboard for all your apps. From the History and Cache tabs in the app you can wipe everything from your outgoing call log to your Market search history and more. If the app has a history file or cache you can wipe it from Cool Cleaner–including non-stock apps like Facebook, TweetDeck, game apps, etc. Cool Cleaner is a free ad-supported application. Hit up the link below to read more and grab a copy. Cool Cleaner [Android Market via Addictive Tips] How To Make a Youtube Video Into an Animated GIFHTG Explains: What Are Character Encodings and How Do They Differ?How To Make Disposable Sleeves for Your In-Ear Monitors

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  • Bootcamps im November in München

    - by A&C Redaktion
    Oracle Business Process Management Suite 11g (BPM) – Technisches Training Hands-on Workshop für Presalesmitarbeiter und Implementierer Der Schwerpunkt des Kurses liegt auf der Entwicklung von Prozessen in der Entwicklungsumgebung für die BPM Suite 11g, dem JDeveloper 11g. Die modellierten Prozesse werden am Ende zur Ausführung gebracht und über den Oracle Enterprise Manager überwacht. 14.-15.11.2012, 10:00-17:00 Uhr – MünchenReferenten: Gerd Schüssler, Evgenia RosaOracle Service Orientierte Architektur Suite 11g (SOA) – Technisches TrainingHands-on Workshop für Presalesmitarbeiter und Implementierer Der Schwerpunkt des Bootcamps liegt auf der Integration der wichtigsten SOA Komponenten zusammen mit einer Einführung in verwandte Konzepte. Praktische Kursanteile helfen dabei die gesamte Implementierung zu verstehen und zeigen wie die Oracle SOA Suite 11g Komponenten konfiguriert und eingesetzt werden können. 28.-30.11.2012, 10:00-17:00 Uhr – MünchenReferenten: Kersten Mebus, Marcel Amende

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  • How to convincing Programmers that 'being in the zone' [coding] isn't always beneficial for the project?

    - by hawkeye
    In this book review: http://books.slashdot.org/story/11/06/13/1251216/Book-Review-The-Clean-Coder?utm_source=slashdot&utm_medium=twitter Chapter 4 talks about the coding process itself. One of the hardest statements the book makes here is to stay out of "the zone" when coding. Bob asserts that you lose parts of the big picture when you go down to that level. While I may struggle with that assertion, I do agree with his next statement that debugging time is expensive, so you should avoid having to do debugger-driven development whenever possible. He finishes the chapter with examples of pacing yourself (walking away, taking a shower) and how to deal with being late on your projects (remembering that hope is not a plan, and being clear about the impact of overtime) along with a reminder that it is good to both give and receive help, whether it be small questions or mentoring others. they talk about how 'being in the zone' - can actually be detrimental to the project. How do you convince your team members that this is the case?

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  • Cowboy Agile?

    - by Robert May
    In a previous post, I outlined the rules of Scrum.  This post details one of those rules. I’ve often heard similar phrases around Scrum that clue me in to someone who doesn’t understand Scrum.  The phrases go something like this: “We don’t do Agile because the idea of letting people just do whatever they want is wrong.  We believe in a more structured approach.” (i.e. Work is Prison, and I’m the Warden!) “I love Agile.  Agile lets us do whatever we want!” (Cowboy Agile?) “We’re Agile, but we use a process that I’ve created.” (Cowboy Agile?) All of those phrases have one thing in common:  The assumption that Agile, and I mean Scrum, lets you do whatever you want.  This is simply not true. Executing Scrum properly requires more dedication, rigor, and diligence than happens in most traditional development methods. Scrum and Waterfall Compared Since Scrum and Waterfall are two of the most commonly used methodologies, a little bit of contrasting and comparing is in order. Waterfall Scrum A project manager defines all tasks and then manages the tasks that team members are working on. The team members define the tasks and estimates of the stories for the current iteration.  Any team member may work on any task in the iteration. Usually only a few milestones that need to be met, the milestones are measured in months, and these milestones are expected to be missed.  Little work is ever done to improve estimates and poor estimators can hide behind high estimates. Stories must be delivered every iteration, milestones are measured in hours, and the team is expected to figure out why their estimates were wrong, even when they were under.  Repeated misses can get the entire team fired. Partially completed work is normal. Partially completed work doesn’t count. Nobody knows the task you’re working on. Everyone knows what you’re working on, whether or not you’re making progress and how much longer you think its going to take, in hours. Little requirement to show working code.  Prototypes are ok. Working code must be shown each iteration.  No smoke and mirrors allowed.  Testing is done in lengthy cycles at the end of development.  Developers aren’t held accountable. Testing is part of the team.  If the testers don’t accept the story as complete, the team can’t count it.  Complete means that the story’s functionality works as designed.  The team can’t have any open defects on the story. Velocity is rarely truly measured and difficult to evaluate. Velocity is integral to the process and can be seen at a glance and everyone in the company knows what it is. A business analyst writes requirements.  Designers mock up screens.  Developers hide behind “I did it just like the spec doc told me to and made the screen exactly like the picture” Developers are expected to collaborate in real time.  If a design is bad or lacks needed details, the developers are required to get it right in the iteration, because all software must be functional.  Designers and Business Analysts are part of the team and must do their work in iterations slightly ahead of the developers. Upper Management is often surprised.  “You told me things were going well two months ago!” Management receives updates at the end of every iteration showing them exactly what the team did and how that compares to what' is remaining in the backlog.  Managers know every iteration what their money is buying. Status meetings are rare or don’t occur.  Email is a primary form of communication. Teams coordinate every single day with each other and use other high bandwidth communication channels to make sure they’re making progress.  Email is used only as a last resort.  Instead, team members stand up, walk to each other, and talk, face to face.  If that’s not possible, they pick up the phone. IF someone asks what happened, its at the end of a lengthy development cycle measured in months, and nobody really knows why it happened. Someone asks what happened every iteration.  The team talks about what happened, and then adapts to make sure that what happened either never happens again or happens every time.   That’s probably enough for now.  As you can see, a lot is required of Scrum teams! One of the key differences in Scrum is that the burden for many activities is shifted to a group of people who share responsibility, instead of a single person having responsibility.  This is a very good thing, since small groups usually come up with better and more insightful work than single individuals.  This shift also results in better velocity.  Team members can take vacations and the rest of the team simply picks up the slack.  With Waterfall, if a key team member takes a vacation, delays can ensue. Scrum requires much more out of every team member and as a result, Scrum teams outperform non-Scrum teams working 60 hour weeks. Recommended Reading Everyone considering Scrum should read Mike Cohn’s excellent book, User Stories Applied. Technorati Tags: Agile,Scrum,Waterfall

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  • What is the best policy for allowing clients to change email?

    - by Steve Konves
    We are developing a web application with a fairly standard registration process which requires a client/user to verify their email address before they are allowed to use the site. The site also allows users to change their email address after verification (with a re-type email field, as well). What are the pros and cons of having the user re-verify their email. Is this even needed? EDIT: Summary of answers and comments below: "Over-verification annoys people, so don't use it unless critical Use a "re-type email" field to prevent typos Beware of overwriting known good data with potentially good data Send email to old for notification; to new for verification Don't assume that the user still has access to the old email Identify impact of incorrect email if account is compromised

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  • Download the Mountain Views from Romania Theme for Windows 7 and 8

    - by Asian Angel
    Are you ready to add some serene and beautiful mountain scenery to your desktop? Then you will definitely want to grab a copy of the Mountain Views from Romania Theme for Windows 7 and 8. The theme comes with five wonderful images from photographer Mihai Despan to add a peaceful mood to your favorite computer. Special Note: The photos in the theme do not contain the black strip shown in the image above. Those were ‘added’ during the image editing process for our post. Uncovering Artists Through Windows Themes – Mihai Despan [7 Tutorials] Why Enabling “Do Not Track” Doesn’t Stop You From Being Tracked HTG Explains: What is the Windows Page File and Should You Disable It? How To Get a Better Wireless Signal and Reduce Wireless Network Interference

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  • Friday Fun: Swap It ET (Gears Game)

    - by Asian Angel
    This week’s game presents you with multiple puzzles to solve, each more challenging than the last. Throw in moving gears to muddle up the visual process and you have your hands full as you work to solve each one. Can you do it or will you be forced to give up in defeat? Why Does 64-Bit Windows Need a Separate “Program Files (x86)” Folder? Why Your Android Phone Isn’t Getting Operating System Updates and What You Can Do About It How To Delete, Move, or Rename Locked Files in Windows

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  • Silverlight TV 24: eBays Silverlight 4 Simple Lister Application

    John grabs a few minutes with Dave Wolf of Cynergy to talk about the eBay Simple Lister application, one of the first publicly available Silverlight 4 out of browser applications. Dave discusses the process of how designing and developing the Silverlight 4 application was simplified using SketchFlow, Blend, and Visual Studio tools. The application is pretty slick, and you can check it out now via the link below! Relevant links: John's Blog and on Twitter (@john_papa) Cynergy Get the...Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • How To Delete, Move, or Rename Locked Files in Windows

    - by Chris Hoffman
    Windows won’t allow you to modify files that open programs have locked. if you try to delete a file and see a message that it’s open in a program, you’ll have to unlock the file (or close the program). In some cases, it may not be clear which program has locked a file – or a background process may have locked a file and not terminated correctly. You must unlock the stubborn file or folder to modify it. Note: Unlocking certain files and deleting them may cause problems with open programs. Don’t unlock and delete files that should remain locked, including Windows system files. How To Delete, Move, or Rename Locked Files in Windows HTG Explains: Why Screen Savers Are No Longer Necessary 6 Ways Windows 8 Is More Secure Than Windows 7

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  • Breaking up the Workday– Overcoming the Workaholic Syndrome

    - by dwahlin
    Hi, my name’s Dan Wahlin and I’m a workaholic – I admit it. It’s good from the standpoint that I get a lot done but it also has a lot of cons associated with it as well that I’m not proud of. I literally can’t watch TV without feeling like I should be doing something more productive (although I have no problem going to see movies at a theater or watching sporting events – that’s my escape I guess). On vacation it’s sometimes difficult the first few days to just “let go” of work and enjoy the time with my family. I always feel like I should be checking email and following up with different business projects. Fortunately, my wife knows me really well after 17 years of marriage and “gently” restricts my usage of laptops and other gadgets while we’re out. She also reminds me that constantly burying my face in gadgets just isn’t cool and shows a distinct lack of self control. On a given day I typically put in between 12 (at a minimum) up to 16-18 hours working on projects. My company does .NET consulting (ASP.NET/jQuery, SharePoint and Silverlight) but we also do a lot in the training space so there’s always a client project, some new courseware or some other deliverable that has to be worked on. My normal process for handling that is to just work my butt off and see how much I can get done. That process has worked well for a long time but when you start realizing that your happiness comes from how much work you accomplished that day then you have a problem. That’s especially true if you have kids (which I do….two awesome boys). It’s almost as if working more hours feels like I’m more successful or something which is of course ridiculous. It may actually mean that I’m too distracted or disorganized. Lately I’ve realized that while I’m still productive and always meet my deadlines, I’m really burnt out by the afternoon and have lost some of the excitement I used to have. Part of that’s normal I think given that I’ve been doing this for close to 15 years now, but in thinking through it more I realized that I just need to get away from the desk and take a break. By far, the happiest time of my life was my childhood. Part of that was due to having awesome parents, having far less responsibility (a big factor I suspect), being able to hang-out with friends at school, playing sports, games, etc. but I think a big part of the overall happiness came from being outside a lot. I lived on my bike as a little kid and as I grew up I shared time between riding an ATV all over the place, shooting hoops on the basketball court, playing golf and working on a golf course (all outside work of course).  Being a software developer and trainer I generally spend 95% or more of my day indoors and only see the sun when driving from place to place or by looking out the window (that’s sad because I live in a suburb of Phoenix, AZ where it’s nearly always sunny). I haven’t looked into any scientific studies on the matter, but I’d be willing to bet there’s a direct correlation between overall productivity/happiness and being outside some throughout the day (sunny or not). But, I wasn’t sure what to do about it since I do have a lot of deadlines I need to meet after all. While talking with my wife last night I mentioned how I feel like I’m in a rut and want to get the “fun” back that I used to have. She immediately said that I need to start making time for breaks (a real quick fact – she’s a lot smarter than me and nearly always right). Of course my first thought was that I’d be less productive taking breaks. If I spend 2 hours just relaxing then I’m losing 2 hours of work. But, I thought about it more and realized that I’m probably less productive when I work 10+ hours and only take less than 30 minutes for a lunch break to relax a little. I bet my brain is screaming, “Please let me relax a little so I can figure out these problems you’re trying to resolve!”. So, starting today I’m going to try to break the workaholic habit and spend time outside of the office. That could mean sitting around outside, working out, golfing, or whatever. I’ve decided that no gadgets are allowed during that time and that I shouldn’t work for more than 4 hours straight without taking a break. I have no idea how my little “break the workaholic syndrome” experiment will go or how long it will last, but I’d be very interested in hearing from others on how they keep fresh and focused without working yourself to death. If you have any specific ideas, techniques or practices you follow please share them. There’s a lot more to life than work and some of us (and I’m thinking of myself specifically) need to take a long, hard look at what kind of balance we currently have. I’d hate to look back at my life when I’m 80 years old and say, “The only thing I did was work – I missed out on life!”.

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