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  • What do you do if you reach a design dead-end in evolutionary methods like Agile or XP?

    - by Dipan Mehta
    As I was reading Martin Fowler's famous blog post Is Design Dead?, one of the striking impressions I got is that given the fact that in Agile Methodology and Extreme Programming, the design as well as programming is evolutionary, there are always points where things need to get refactored. It may be possible that when a programmer's level is good, and they understand design implications and don't make critical mistakes, the code continues to evolve. However, in a normal context, what is the ground reality in this context? In a normal day given some significant development goes into product, and when critical change occurs in requirement isn't it a constraint that how much ever we wish, fundamental design aspects cannot be modified? (without throwing away major part of the code). Is it not quite likely that one reaches dead-end on any further possible improvement on design and requirements? I am not advocating any non-Agile practice here, but I want to know from people who practice agile or iterative or evolutionary development methods, as for their real experiences. Have you ever reached such dead-ends? How have you managed to avoid it or escaped it? Or are there measures to ensure that design remains clean and flexible as it evolves?

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  • In agile environment, how is bug tracking and iteration tracking consolidated.

    - by DXM
    This topic stemmed from my other question about management-imposed waterfall-like schedule. From the responses in the other thread, I gathered this much about what is generally advised: Each story should be completed with no bugs. Story is not closed until all bugs have been addressed. No news there and I think we can all agree with this. If at a later date QA (or worse yet a customer) finds a bug, the report goes into a bug tracking database and also becomes a story which should be prioritized just like all other work. Does this sum up general handling of bugs in agile environment? If yes, the part I'm curious about is how do teams handle tracking in two different systems? (unless most teams don't have different systems). I've read a lot of advice (including Joel's blog) on software development in general and specifically on importance of a good bug tracking tool. At the same time when you read books on agile methodology, none of them seem to cover this topic because in "pure" agile, you finish iteration with no bugs. Feels like there's a hole there somewhere. So how do real teams operate? To track iterations you'd use (whiteboard, Rally...), to track bugs you'd use something from another set of products (if you are lucky enough, you might even get stuck with HP Quality Center). Should there be 2 separate systems? If they are separate, do teams spend time creating import/sync functionality between them? What have you done in your company? Is bug tracking software even used? Or do you just go straight to creating a story?

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  • Using Definition of Done to Drive Agile Maturity

    - by Dylan Smith
    I’ve been an Agile Coach at a lot of different clients over the years, and I want to share an approach I use to help them adopt and mature over time. It’s important to realize that “Agile” is not a black/white yes/no thing. Teams can be varying degrees of agile. I think of this as their agile maturity level. When I coach teams I want them to start out being a little agile, and get more agile as they mature. The approach I teach them is to use the definition of done as a technique to continuously improve their agile maturity over time. We’re probably all familiar with the concept of “Done Done” that represents what *actually* being done a feature means. Not just when a developer says he’s done right after he writes that last line of code that makes the feature kind-of work. Done Done means the coding is done, it’s been tested, installers and deployment packages have been created, user manuals have been updated, architecture docs have been updated, etc. To enable teams to internalize the concept of “Done Done”, they usually get together and come up with their Definition of Done (DoD) that defines all the activities that need to be completed before a feature is considered Done Done. The Done Done technique typically is applied only to features (aka User Stories). What I do is extend this to apply to several concepts such as User Stories, Sprints, Releases (and sometimes Check-Ins). During project kick-off I’ll usually sit down with the team and go through an exercise of creating DoD’s for each of these concepts (Stories/Sprints/Releases). We’ll usually start by just brainstorming a bunch of activities that could end up in these various DoD’s. Here’s some examples: Code Reviews StyleCop FxCop User Manuals Updated Architecture Docs Updated Tested by QA Tested by UAT Installers Created Support Knowledge Base Updated Deployment Instructions (for Ops) written Automated Unit Tests Run Automated Integration Tests Run Then we start by arranging these activities into the place they occur today (e.g. Do you do UAT testing only once per release? every sprint? every feature?). If the team was previously Waterfall most of these activities probably end up in the Release DoD. An extremely mature agile team would probably have most of these activities in the DoD for the User Stories (because an extremely mature agile team will probably do continuous deployment and release every story). So what we need to do as a team, is work to move these activities from their current home (Release DoD) down into the Sprint DoD and eventually into the User Story DoD (and maybe into the lower-level Check-In DoD if we decide to use that). We don’t have to move them all down to User Story immediately, but as a team we figure out what we think we’re capable of moving down to the Sprint cycle, and Story cycle immediately, and that becomes our starting DoD’s. Over time the team makes an effort to continue moving activities down from Release->Sprint->Story as they become more agile and more mature. I try to encourage them to envision a world in which they deploy to production as each User Story is completed. They would need to be updating User Manuals, creating installers, doing UAT testing (typical Release cycle activities) on every single User Story. They may never actually reach that point, but they should envision that, and strive to keep driving the activities down closer to the User Story cycle s they mature. This is a great technique to give a team an easy-to-follow roadmap to mature their agile practices over time. Sure there’s other aspects to maturity outside of this, but it’s a great technique, that’s easy to visualize, to drive agility into the team. Just keep moving those activities (aka “gates”) down the board from Release->Sprint->Story. I’ll try to give an example of what a recent client of mine had for their DoD’s (this is from memory, so probably not 100% accurate): Release Create/Update deployment Instructions For Ops Instructional Videos Updated Run manual regression test suite UAT Testing In this case that meant deploying to an environment shared across the enterprise that mirrored production and asking other business groups to test their own apps to ensure we didn’t break anything outside our system Sprint Deploy to UAT Environment But not necessarily actually request UAT testing occur User Guides updated Sprint Features Video Created In this case we decided to create a video each sprint showing off the progress (video version of Sprint Demo) User Story Manual Test scripts developed and run Tested by BA Deployed in shared QA environment Using automated deployment process Peer Code Review Code Check-In Compiled (warning-free) Passes StyleCop Passes FxCop Create installer packages Run Automated Tests Run Automated Integration Tests PS – One of my clients had a great question when we went through this activity. They said that if a Sprint is by definition done when the end-date rolls around (time-boxed), isn’t a DoD on a sprint meaningless – it’s done on the end-date regardless of whether those other activities are complete or not? My answer is that while that statement is true – the sprint is done regardless when the end date rolls around – if the DoD activities haven’t been completed I would consider the Sprint a failure (similar to not completing what was committed/planned – failure may be too strong a word but you get the idea). In the Retrospective that will become an agenda item to discuss and understand why we weren’t able to complete the activities we agreed would need to be completed each Sprint.

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  • Please, tell us how you made Agile work for you?

    - by Paul
    I've been seeing many questions related to Agile. There seems to be confusion between the people who are doing Agile successfully, and those of us who don't understand it. So I'm wondering if some of the successful teams would be willing to give the result of us some examples of how you succeeded. Some of the things I know I wonder What steps did you use? (ie. Talk to users, mock up, tests, code, testing, (whatever)) Tools that helped you? Did you generate any artifacts, other than a working implementation? How did you prevent spaghetti architecture / code? How do you pass along to new team members, or is the team stable for the project How did you determine exit criteria, or was it open ended. (Scope of project?) Did you do this as contracting? How did you develop a contract up-front? Did the business do any up front work? Or did they come to the table with "We want to implement a "bleh bleh blah"? What types of tests did you use? Unit, Integration, UAT? Or did the process make some/all of those unnecessary? Bonus: Do you have an situations / links to "How To" Agile articles, books, etc? Wiki, describes what but not how (to the uninitiated) At least to me, not a duplicate

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  • Agile Development - Developer Qualification required, and Disadvantages of

    - by Everyone
    We have been using Agile on a project for 3 years now. Albeit I was new to scrum, it came to me easily enough. However we found it quite difficult to break any freshers into the scrumming process. One reason may have been that estimation for the future requires domain and technology depth that freshers lack. What, if any is the necessary qualification for a developer be part of an Agile team? What, in your experience, are drawbacks to Agile?

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  • Agile Development - Developer Qualification required, and Disadvantages of

    - by Everyone
    We have been using Agile on a project for 3 years now. Albeit I was new to scrum, it came to me easily enough. However we found it quite difficult to break any freshers into the scrumming process. One reason may have been that estimation for the future requires domain and technology depth that freshers lack. What, if any is the necessary qualification for a developer be part of an Agile team? What, in your experience, are drawbacks to Agile?

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  • Building a life-critical System using Agile

    - by Ben Breen
    Looking at the general trend of comments in my question about Building an Aircraft using Agile, the biggest problem other than cost appears to be safety. Do people feel that it is not possible to build a safe system (or prove it is safe) using agile? Doesn’t all the iterative testing mitigate this? Is it likely that a piece of software developed using agile will never be as reliable as counterparts such as waterfall?

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  • How to interpret number of URL errors in Google webmaster tools

    - by user359650
    Recently Google has made some changes to Webmaster tools which are explained below: http://googlewebmastercentral.blogspot.com/2012/03/crawl-errors-next-generation.html One thing I could not find out is how to interpret the number of errors over time. At the end of February we've recently migrated our website and didn't implement redirect rules for some pages (quite a few actually). Here is what we're getting from the Crawl errors: What I don't know is if the number of errors is cumulative over time or not (i.e. if Google bots crawl your website on 2 different days and find 1 separate issue on each day, whether they will report 1 error for each day, or 1 for the 1st, and 2 for the 2nd). Based on the Crawl stats we can see that the number of requests made by Google bots doesn't increase: Therefore I believe the number of errors reported is cumulative and that an error detected on 1 day is taken into account and reported on the subsequent days until the underlying problem is fixed and the page it's crawled again (or if you manually Mark as fixed the error) because if you don't make more requests to a website, there is no way you can check new pages and old pages at the same time. Q: Am I interpreting the number of errors correctly?

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  • Google Webmaster tools Incorrect rel-alternate-hreflang implementation warning message

    - by Noam
    I'm getting this warning msg. in Google webmaster tools Incorrect rel-alternate-hreflang implementation In particular, there seems to be a problem with missing or incorrect bi-directional linking (when page A links with hreflang to page B, there must be a link back from B to A as well). This msg. seems pretty straight forward, but when checking their example pages, I'm not finding anything wrong. I'm using alternate for translation of main site menu, titles, etc.. In each page I have this: <link rel="alternate" hreflang="en" href="http://mydomain.com/page" /> <link rel="alternate" hreflang="jp" href="http://ja.mydomain.com/page" /> <link rel="alternate" hreflang="ko" href="http://ko.mydomain.com/page" /> <link rel="alternate" hreflang="th" href="http://th.mydomain.com/page" /> <link rel="alternate" hreflang="es" href="http://es.mydomain.com/page" /> <link rel="alternate" hreflang="pt" href="http://pt.mydomain.com/page" /> I've double checked this exists in all the 6 pages. This is the first time I've seen this msg although I've implemented this at least 6 months ago, and implementation hasn't changed. Is there any way to check a specific set of pages for these things? Am I missing something in my implementation? We're auto-redirecting people from a location to their specific language, and give them an option to manually change this. I've also just found out about the suggestion for Vary HTTP header - is that relevant and important here?

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  • Fix 403 errors in Google Webmaster Tools

    - by Justin
    Hi Team, I have a domain that has "fallen off a cliff" for searches in Google. Searches that used to be in position 1-4 are now gone from page 1. The same search in Bing shows the typical position expected (top 5 results). In reviewing Google Webmaster Tools, I am seeing two problems: 1. The Sitemap is reporting two errors: General HTTP error: HTTP 403 error (Forbidden) URLs not accessible However, the URL they provide as "no accessible" is accessible. I can click the link Google provides and it works fine. There are 6,000 crawl errors of type 403. Again, most of these pages that have 403 are accessible in my browser (tried various browsers as well). About half are from January, the other half from November. There are no IP-specific firewall rules on ports 80 and 443 that could block the goolgebot Using the user agent switcher add-on for FF I confirmed that the page loads when the user agent is the googlebot I an confirm that most of the pages reported as 403 are accessible. A search of just "site:thedomain.com" does confirm there are over 9,000 in the index. But most searches don't return the site. I believe the 403 issues are the cause of the fall in search rankings, but I can't seem to find any information online with ideas about how to address this. Any ideas? jpe

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  • What tools should every programmer know?

    - by acidzombie24
    What are some tools every programmer know about? Some examples i thought were Source control. (No explanation needed) Profiler. Many could go without but its good to know how to use one when the occasion arise What else? I was thinking a bug report software but i havent used one so i wasnt sure. Should programmers know how to use TRAC? I remember in the past a person telling me if i was making a shared library i should know (Some Name) which generates docs from the source (in that case C++). What was that called and what else should i know about? -edit- what about team management software? any software you could not live without in a specific project would be a good mention. I'll also mention i use VMs frequently during the prototype or end phase to see if there are any issues on a clean XP or linux distro and if i forgot anything in my redistribution. I cant imagine the end/release and testing phase of a project without a VM.

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  • Tools for game script / storyboard

    - by Pietro Polsinelli
    I am searching for a tool that will help in writing a game script. By "script" I mean the text core of a storyboard - without the drawing drafts, which may or may not be there (yet). What I'm thinking of will let write a piece of text of the script, define a simplified workflow from that step, and then define the text of next steps, and so on. Searching online, I found Inform http://inform7.com/ ("A Design System for Interactive Fiction Based on Natural Language") which in theory is exactly what I am searching for, but trying to use it it has this model of a space (a dungeon, a library) where you are picking up objects and exploring them. In my case I am designing more a Sims like game, the flow is entirely different. Considering non specific software, mind mapping tools miss the linearity of the process. What I am writing is a directed graph - simply a work-flow, but the way I want to design it is more text based than work-flow based. SO what I'm doing now is using a text editor, which I'll transform directly in code. Any suggestions?

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  • Working with Google Webmaster Tools

    - by com
    My first question is about Crawl errors in Google Webmaster Tools. Crawl errors is devided into few sections. One of them is HTTP. I assume that all broken links in HTTP was somehow found by crawler, this is not the links from sitemap. If this was found by scanning all sitemap pages for links, why it doesn't mention what was the source page, like in sitemap section with column Linked From. And what the meaning of Linked From, I thought if the name of section is sitemap, therefore all URLs should be taken from sitemap, so why there is Linked From? The second question, what is the best way to trreat searching on the site. How come the searching result page are getting indexed? Because of the fact that all searching result page are getting indexed, I have to many page in Linked From. What's the right practice? Question three: In order to improve response time in WMT, can I redirect all crawler's requests to designated free web server? Is this good practice? Question four: How should I treat Google Analytics Code (with parameters PageView, PageLoadTime), in the case user request non existing page, should I render Google code or not? Right now I use Google Analytics Code on the common template page, such that every page, also non existing page with error message contains Google Analytics Code, it seems like it has influence on WMT.

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  • How to deal with clients and iterations in Agile team?

    - by Ondrej Slinták
    This thread is a follow up to my previous one. It's in fact 2 questions, so I hope no one minds, as they are dependent on each other. We are starting a new project at work and we consider it as a great opportunity to try Agile techniques in action. We had a brainstorming about ideas we read in several books and articles, and came up with concept that would suit us the best: 2 weeks iteration, followed by call with clients who would choose what stuff they want to have in next iteration. I just have few more questions, which we couldn't figure out ourselves. What to do in the first iteration? What to, generally, do in the first few iterations if we start from the scratch? Just give it a month of development to code core of the application or start with simple wire-frames with limited pre-coded functionality? What usually clients want to see? Shiny stuff that doesn't work or ugly stuff that does work? How to communicate with clients? Our initial thought it to set the process to something like this: Is it a good idea to have a Focal Point on client side or is it better to communicate straight with all the clients to prevent miscommunication? Any thoughts are welcome! Thanks in advance.

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  • L'excès de tests unitaires nuirait au développement agile, ils seraient favorisés par rapport aux tests d'intégration

    L'excès de tests unitaires nuirait au développement agile Ils seraient favorisés par rapport aux tests d'intégrationBien souvent, le développement agile mise sur le développement piloté par les tests (TDD). Aujourd'hui, Mark Balbes, un des membres les plus éminents de Asynchrony Solutions et expert en développement logiciel et en gestion de projet agile, nous livre sa vision des faits en ce qui concerne le TDD.L'expert estime qu'actuellement, le développement agile use excessivement du TDD, les...

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  • Folders in SQL Server Data Tools

    - by jamiet
    Recently I have begun a new project in which I am using SQL Server Data Tools (SSDT) and SQL Server Integration Services (SSIS) 2012. Although I have been using SSDT & SSIS fairly extensively while SQL Server 2012 was in the beta phase I usually find that you don’t learn about the capabilities and quirks of new products until you use them on a real project, hence I am hoping I’m going to have a lot of experiences to share on my blog over the coming few weeks. In this first such blog post I want to talk about file and folder organisation in SSDT. The predecessor to SSDT is Visual Studio Database Projects. When one created a new Visual Studio Database Project a folder structure was provided with “Schema Objects” and “Scripts” in the root and a series of subfolders for each schema: Apparently a few customers were not too happy with the tool arbitrarily creating lots of folders in Solution Explorer and hence SSDT has gone in completely the opposite direction; now no folders are created and new objects will get created in the root – it is at your discretion where they get moved to: After using SSDT for a few weeks I can safely say that I preferred the older way because I never used Solution Explorer to navigate my schema objects anyway so it didn’t bother me how many folders it created. Having said that the thought of a single long list of files in Solution Explorer without any folders makes me shudder so on this project I have been manually creating folders in which to organise files and I have tried to mimic the old way as much as possible by creating two folders in the root, one for all schema objects and another for Pre/Post deployment scripts: This works fine until different developers start to build their own different subfolder structures; if you are OCD-inclined like me this is going to grate on you eventually and hence you are going to want to move stuff around so that you have consistent folder structures for each schema and (if you have multiple databases) each project. Moreover new files get created with a filename of the object name + “.sql” and often people like to have an extra identifier in the filename to indicate the object type: The overall point is this – files and folders in your solution are going to change. Some version control systems (VCSs) don’t take kindly to files being moved around or renamed because they recognise the renamed/moved file simply as a new file and when they do that you lose the revision history which, to my mind, is one of the key benefits of using a VCS in the first place. On this project we have been using Team Foundation Server (TFS) and while it pains me to say it (as I am no great fan of TFS’s version control system) it has proved invaluable when dealing with the SSDT problems that I outlined above because it is integrated right into the Visual Studio IDE. Thus the advice from this blog post is: If you are using SSDT consider using an Visual-Studio-integrated VCS that can easily handle file renames and file moves I suspect that fans of other VCSs will counter by saying that their VCS weapon of choice can handle renames/file moves quite satisfactorily and if that’s the case…great…let me know about them in the comments. This blog post is not an attempt to make people use one particular VCS, only to make people aware of this issue that might rise when using SSDT. More to come in the coming few weeks! @jamiet

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  • Is there a viable alternative to the agile development methodology? [closed]

    - by Eric Wilson
    The two predominant software-development methodologies are waterfall and agile. When discussing these two, there is often much focus on the particular practices that distinguish them (pair programming, TDD, etc. vs. functional spec, big up-front design, etc.) But the real differences are far deeper, in that these practices come from a philosophy. Waterfall says: Change is costly, so it should be minimized. Agile says: Change is inevitable, so make change cheap. My question is, regardless of what you think of TDD or functional specs, is the waterfall development methodology really viable? Does anyone really think that minimizing change in software is a viable option for those that desire to deliver valuable software? Or is the question really about what sort of practices work best in our situations to manage the inevitable change?

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  • How should I pitch moving to an agile/iterative development cycle with mandated 3-week deployments?

    - by Wayne M
    I'm part of a small team of four, and I'm the unofficial team lead (I'm lead in all but title, basically). We've largely been a "cowboy" environment, with no architecture or structure and everyone doing their own thing. Previously, our production deployments would be every few months without being on a set schedule, as things were added/removed to the task list of each developer. Recently, our CIO (semi-technical but not really a programmer) decided we will do deployments every three weeks; because of this I instantly thought that adopting an iterative development process (not necessarily full-blown Agile/XP, which would be a huge thing to convince everyone else to do) would go a long way towards helping manage expectations properly so there isn't this far-fetched idea that any new feature will be done in three weeks. IMO the biggest hurdle is that we don't have ANY kind of development approach in place right now (among other things like no CI or automated tests whatsoever). We don't even use Waterfall, we use "Tell Developer X to do a task, expect him to do everything and get it done". Are there any pointers that would help me start to ease us towards an iterative approach and A) Get the other developers on board with it and B) Get management to understand how iterative works? So far my idea involves trying to set up a CI server and get our build process automated (it takes about 10-20 minutes right now to simply build the application to put it on our development server), since pushing tests and/or TDD will be met with a LOT of resistance at this point, and constantly force us to break larger projects into smaller chunks that could be done iteratively in a three-week cycle; my only concern is that, unless I'm misunderstanding, an agile/iterative process may or may not release the software (depending on the project scope you might have "working" software after three weeks, but there isn't enough of it that works to let users make use of it), while I think the expectation here from management is that there will always be something "ready to go" in three weeks, and that disconnect could cause problems. On that note, is there any literature or references that explains the agile/iterative approach from a business standpoint? Everything I've seen only focuses on the developers, how to do it, but nothing seems to describe it from the perspective of actually getting the buy-in from the businesspeople.

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  • How agile methodologies can be applied in a typical " services " company?

    - by AlfaTeK
    My company is a custom software services company for external clientes, which means our typical project is one in which the contract already states the full budget of the project. Our typical project starts by defining requirements (improving the proposal high-level requirements), then we code the project, test it and ship it. We have an acceptance phase were the client tests the software and in that phase we can usually implement small changes asked by the client, or we charge extra for change requests. In some projects we have intermediate releases so the clients can check the progress of the project and give feedback on it. In summary: something like waterfall... I've followed the "agile" movement for a bit now and I always see it being a good match for a "product" company, or a company building software for an internal client. But are there good stories / advantages on using agile methods in my kind of company/projects? What are your experiences, what do you think about this?

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  • How can you plan long range resources and budgets when using Agile methodology?

    - by Mystere Man
    Agile does not encourage a lot of up-front design. This is good from a requirements management and software development standpoint, and allows the project to adapt to changing business needs. However, how does one do any long range planning of resources if you don't really know what you're going to build when you start? Oh sure, you have a conceptual model of what you're going to build, but you don't have any measurable detail from which to gague how many resources you will need to complete the project, or how much it will cost. Does anyone have any suggestions on how to go about long range planning in an agile environment?

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  • Can Agile/Scrum be used by 1 or 2 developers?

    - by Dillie-O
    Everything I've been reading and researching up to this point describes how Agile/Scrum works great with teams of about 4 to 6 members, maybe even more. In my current shop, we have about 8 developers or so, but given the nature of the volume of projects and the number of departments we support, we never have more than 1 or 2 folks assigned to a given project. Can I still use Agile/Scrum with a team of 1 or 2 developers? I'm working on making the pitch to my manager to start working with this methodology, but I need to be able to explain how to scale things back for a small developer crew, or convince them to make sure we get more members on a given project.

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  • What tools do you use to stay focused?

    - by Peter Turner
    This is related, but I'm thinking about something more like a chastity belt for keeping me from checking programmers.SE or my email every time I compile. Rather advice like "go take a walk and you'll feel more like coding", I just need something to augment my weak constitution - a net nanny for my geek fetish I guess. I'll take my answer off the air and I promise not to check programmers.SE for at least a day.

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  • Google Webmaster Tools is showing duplicate URLs based on page title differences

    - by Praveen Reddy
    I have 700+ title tag duplicates showing in WMT. Every first link in that picture is as duplicate link of second one. I don't know from where the first link got indexed by Google when that link doesn't exist in the site. It's showing the title of every page as link. Original link: http://www.sitename.com/job/407/Swedish-plus-Any-other-Nordic-Language-Customer-Service-Representative-Dublin-Ireland. Duplicate link: http://www.sitename.com/job/407/Swedish-plus-Any-other-Nordic-Language-Customer-Service-Representative-Dublin-Ireland-Ireland. How can this happen? I have checked entire site I didn't find where the second version is linked. I have no images linked to with duplicated version of URL.

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  • Google webmaster tools: parameters that only apply on one page

    - by Imagine digital
    I'm trying to get my e-commerce website on google and still figuring out how it all works. Now, I have seen this feature named URL-parameters, allowing me to set different parameters that affect page content to be indexed (one can also set parameters that do not affect the page, but for me that does not apply..). The question I have about this is whether and how I should add parameters that I only have on some pages of my site. example: The homepage of my site is www.mysite.nl. no parameters at all. But when a user clicks the navigation bar, it links to www.mysite.nl/itemList.php?category=&....subCategory=.... The parameters category and subCategory define whether there is content on my itemList page and what content that is. It gets matching products out of my database based on those 2 variables. The question: How do I make sure that I apply the google URL Parameters function decently for my website?

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  • Some new free tools enter the SQL marketplace

    - by AaronBertrand
    A while back, I started collecting links for free SQL Server resources available to everyone in the community. I created a blog post called " Useful, free resources for SQL Server " to serve as a launching point for the links I'd been collecting. I'm in the process of going back and updating that post, but in the meantime, I wanted to highlight a couple of big events that happened in the past week. Atlantis Interactive Last week Matt Whitfield ( blog | twitter ) announced that his company's commercial...(read more)

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