Search Results

Search found 120 results on 5 pages for 'russ schultz'.

Page 1/5 | 1 2 3 4 5  | Next Page >

  • Developing an Implementation Plan with Iterations by Russ Pitts

    - by user535886
    Developing an Implementation Plan with Iterations by Russ Pitts  Ok, so you have come to grips with understanding that applying the iterative concept, as defined by OUM is simply breaking up the project effort you have estimated for each phase into one or more six week calendar duration blocks of work. Idea being the business user(s) or key recipient(s) of work product(s) being developed never go longer than six weeks without having some sort of review or prototyping of the work results for an iteration…”think-a-little”, “do-a-little”, and “show-a-little” in a six week or less timeframe…ideally the business user(s) or key recipients(s) are involved throughout. You also understand the OUM concept that you only plan for that which you have knowledge of. The concept further defined, a project plan initially is developed at a high-level, and becomes more detailed as project knowledge grows. Agreeing to this concept means you also have to admit to the fallacy that one can plan with precision beyond six weeks into a project…Anything beyond six weeks is a best guess in most cases when dealing with software implementation projects. Project planning, as defined by OUM begins with the Implementation Plan view, which is a very high-level perspective of the effort estimated for each of the five OUM phases, as well as the number of iterations within each phase. You might wonder how can you predict the number of iterations for each phase at this early point in the project. Remember project planning is not an exact science, and initially is high-level and abstract in nature, and then becomes more detailed and precise as the project proceeds. So where do you start in defining iterations for each phase for a project? The following are three easy steps to initially define the number of iterations for each phase: Step 1 => Start with identifying the known factors… …Prior to starting a project you should know: · The agreed upon time-period for an iteration (e.g 6 weeks, or 4 weeks, or…) within a phase (recommend keeping iteration time-period consistent within a phase, if not for the entire project) · The number of resources available for the project · The number of total number of man-day (effort) you have estimated for each of the five OUM phases of the project · The number of work days for a week Step 2 => Calculate the man-days of effort required for an iteration within a phase… Lets assume for the sake of this example there are 10 project resources, and you have estimated 2,536 man-days of work effort which will need to occur for the elaboration phase of the project. Let’s also assume a week for this project is defined as 5 business days, and that each iteration in the elaboration phase will last a calendar duration of 6 weeks. A simple calculation is performed to calculate the daily burn rate for a single iteration, which produces a result of… ((Number of resources * days per week) * duration of iteration) = Number of days required per iteration ((10 resources * 5 days/week) * 6 weeks) = 300 man days of effort required per iteration Step 3 => Calculate the number of iterations that can occur within a phase Next calculate the number of iterations that can occur for the amount of man-days of effort estimated for the phase being considered… (number of man-days of effort estimated / number of man-days required per iteration) = # of iterations for phase (2,536 man-days of estimated effort for phase / 300 man days of effort required per iteration) = 8.45 iterations, which should be rounded to a whole number such as 9 iterations* *Note - It is important to note this is an approximate calculation, not an exact science. This particular example is a simple one, which assumes all resources are utilized throughout the phase, including tech resources, etc. (rounding down or up to a whole number based on project factor considerations). It is also best in many cases to round up to higher number, as this provides some calendar scheduling contingency.

    Read the article

  • Agile Development

    - by James Oloo Onyango
    Alot of literature has and is being written about agile developement and its surrounding philosophies. In my quest to find the best way to express the importance of agile methodologies, i have found Robert C. Martin's "A Satire Of Two Companies" to be both the most concise and thorough! Enjoy the read! Rufus Inc Project Kick Off Your name is Bob. The date is January 3, 2001, and your head still aches from the recent millennial revelry. You are sitting in a conference room with several managers and a group of your peers. You are a project team leader. Your boss is there, and he has brought along all of his team leaders. His boss called the meeting. "We have a new project to develop," says your boss's boss. Call him BB. The points in his hair are so long that they scrape the ceiling. Your boss's points are just starting to grow, but he eagerly awaits the day when he can leave Brylcream stains on the acoustic tiles. BB describes the essence of the new market they have identified and the product they want to develop to exploit this market. "We must have this new project up and working by fourth quarter October 1," BB demands. "Nothing is of higher priority, so we are cancelling your current project." The reaction in the room is stunned silence. Months of work are simply going to be thrown away. Slowly, a murmur of objection begins to circulate around the conference table.   His points give off an evil green glow as BB meets the eyes of everyone in the room. One by one, that insidious stare reduces each attendee to quivering lumps of protoplasm. It is clear that he will brook no discussion on this matter. Once silence has been restored, BB says, "We need to begin immediately. How long will it take you to do the analysis?" You raise your hand. Your boss tries to stop you, but his spitwad misses you and you are unaware of his efforts.   "Sir, we can't tell you how long the analysis will take until we have some requirements." "The requirements document won't be ready for 3 or 4 weeks," BB says, his points vibrating with frustration. "So, pretend that you have the requirements in front of you now. How long will you require for analysis?" No one breathes. Everyone looks around to see whether anyone has some idea. "If analysis goes beyond April 1, we have a problem. Can you finish the analysis by then?" Your boss visibly gathers his courage: "We'll find a way, sir!" His points grow 3 mm, and your headache increases by two Tylenol. "Good." BB smiles. "Now, how long will it take to do the design?" "Sir," you say. Your boss visibly pales. He is clearly worried that his 3 mms are at risk. "Without an analysis, it will not be possible to tell you how long design will take." BB's expression shifts beyond austere.   "PRETEND you have the analysis already!" he says, while fixing you with his vacant, beady little eyes. "How long will it take you to do the design?" Two Tylenol are not going to cut it. Your boss, in a desperate attempt to save his new growth, babbles: "Well, sir, with only six months left to complete the project, design had better take no longer than 3 months."   "I'm glad you agree, Smithers!" BB says, beaming. Your boss relaxes. He knows his points are secure. After a while, he starts lightly humming the Brylcream jingle. BB continues, "So, analysis will be complete by April 1, design will be complete by July 1, and that gives you 3 months to implement the project. This meeting is an example of how well our new consensus and empowerment policies are working. Now, get out there and start working. I'll expect to see TQM plans and QIT assignments on my desk by next week. Oh, and don't forget that your crossfunctional team meetings and reports will be needed for next month's quality audit." "Forget the Tylenol," you think to yourself as you return to your cubicle. "I need bourbon."   Visibly excited, your boss comes over to you and says, "Gosh, what a great meeting. I think we're really going to do some world shaking with this project." You nod in agreement, too disgusted to do anything else. "Oh," your boss continues, "I almost forgot." He hands you a 30-page document. "Remember that the SEI is coming to do an evaluation next week. This is the evaluation guide. You need to read through it, memorize it, and then shred it. It tells you how to answer any questions that the SEI auditors ask you. It also tells you what parts of the building you are allowed to take them to and what parts to avoid. We are determined to be a CMM level 3 organization by June!"   You and your peers start working on the analysis of the new project. This is difficult because you have no requirements. But from the 10-minute introduction given by BB on that fateful morning, you have some idea of what the product is supposed to do.   Corporate process demands that you begin by creating a use case document. You and your team begin enumerating use cases and drawing oval and stick diagrams. Philosophical debates break out among the team members. There is disagreement as to whether certain use cases should be connected with <<extends>> or <<includes>> relationships. Competing models are created, but nobody knows how to evaluate them. The debate continues, effectively paralyzing progress.   After a week, somebody finds the iceberg.com Web site, which recommends disposing entirely of <<extends>> and <<includes>> and replacing them with <<precedes>> and <<uses>>. The documents on this Web site, authored by Don Sengroiux, describes a method known as stalwart-analysis, which claims to be a step-by-step method for translating use cases into design diagrams. More competing use case models are created using this new scheme, but again, people can't agree on how to evaluate them. The thrashing continues. More and more, the use case meetings are driven by emotion rather than by reason. If it weren't for the fact that you don't have requirements, you'd be pretty upset by the lack of progress you are making. The requirements document arrives on February 15. And then again on February 20, 25, and every week thereafter. Each new version contradicts the previous one. Clearly, the marketing folks who are writing the requirements, empowered though they might be, are not finding consensus.   At the same time, several new competing use case templates have been proposed by the various team members. Each template presents its own particularly creative way of delaying progress. The debates rage on. On March 1, Prudence Putrigence, the process proctor, succeeds in integrating all the competing use case forms and templates into a single, all-encompassing form. Just the blank form is 15 pages long. She has managed to include every field that appeared on all the competing templates. She also presents a 159- page document describing how to fill out the use case form. All current use cases must be rewritten according to the new standard.   You marvel to yourself that it now requires 15 pages of fill-in-the-blank and essay questions to answer the question: What should the system do when the user presses Return? The corporate process (authored by L. E. Ott, famed author of "Holistic Analysis: A Progressive Dialectic for Software Engineers") insists that you discover all primary use cases, 87 percent of all secondary use cases, and 36.274 percent of all tertiary use cases before you can complete analysis and enter the design phase. You have no idea what a tertiary use case is. So in an attempt to meet this requirement, you try to get your use case document reviewed by the marketing department, which you hope will know what a tertiary use case is.   Unfortunately, the marketing folks are too busy with sales support to talk to you. Indeed, since the project started, you have not been able to get a single meeting with marketing, which has provided a never-ending stream of changing and contradictory requirements documents.   While one team has been spinning endlessly on the use case document, another team has been working out the domain model. Endless variations of UML documents are pouring out of this team. Every week, the model is reworked.   The team members can't decide whether to use <<interfaces>> or <<types>> in the model. A huge disagreement has been raging on the proper syntax and application of OCL. Others on the team just got back from a 5-day class on catabolism, and have been producing incredibly detailed and arcane diagrams that nobody else can fathom.   On March 27, with one week to go before analysis is to be complete, you have produced a sea of documents and diagrams but are no closer to a cogent analysis of the problem than you were on January 3. **** And then, a miracle happens.   **** On Saturday, April 1, you check your e-mail from home. You see a memo from your boss to BB. It states unequivocally that you are done with the analysis! You phone your boss and complain. "How could you have told BB that we were done with the analysis?" "Have you looked at a calendar lately?" he responds. "It's April 1!" The irony of that date does not escape you. "But we have so much more to think about. So much more to analyze! We haven't even decided whether to use <<extends>> or <<precedes>>!" "Where is your evidence that you are not done?" inquires your boss, impatiently. "Whaaa . . . ." But he cuts you off. "Analysis can go on forever; it has to be stopped at some point. And since this is the date it was scheduled to stop, it has been stopped. Now, on Monday, I want you to gather up all existing analysis materials and put them into a public folder. Release that folder to Prudence so that she can log it in the CM system by Monday afternoon. Then get busy and start designing."   As you hang up the phone, you begin to consider the benefits of keeping a bottle of bourbon in your bottom desk drawer. They threw a party to celebrate the on-time completion of the analysis phase. BB gave a colon-stirring speech on empowerment. And your boss, another 3 mm taller, congratulated his team on the incredible show of unity and teamwork. Finally, the CIO takes the stage to tell everyone that the SEI audit went very well and to thank everyone for studying and shredding the evaluation guides that were passed out. Level 3 now seems assured and will be awarded by June. (Scuttlebutt has it that managers at the level of BB and above are to receive significant bonuses once the SEI awards level 3.)   As the weeks flow by, you and your team work on the design of the system. Of course, you find that the analysis that the design is supposedly based on is flawedno, useless; no, worse than useless. But when you tell your boss that you need to go back and work some more on the analysis to shore up its weaker sections, he simply states, "The analysis phase is over. The only allowable activity is design. Now get back to it."   So, you and your team hack the design as best you can, unsure of whether the requirements have been properly analyzed. Of course, it really doesn't matter much, since the requirements document is still thrashing with weekly revisions, and the marketing department still refuses to meet with you.     The design is a nightmare. Your boss recently misread a book named The Finish Line in which the author, Mark DeThomaso, blithely suggested that design documents should be taken down to code-level detail. "If we are going to be working at that level of detail," you ask, "why don't we simply write the code instead?" "Because then you wouldn't be designing, of course. And the only allowable activity in the design phase is design!" "Besides," he continues, "we have just purchased a companywide license for Dandelion! This tool enables 'Round the Horn Engineering!' You are to transfer all design diagrams into this tool. It will automatically generate our code for us! It will also keep the design diagrams in sync with the code!" Your boss hands you a brightly colored shrinkwrapped box containing the Dandelion distribution. You accept it numbly and shuffle off to your cubicle. Twelve hours, eight crashes, one disk reformatting, and eight shots of 151 later, you finally have the tool installed on your server. You consider the week your team will lose while attending Dandelion training. Then you smile and think, "Any week I'm not here is a good week." Design diagram after design diagram is created by your team. Dandelion makes it very difficult to draw these diagrams. There are dozens and dozens of deeply nested dialog boxes with funny text fields and check boxes that must all be filled in correctly. And then there's the problem of moving classes between packages. At first, these diagram are driven from the use cases. But the requirements are changing so often that the use cases rapidly become meaningless. Debates rage about whether VISITOR or DECORATOR design patterns should be used. One developer refuses to use VISITOR in any form, claiming that it's not a properly object-oriented construct. Someone refuses to use multiple inheritance, since it is the spawn of the devil. Review meetings rapidly degenerate into debates about the meaning of object orientation, the definition of analysis versus design, or when to use aggregation versus association. Midway through the design cycle, the marketing folks announce that they have rethought the focus of the system. Their new requirements document is completely restructured. They have eliminated several major feature areas and replaced them with feature areas that they anticipate customer surveys will show to be more appropriate. You tell your boss that these changes mean that you need to reanalyze and redesign much of the system. But he says, "The analysis phase is system. But he says, "The analysis phase is over. The only allowable activity is design. Now get back to it."   You suggest that it might be better to create a simple prototype to show to the marketing folks and even some potential customers. But your boss says, "The analysis phase is over. The only allowable activity is design. Now get back to it." Hack, hack, hack, hack. You try to create some kind of a design document that might reflect the new requirements documents. However, the revolution of the requirements has not caused them to stop thrashing. Indeed, if anything, the wild oscillations of the requirements document have only increased in frequency and amplitude.   You slog your way through them.   On June 15, the Dandelion database gets corrupted. Apparently, the corruption has been progressive. Small errors in the DB accumulated over the months into bigger and bigger errors. Eventually, the CASE tool just stopped working. Of course, the slowly encroaching corruption is present on all the backups. Calls to the Dandelion technical support line go unanswered for several days. Finally, you receive a brief e-mail from Dandelion, informing you that this is a known problem and that the solution is to purchase the new version, which they promise will be ready some time next quarter, and then reenter all the diagrams by hand.   ****   Then, on July 1 another miracle happens! You are done with the design!   Rather than go to your boss and complain, you stock your middle desk drawer with some vodka.   **** They threw a party to celebrate the on-time completion of the design phase and their graduation to CMM level 3. This time, you find BB's speech so stirring that you have to use the restroom before it begins. New banners and plaques are all over your workplace. They show pictures of eagles and mountain climbers, and they talk about teamwork and empowerment. They read better after a few scotches. That reminds you that you need to clear out your file cabinet to make room for the brandy. You and your team begin to code. But you rapidly discover that the design is lacking in some significant areas. Actually, it's lacking any significance at all. You convene a design session in one of the conference rooms to try to work through some of the nastier problems. But your boss catches you at it and disbands the meeting, saying, "The design phase is over. The only allowable activity is coding. Now get back to it."   ****   The code generated by Dandelion is really hideous. It turns out that you and your team were using association and aggregation the wrong way, after all. All the generated code has to be edited to correct these flaws. Editing this code is extremely difficult because it has been instrumented with ugly comment blocks that have special syntax that Dandelion needs in order to keep the diagrams in sync with the code. If you accidentally alter one of these comments, the diagrams will be regenerated incorrectly. It turns out that "Round the Horn Engineering" requires an awful lot of effort. The more you try to keep the code compatible with Dandelion, the more errors Dandelion generates. In the end, you give up and decide to keep the diagrams up to date manually. A second later, you decide that there's no point in keeping the diagrams up to date at all. Besides, who has time?   Your boss hires a consultant to build tools to count the number of lines of code that are being produced. He puts a big thermometer graph on the wall with the number 1,000,000 on the top. Every day, he extends the red line to show how many lines have been added. Three days after the thermometer appears on the wall, your boss stops you in the hall. "That graph isn't growing quickly enough. We need to have a million lines done by October 1." "We aren't even sh-sh-sure that the proshect will require a m-million linezh," you blather. "We have to have a million lines done by October 1," your boss reiterates. His points have grown again, and the Grecian formula he uses on them creates an aura of authority and competence. "Are you sure your comment blocks are big enough?" Then, in a flash of managerial insight, he says, "I have it! I want you to institute a new policy among the engineers. No line of code is to be longer than 20 characters. Any such line must be split into two or more preferably more. All existing code needs to be reworked to this standard. That'll get our line count up!"   You decide not to tell him that this will require two unscheduled work months. You decide not to tell him anything at all. You decide that intravenous injections of pure ethanol are the only solution. You make the appropriate arrangements. Hack, hack, hack, and hack. You and your team madly code away. By August 1, your boss, frowning at the thermometer on the wall, institutes a mandatory 50-hour workweek.   Hack, hack, hack, and hack. By September 1st, the thermometer is at 1.2 million lines and your boss asks you to write a report describing why you exceeded the coding budget by 20 percent. He institutes mandatory Saturdays and demands that the project be brought back down to a million lines. You start a campaign of remerging lines. Hack, hack, hack, and hack. Tempers are flaring; people are quitting; QA is raining trouble reports down on you. Customers are demanding installation and user manuals; salespeople are demanding advance demonstrations for special customers; the requirements document is still thrashing, the marketing folks are complaining that the product isn't anything like they specified, and the liquor store won't accept your credit card anymore. Something has to give.    On September 15, BB calls a meeting. As he enters the room, his points are emitting clouds of steam. When he speaks, the bass overtones of his carefully manicured voice cause the pit of your stomach to roll over. "The QA manager has told me that this project has less than 50 percent of the required features implemented. He has also informed me that the system crashes all the time, yields wrong results, and is hideously slow. He has also complained that he cannot keep up with the continuous train of daily releases, each more buggy than the last!" He stops for a few seconds, visibly trying to compose himself. "The QA manager estimates that, at this rate of development, we won't be able to ship the product until December!" Actually, you think it's more like March, but you don't say anything. "December!" BB roars with such derision that people duck their heads as though he were pointing an assault rifle at them. "December is absolutely out of the question. Team leaders, I want new estimates on my desk in the morning. I am hereby mandating 65-hour work weeks until this project is complete. And it better be complete by November 1."   As he leaves the conference room, he is heard to mutter: "Empowermentbah!" * * * Your boss is bald; his points are mounted on BB's wall. The fluorescent lights reflecting off his pate momentarily dazzle you. "Do you have anything to drink?" he asks. Having just finished your last bottle of Boone's Farm, you pull a bottle of Thunderbird from your bookshelf and pour it into his coffee mug. "What's it going to take to get this project done? " he asks. "We need to freeze the requirements, analyze them, design them, and then implement them," you say callously. "By November 1?" your boss exclaims incredulously. "No way! Just get back to coding the damned thing." He storms out, scratching his vacant head.   A few days later, you find that your boss has been transferred to the corporate research division. Turnover has skyrocketed. Customers, informed at the last minute that their orders cannot be fulfilled on time, have begun to cancel their orders. Marketing is re-evaluating whether this product aligns with the overall goals of the company. Memos fly, heads roll, policies change, and things are, overall, pretty grim. Finally, by March, after far too many sixty-five hour weeks, a very shaky version of the software is ready. In the field, bug-discovery rates are high, and the technical support staff are at their wits' end, trying to cope with the complaints and demands of the irate customers. Nobody is happy.   In April, BB decides to buy his way out of the problem by licensing a product produced by Rupert Industries and redistributing it. The customers are mollified, the marketing folks are smug, and you are laid off.     Rupert Industries: Project Alpha   Your name is Robert. The date is January 3, 2001. The quiet hours spent with your family this holiday have left you refreshed and ready for work. You are sitting in a conference room with your team of professionals. The manager of the division called the meeting. "We have some ideas for a new project," says the division manager. Call him Russ. He is a high-strung British chap with more energy than a fusion reactor. He is ambitious and driven but understands the value of a team. Russ describes the essence of the new market opportunity the company has identified and introduces you to Jane, the marketing manager, who is responsible for defining the products that will address it. Addressing you, Jane says, "We'd like to start defining our first product offering as soon as possible. When can you and your team meet with me?" You reply, "We'll be done with the current iteration of our project this Friday. We can spare a few hours for you between now and then. After that, we'll take a few people from the team and dedicate them to you. We'll begin hiring their replacements and the new people for your team immediately." "Great," says Russ, "but I want you to understand that it is critical that we have something to exhibit at the trade show coming up this July. If we can't be there with something significant, we'll lose the opportunity."   "I understand," you reply. "I don't yet know what it is that you have in mind, but I'm sure we can have something by July. I just can't tell you what that something will be right now. In any case, you and Jane are going to have complete control over what we developers do, so you can rest assured that by July, you'll have the most important things that can be accomplished in that time ready to exhibit."   Russ nods in satisfaction. He knows how this works. Your team has always kept him advised and allowed him to steer their development. He has the utmost confidence that your team will work on the most important things first and will produce a high-quality product.   * * *   "So, Robert," says Jane at their first meeting, "How does your team feel about being split up?" "We'll miss working with each other," you answer, "but some of us were getting pretty tired of that last project and are looking forward to a change. So, what are you people cooking up?" Jane beams. "You know how much trouble our customers currently have . . ." And she spends a half hour or so describing the problem and possible solution. "OK, wait a second" you respond. "I need to be clear about this." And so you and Jane talk about how this system might work. Some of her ideas aren't fully formed. You suggest possible solutions. She likes some of them. You continue discussing.   During the discussion, as each new topic is addressed, Jane writes user story cards. Each card represents something that the new system has to do. The cards accumulate on the table and are spread out in front of you. Both you and Jane point at them, pick them up, and make notes on them as you discuss the stories. The cards are powerful mnemonic devices that you can use to represent complex ideas that are barely formed.   At the end of the meeting, you say, "OK, I've got a general idea of what you want. I'm going to talk to the team about it. I imagine they'll want to run some experiments with various database structures and presentation formats. Next time we meet, it'll be as a group, and we'll start identifying the most important features of the system."   A week later, your nascent team meets with Jane. They spread the existing user story cards out on the table and begin to get into some of the details of the system. The meeting is very dynamic. Jane presents the stories in the order of their importance. There is much discussion about each one. The developers are concerned about keeping the stories small enough to estimate and test. So they continually ask Jane to split one story into several smaller stories. Jane is concerned that each story have a clear business value and priority, so as she splits them, she makes sure that this stays true.   The stories accumulate on the table. Jane writes them, but the developers make notes on them as needed. Nobody tries to capture everything that is said; the cards are not meant to capture everything but are simply reminders of the conversation.   As the developers become more comfortable with the stories, they begin writing estimates on them. These estimates are crude and budgetary, but they give Jane an idea of what the story will cost.   At the end of the meeting, it is clear that many more stories could be discussed. It is also clear that the most important stories have been addressed and that they represent several months worth of work. Jane closes the meeting by taking the cards with her and promising to have a proposal for the first release in the morning.   * * *   The next morning, you reconvene the meeting. Jane chooses five cards and places them on the table. "According to your estimates, these cards represent about one perfect team-week's worth of work. The last iteration of the previous project managed to get one perfect team-week done in 3 real weeks. If we can get these five stories done in 3 weeks, we'll be able to demonstrate them to Russ. That will make him feel very comfortable about our progress." Jane is pushing it. The sheepish look on her face lets you know that she knows it too. You reply, "Jane, this is a new team, working on a new project. It's a bit presumptuous to expect that our velocity will be the same as the previous team's. However, I met with the team yesterday afternoon, and we all agreed that our initial velocity should, in fact, be set to one perfectweek for every 3 real-weeks. So you've lucked out on this one." "Just remember," you continue, "that the story estimates and the story velocity are very tentative at this point. We'll learn more when we plan the iteration and even more when we implement it."   Jane looks over her glasses at you as if to say "Who's the boss around here, anyway?" and then smiles and says, "Yeah, don't worry. I know the drill by now."Jane then puts 15 more cards on the table. She says, "If we can get all these cards done by the end of March, we can turn the system over to our beta test customers. And we'll get good feedback from them."   You reply, "OK, so we've got our first iteration defined, and we have the stories for the next three iterations after that. These four iterations will make our first release."   "So," says Jane, can you really do these five stories in the next 3 weeks?" "I don't know for sure, Jane," you reply. "Let's break them down into tasks and see what we get."   So Jane, you, and your team spend the next several hours taking each of the five stories that Jane chose for the first iteration and breaking them down into small tasks. The developers quickly realize that some of the tasks can be shared between stories and that other tasks have commonalities that can probably be taken advantage of. It is clear that potential designs are popping into the developers' heads. From time to time, they form little discussion knots and scribble UML diagrams on some cards.   Soon, the whiteboard is filled with the tasks that, once completed, will implement the five stories for this iteration. You start the sign-up process by saying, "OK, let's sign up for these tasks." "I'll take the initial database generation." Says Pete. "That's what I did on the last project, and this doesn't look very different. I estimate it at two of my perfect workdays." "OK, well, then, I'll take the login screen," says Joe. "Aw, darn," says Elaine, the junior member of the team, "I've never done a GUI, and kinda wanted to try that one."   "Ah, the impatience of youth," Joe says sagely, with a wink in your direction. "You can assist me with it, young Jedi." To Jane: "I think it'll take me about three of my perfect workdays."   One by one, the developers sign up for tasks and estimate them in terms of their own perfect workdays. Both you and Jane know that it is best to let the developers volunteer for tasks than to assign the tasks to them. You also know full well that you daren't challenge any of the developers' estimates. You know these people, and you trust them. You know that they are going to do the very best they can.   The developers know that they can't sign up for more perfect workdays than they finished in the last iteration they worked on. Once each developer has filled his or her schedule for the iteration, they stop signing up for tasks.   Eventually, all the developers have stopped signing up for tasks. But, of course, tasks are still left on the board.   "I was worried that that might happen," you say, "OK, there's only one thing to do, Jane. We've got too much to do in this iteration. What stories or tasks can we remove?" Jane sighs. She knows that this is the only option. Working overtime at the beginning of a project is insane, and projects where she's tried it have not fared well.   So Jane starts to remove the least-important functionality. "Well, we really don't need the login screen just yet. We can simply start the system in the logged-in state." "Rats!" cries Elaine. "I really wanted to do that." "Patience, grasshopper." says Joe. "Those who wait for the bees to leave the hive will not have lips too swollen to relish the honey." Elaine looks confused. Everyone looks confused. "So . . .," Jane continues, "I think we can also do away with . . ." And so, bit by bit, the list of tasks shrinks. Developers who lose a task sign up for one of the remaining ones.   The negotiation is not painless. Several times, Jane exhibits obvious frustration and impatience. Once, when tensions are especially high, Elaine volunteers, "I'll work extra hard to make up some of the missing time." You are about to correct her when, fortunately, Joe looks her in the eye and says, "When once you proceed down the dark path, forever will it dominate your destiny."   In the end, an iteration acceptable to Jane is reached. It's not what Jane wanted. Indeed, it is significantly less. But it's something the team feels that can be achieved in the next 3 weeks.   And, after all, it still addresses the most important things that Jane wanted in the iteration. "So, Jane," you say when things had quieted down a bit, "when can we expect acceptance tests from you?" Jane sighs. This is the other side of the coin. For every story the development team implements,   Jane must supply a suite of acceptance tests that prove that it works. And the team needs these long before the end of the iteration, since they will certainly point out differences in the way Jane and the developers imagine the system's behaviour.   "I'll get you some example test scripts today," Jane promises. "I'll add to them every day after that. You'll have the entire suite by the middle of the iteration."   * * *   The iteration begins on Monday morning with a flurry of Class, Responsibilities, Collaborators sessions. By midmorning, all the developers have assembled into pairs and are rapidly coding away. "And now, my young apprentice," Joe says to Elaine, "you shall learn the mysteries of test-first design!"   "Wow, that sounds pretty rad," Elaine replies. "How do you do it?" Joe beams. It's clear that he has been anticipating this moment. "OK, what does the code do right now?" "Huh?" replied Elaine, "It doesn't do anything at all; there is no code."   "So, consider our task; can you think of something the code should do?" "Sure," Elaine said with youthful assurance, "First, it should connect to the database." "And thereupon, what must needs be required to connecteth the database?" "You sure talk weird," laughed Elaine. "I think we'd have to get the database object from some registry and call the Connect() method. "Ah, astute young wizard. Thou perceives correctly that we requireth an object within which we can cacheth the database object." "Is 'cacheth' really a word?" "It is when I say it! So, what test can we write that we know the database registry should pass?" Elaine sighs. She knows she'll just have to play along. "We should be able to create a database object and pass it to the registry in a Store() method. And then we should be able to pull it out of the registry with a Get() method and make sure it's the same object." "Oh, well said, my prepubescent sprite!" "Hay!" "So, now, let's write a test function that proves your case." "But shouldn't we write the database object and registry object first?" "Ah, you've much to learn, my young impatient one. Just write the test first." "But it won't even compile!" "Are you sure? What if it did?" "Uh . . ." "Just write the test, Elaine. Trust me." And so Joe, Elaine, and all the other developers began to code their tasks, one test case at a time. The room in which they worked was abuzz with the conversations between the pairs. The murmur was punctuated by an occasional high five when a pair managed to finish a task or a difficult test case.   As development proceeded, the developers changed partners once or twice a day. Each developer got to see what all the others were doing, and so knowledge of the code spread generally throughout the team.   Whenever a pair finished something significant whether a whole task or simply an important part of a task they integrated what they had with the rest of the system. Thus, the code base grew daily, and integration difficulties were minimized.   The developers communicated with Jane on a daily basis. They'd go to her whenever they had a question about the functionality of the system or the interpretation of an acceptance test case.   Jane, good as her word, supplied the team with a steady stream of acceptance test scripts. The team read these carefully and thereby gained a much better understanding of what Jane expected the system to do. By the beginning of the second week, there was enough functionality to demonstrate to Jane. She watched eagerly as the demonstration passed test case after test case. "This is really cool," Jane said as the demonstration finally ended. "But this doesn't seem like one-third of the tasks. Is your velocity slower than anticipated?"   You grimace. You'd been waiting for a good time to mention this to Jane but now she was forcing the issue. "Yes, unfortunately, we are going more slowly than we had expected. The new application server we are using is turning out to be a pain to configure. Also, it takes forever to reboot, and we have to reboot it whenever we make even the slightest change to its configuration."   Jane eyes you with suspicion. The stress of last Monday's negotiations had still not entirely dissipated. She says, "And what does this mean to our schedule? We can't slip it again, we just can't. Russ will have a fit! He'll haul us all into the woodshed and ream us some new ones."   You look Jane right in the eyes. There's no pleasant way to give someone news like this. So you just blurt out, "Look, if things keep going like they're going, we're not going to be done with everything by next Friday. Now it's possible that we'll figure out a way to go faster. But, frankly, I wouldn't depend on that. You should start thinking about one or two tasks that could be removed from the iteration without ruining the demonstration for Russ. Come hell or high water, we are going to give that demonstration on Friday, and I don't think you want us to choose which tasks to omit."   "Aw forchrisakes!" Jane barely manages to stifle yelling that last word as she stalks away, shaking her head. Not for the first time, you say to yourself, "Nobody ever promised me project management would be easy." You are pretty sure it won't be the last time, either.   Actually, things went a bit better than you had hoped. The team did, in fact, have to drop one task from the iteration, but Jane had chosen wisely, and the demonstration for Russ went without a hitch. Russ was not impressed with the progress, but neither was he dismayed. He simply said, "This is pretty good. But remember, we have to be able to demonstrate this system at the trade show in July, and at this rate, it doesn't look like you'll have all that much to show." Jane, whose attitude had improved dramatically with the completion of the iteration, responded to Russ by saying, "Russ, this team is working hard, and well. When July comes around, I am confident that we'll have something significant to demonstrate. It won't be everything, and some of it may be smoke and mirrors, but we'll have something."   Painful though the last iteration was, it had calibrated your velocity numbers. The next iteration went much better. Not because your team got more done than in the last iteration but simply because the team didn't have to remove any tasks or stories in the middle of the iteration.   By the start of the fourth iteration, a natural rhythm has been established. Jane, you, and the team know exactly what to expect from one another. The team is running hard, but the pace is sustainable. You are confident that the team can keep up this pace for a year or more.   The number of surprises in the schedule diminishes to near zero; however, the number of surprises in the requirements does not. Jane and Russ frequently look over the growing system and make recommendations or changes to the existing functionality. But all parties realize that these changes take time and must be scheduled. So the changes do not cause anyone's expectations to be violated. In March, there is a major demonstration of the system to the board of directors. The system is very limited and is not yet in a form good enough to take to the trade show, but progress is steady, and the board is reasonably impressed.   The second release goes even more smoothly than the first. By now, the team has figured out a way to automate Jane's acceptance test scripts. The team has also refactored the design of the system to the point that it is really easy to add new features and change old ones. The second release was done by the end of June and was taken to the trade show. It had less in it than Jane and Russ would have liked, but it did demonstrate the most important features of the system. Although customers at the trade show noticed that certain features were missing, they were very impressed overall. You, Russ, and Jane all returned from the trade show with smiles on your faces. You all felt as though this project was a winner.   Indeed, many months later, you are contacted by Rufus Inc. That company had been working on a system like this for its internal operations. Rufus has canceled the development of that system after a death-march project and is negotiating to license your technology for its environment.   Indeed, things are looking up!

    Read the article

  • Bash Script Exits su or ssh Session Rather than Script

    - by Russ
    I am using CentOS 5.4. I created a bash script that does some checking before running any commands. If the check fails, it will simply exit 0. The problem I am having is that on our server, the script will exit the su or ssh session when the exit 0 is called. #!/bin/bash # check if directory has contents and exit if none if [ -z "`ls /ebs_raid/import/*.txt 2>/dev/null`" ]; then echo "ok" exit 0 fi here is the output: [root@ip-10-251-86-31 ebs_raid]# . test.sh ok [russ@ip-10-251-86-31 ebs_raid]$ as you can see, I was removed from my sudo session, if I wasn't in the sudo session, it would have logged me out of my ssh session. I am not sure what I am doing wrong here or where to start.

    Read the article

  • Accounting Style string format in ASP .NET

    - by Russ Bradberry
    I would like to know the easiest way to format a string as accounting style. I know how to format as currency using {0:c} but there are some differences in accounting style, for example, all the dollar signs will line up as well as all the decimal points, and negatives are expressed in parenthesis rather than with a "-" minus sign. You can find a good example of the way i would like it in excel if you format the cells as "accounting" with 2 decimal places. thanks in advance, russ

    Read the article

  • Name of web design technique with vertically contiguous but separate screen-sized blocks?

    - by Chad Schultz
    I don't know the proper name for this, which makes it hard to Google it or describe this. On a site like http://p2theme.com/ as you scroll down you see that content is arranged into screen-sized chunks, each with its own chunk of content, each with a different background color, making them visually distinctive. I've seen this used more and more frequently on websites, but don't know what it's called. People have tried telling me "responsive design" or "flat UI" or "infinite scroll" or "parallax" -- but those are completely different things. What do you call this technique?

    Read the article

  • excel vba moving non-contiguous range selection to an array

    - by Russ Urquhart
    In the situation where the user select two non-contiguous column ranges i wrote the following: Dim count long Dim points variant Dim i long Set user_range = ActiveWindow.RangeSelection count = user_range.count / 2 ReDim points(1 To count, 1 To 2) For i = 1 To count MsgBox "value is" & user_range.Areas.Item(1).Value(i,1) points(i, 1) = user_range.Areas.Item(1).Value(i,1) points(i, 2) = user_range.Areas.Item(2).Value(i,1) Next i But i get an object error when i try this. Am i indexing Value wrong? This should work right? Is there an easier way to do this? Any help is greatly appreciated! Thanks, Russ

    Read the article

  • Making Cisco WebEx work with 13.10 Saucy 64-bit

    - by Russ Lowenthal
    I was having a very hard time getting webex to work under Saucy. Up until now I've been able to just install a java plugin, install ia32-libs, and I was good to go. With Saucy ia32-libs is gone and it's up to us to figure out which 32-bit libraries we need to install. I struggled with this for a few days trying blindly to install this and that until I found a way to get exactly what I need. I got the clue I needed from this post: http://blogs.kde.org/2013/02/05/ot-how-get-webex-working-suse-linux-122-64bit#comment-9534 and for anyone who wants it, here is a step-by-step method to follow that works every time (so far) ***Install JDK and configure java plugin for browser. No need for a 32-bit JDK or Firefox ***Try to start a webex. This will create $HOME/.webex/1324/ ***Check those .so libraries for unresolved dependencies by running ldd against them. For example: ldd $HOME/.webex/1324/*.so >>check.txt Look in check.txt for anything that is not found. For example, I found: > libdbr.so: > linux-gate.so.1 => (0xf7742000) > libjawt.so => not found > libX11.so.6 => /usr/lib/i386-linux-gnu/libX11.so.6 (0xf75e6000) > libXmu.so.6 => not found > libdl.so.2 => /lib/i386-linux-gnu/libdl.so.2 (0xf75e0000)* ***Find what packages provide that file by installing apt-file with: sudo apt-get install apt-file apt-file update note: apt-file update will take a while, go get a cup of tea then locate which package contains your missing libraries with: apt-file search libXmu.so.6 apt-file search libjawt.so ***and fix it using: apt-get install -y libxmu6:i386 apt-get install -y libgcj12-awt:i386

    Read the article

  • Send email from postfix server to outside email client

    - by Russ
    I have set up an email server and can send/receive email localhost and I can receive mail from outside sources but I cannot send emails to outside sources. I get this error when I try to send to an outside source such as live.com or gmail.com: Nov 8 22:15:13 server2 postfix/smtp[7598]: 699D480A64: to=, relay=none, delay=122043, delays=122022/0.01/20/0, dsn=4.4.3, status=deferred (Host or domain name not found. Name service error for name=live.com type=MX: Host not found, try again) Any ideas where I could look to resolve this?

    Read the article

  • DRM Tallyrand - The New User Interface

    - by russ.bishop
    I received word recently that the Tallyrand (11.1.2.0) build is out of our hands. I'm not sure when it will hit eDelivery, but if it hasn't already it should happen soon. For this post, I want to really quickly show the new user interface. The login screen: When you login, you are browsing versions and hierarchies. Note that Unicode is fully supported: The UI attempts to provide context-sensitive links where possible; notice here that an unloaded version is selected, so the UI shows a link. Clicking the link automatically brings up this Load Version dialog. This same thing applies elsewhere in the UI when you attempt to perform an action with an unloaded version: Here is browsing a hierarchy, with the property grid and context menu displayed (though you can hide the property grid anytime you like to provide more room): Worried about drag and drop? Don't! We support it even though this is a browser app. Also notice the Relationships feature on the right displaying a node's ancestors: Where possible, we try to present the available options, rather than just throwing up an "OK/Cancel" dialog (which most users never read anyway): Context-sensitive shortcuts automatically fill-in the context based on the currently selected node. For example, if you want to run a query using the selected node as the root, you can just click that query in the Shortcuts tab. In this screenshot, clicking Model After would model the selected node: This is just for starters. There is much more to cover, on both the client and server. For example, all communication channels are now configurable (no more DCOM). You can pick the ports, the encoding (binary or XML), and the transport mechanism (TCP, TCP over SSL, or SOAP over HTTP). All the relevant WS-* standards are also supported, eg: WS-Security, etc. Plus new features (besides the web client and unicode support). I hope to cover as much of these things as I can in the coming months. If you have specific requests, comment on this post and I'll try to cover them.

    Read the article

  • Url Navigation

    - by russ.bishop
    One of the new features is URL-based navigation which is useful for creating intranet links or auto-generating email links (such as from workflow systems, etc). For IIS 6 and earlier, the format is as follows: http://machine/drm-client/Logon.aspx? app=<appname>&action=go&ver=<version name>&hier=<hier name>&node=<node name> Just replace the fields with their appropriate values (URL-encoded of course). <node name> is optional. If provided it will open the hierarchy and expand directly to the target node. Otherwise the hierarchy is opened to the top node. Note that if the specified version is not loaded it will be loaded automatically.

    Read the article

  • FAVICON: Favicon not showing up

    - by Russ
    I'm using a .png favicon file and it is not showing up on my site. Doing a grep, I see the following in home.htm which looks right for me(I have also confirmed it's in the HEAD section within home.htm): home.htm: <link rel="shortcut icon" type="image/png" href="favicon.png"> The favicon.png file is in the same directory as the home.html file. Any suggestions are welcome! Thanks all. In case the file info is revealing for anyone, I'll attach it here:

    Read the article

  • Is measuring software project metrics popular in todays industry?

    - by Russ K
    I encountered a developer who wanted some outside advice on their teams project. I found out they're developing a huge software suite for the companies executives, project manager and developers that can calculate metrics automatically and graph them per iteration. As a student from a computer science background I know very little on metrics and their importance, but my questions are: Do most companies have some way, doesn't have to be an elegant program, to measure meaningful metrics? Which metrics, single or combined, help you narrow down your projects scope and estimates? As a person who analyzes metrics, how often do you base decisions off of them? IE. Tests failed per week is increasing drastically? Do you feel that the introduction of studying metrics has helped you understand the project better? Not sure why but the developers project intrigued me and I must know more. If y

    Read the article

  • Incorrect instructions on Upgrading to 12.10 from 12.04LTS

    - by Russ F
    https://wiki.ubuntu.com/QuantalQuetzal/TechnicalOverview/Beta1 reports incorrect instructions for upgrading from Ubuntu 12.04 LTS. The correct steps are: Alt+F2, Update Manager, choose settings, updates tab and set notify to "For any new version." Close the manager. Press Alt+F2, Terminal, then enter "sudo update-manager -d" (without the quotes)... Sorry to pester this list, but the Ubuntu wiki has no provisions for "Talk" or "Discussion" that do not require registration and a login. I feel like I should be able to point out a problem without signing in.

    Read the article

  • Ubuntu Won't Load Up

    - by Russ
    I'm having trouble with Ubuntu. It was working fine on Weds 24/08/12. Fired up my laptop yesterday and came up with the Grub screen. What I basically want to know is how do I get back to normal service? I'm pretty illiterate when it comes to Ubuntu/Linux systems. I think I'm running the latest version of Ubuntu. Currently using the 11.10 trial which I burnt to disc to use my laptop at the minute to post this question. This is the first screen I get come up. 'http://img.photobucket.com/albums/v419/R1187/20121025_173033.jpg' Following the first option it just takes me to a black screen with a flashing underscore. Pretty sure it doesn't allow me to enter any text. When I follow the second option I get this screen: I've tried following the advice on this question, but it hasn't done the trick. It keeps asking me if it's mounted. Any help will be appreciated. Ideally I'd like to get things back to normal. Failing that copying my data from the hard drive to an external one and reinstalling Ubuntu would be fine.

    Read the article

  • What's New In 11.1.2.1 (Talleyrand SP1)

    - by russ.bishop
    This release is primarily about bug fixes and that's what we spent the most time on, but we also addressed a number of other things: 1. Performance improvements We've done a lot of work to improve the performance of page load and execution times. For example, the View Compare page is about half the size it was previously! We've also done a lot of work on the server to improve performance of queries, exports, action scripts, etc. We implemented some finer-grained locking so fewer operations will block other users while they are in progress. We made some optimizations to improve performance when you have a lot of network or database latency as well. Just a few examples: An Import that previously took 8 GB of memory and hours to complete now runs in about 30 minutes and never takes more than 1 GB of RAM. Searching by exact Node Name now completes within 2 seconds even for a hierarchy with millions of nodes. Another search that was taking 30 seconds to run now completes in less than 5 seconds. 2. Upgrade support This release supports automatic upgrade from previous releases, built right into the console. 3. Console Improvements The Console has been reorganized and made easier to use. It is also much more multi-threaded so it responds quicker without freezing up when you save changes or when it needs to get status. 4. Property Namespaces Properties now have a concept called a Namespace. This is tied into the Application Templates to prevent conflicts with duplicate property names. Right now, if you have an AccountType and you pull in the HFM template, it also has AccountType so you end up creating properties with decorations on the name like "Account Type (HFM)". This is no longer necessary. In addition, properties within a namespace must have unique labels but they can be duplicated across namespaces. So in the Property Grid when you click on the HFM category, you just see "AccountType". When you click on MyCategory, you see "AccountType", but they are different properties with different values. Within formulas, the names are still unique (eg: Custom.AccountType vs HFM.AccountType). I'll write more about this one later. 5. Single Sign On DRM now supports Single Sign-On via HSS. For example, if you are using Oracle's OAM as your SSO solution then you configure HSS to use OAM just like you would before. You also configure DRM to use HSS, again just like before. Then you configure OAM to protect the DRM web app, like you would any other website. However once you do those things, users are no longer prompted to enter their username/password. They simply get redirected to OAM if they don't already have a login token, otherwise they pick their application and sail right into DRM. You can also avoid having to pick an application (see the next item) 6. URL-based navigation You can now specify the application you want to log into via the URL. Combined with SSO and your Intranet, it becomes easy to provide links on our intranet portal that take users directly into a specific DRM application. We also support specifying the Version, Hierarchy, and Node. Again, this can be used on your internal portal, but the scenarios get even more interesting when you are using workflow like Oracle BPEL you can automatically generate links within emails that will take users directly to a specific node in the UI. 7. Job status and cancellation A lot of the jobs now report their status and support true cancellation. Action Scripts also report a progress complete percentage since the amount of work is known ahead of time. 8. Action Script Options Action scripts support Option declarations at the top of the file so a script can self-describe (when specified in the file, the corresponding item in the file is ignored). For example: Option|DetectDelimiter Option|UsePropertyNames|true This will tell DRM to automatically detect the delimiter (a pipe symbol in this case) and that all references to properties are by Name, not by Label. Note that when you load a script in the UI, if you use Labels we automatically try to match them up if they are unique. Any duplicates are indicated and you are presented with a choice to pick which property you actually referred to. This is somewhat similar to Version substitution, but tailored for properties. There are other more minor changes and like I said earlier a lot of bug fixes and performance improvements. Hopefully I will get a chance to dig into some of these things in future blog posts.

    Read the article

  • Few specific questions on how games are developed

    - by russ
    When it comes to programming games from the old school sega games like sonic to indie games or angry birds or even to more advance games like Diablo, how exactly is level design done? As in, are the levels sometimes designed straight out of code in an IDE? Or do they create a visual level design editor where things can be placed at the click of a mouse button? I'm imagining old school games or very simple ones like indies are done via code, where extremely complicated ones require a visual editor. Is this correct? Also, when it comes to libraries like SDL or XNA, how often are these used rather than just utilizing OpenGL or DirectX? What about creating your own game engine vs utilizing one already made? Do most use already built engines? This question is directed toward the whole gaming spectrum of indie/big game development. Thanks.

    Read the article

  • Render a Form from an XSLT file

    - by Russ Clark
    I've generated the following XSLT file, and have created a Form that will post to an ASP.Net MVC action called Home/ProcessRequest: <?xml version="1.0" encoding="utf-8"?> <xsl:stylesheet version="1.0" xmlns:xsl="http://www.w3.org/1999/XSL/Transform" xmlns:msxsl="urn:schemas-microsoft-com:xslt" exclude-result-prefixes="msxsl" > <xsl:output method="html" indent="yes"/> <xsl:template match="/"> <html> <body> <xsl:value-of select="Employee/Name"/> <br /> <xsl:value-of select="Employee/ID"/> <form method="post" action="/Home/ProcessRequest?id=42"> <input id="Action" name="Action" type="radio" value="Approved"></input> Approved <br /> <input id="Action" name="Action" type="radio" value="Rejected"></input> Rejected <br /> <input type="submit" value="Submit"></input> </form> </body> </html> Here is my XML File: <Employee xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xmlns:xsd="http://www.w3.org/2001/XMLSchema"> <Name>Russ</Name> <ID>42</ID> </Employee> This works fine the way it is, but I need to change the id parameter in my from from a hard coded integer, to use the ID element from my XML file. Does anyone know how to do this?

    Read the article

  • When OneTug Just Isn&rsquo;t Enough&hellip;

    - by onefloridacoder
    I stole that from the back of a T-shirt I saw at the Orlando Code Camp 2010.  This was my first code camp and my first time volunteering for an event like this as well.  It was an awesome day.  I cannot begin to count the “aaahh”, “I did-not-know I could do that”, in the crowds and for myself.  I think it was a great day of learning for everyone at all levels.  All of the presenters were different and provided great insights into the topics they were presenting.  Here’s a list of the ones that I attended. KodeFuGuru, “Pirates vs. Ninjas” He touched on many good topics to relax some of the ways we think when we are writing out code, and still looks good, readable, etc.  As he pointed out in all of his examples, we might not always realize everything that’s going on under the covers.  He exposed a bug in his own code, and verbalized the mental gymnastics he went through when he knew there was something wrong with one of his IEnumerable implementations.  For me, it was great to hear that someone else labors over these gut reactions to code quickly snapped together, to the point that we rush to the refactor stage to fix what’s bothering us – and learn.  He has some content on extension methods that was very interesting.  My “that is so cool” moment was when he swapped out AddEntity method on an entity class and used a With extension method instead.  Some of the LINQ scales fell off my eyes at that moment, and I realized my own code could be a lot more powerful (and readable) if incorporate a few of these examples at the appropriate times.  And he cautioned as well… “don’t go crazy with this stuff”, there’s a place and time for everything.  One of his examples demo’d toward the end of the talk is on his sight where he’s chaining methods together, cool stuff. Quotes I liked: “Extension Methods - Extension methods to put features back on the model type, without impacting the type.” “Favor Declarative Code” – Check out the ? and ?? operators if you’re not already using them. “Favor Fluent Code” “Avoid Pirate Ninja Zombies!  If you see one run!” I’m definitely going to be looking at “Extract Projection” when I get into VS2010. BDD 101 – Sean Chambers http://github.com/schambers This guy had a whole host of gremlins against him, final score Sean 5, Gremlins 1.  He ran the code samples from his github repo  in the code github code viewer since the PC they school gave him to use didn’t have VS installed. He did a great job of converting the grammar between BDD and TDD, and how this style of development can be used in integration tests as well as the different types of gated builds on a CI box – he didn’t go into a discussion around CI, but we could infer that it could work. Like when we use WSSF, it does cause a class explosion to happen however the amount of code per class it limit to just covering the concern at hand – no more, no less.  As in “When I as a <Role>, expect {something} to happen, because {}”  This keeps us (the developer) from gold plating our solutions and creating less waste.  He basically keeps the code that prove out the requirement to two lines of code.  Nice. He uses SpecUnit to merge this grammar into his .NET projects and gave an overview on how this ties into writing his own BDD tests.  Some folks were familiar with Given / When / Then as story acceptance criteria and here’s how he mapped it: “Given <Context>  When <Something Happens> Then <I expect...>”  There are a few base classes and overrides in the SpecUnit framework that help with setting up the context for each test which looked very handy. Successfully Running Your Own Coding Business The speaker ran through a list of items that sounded like common sense stuff LLC, banking, separating expenses, etc.  Then moved into role playing with business owners and an ISV.  That was pretty good stuff, it pays to be a good listener all of the time even if your client is sitting on the other side of the phone tearing you head off for you – but that’s all it is, and get used to it its par for the course.  Oh, yeah always answer the phone was one simple thing that you can do to move  your business forward.  But like Cory Foy tweeted this week, “If you owe me a lot of money, don’t have a message that says your away for five weeks skiing in Colorado.”  Lots of food for thought that’s on my list of “todo’s and to-don’ts”. Speaker Idol Next, I had the pleasure of helping Russ Fustino tape this part of Code Camp as my primary volunteer opportunity that day.  You remember Russ, “know the code” from the awesome Russ’ Tool Shed series.  He did a great job orchestrating and capturing the Speaker Idol finals.   So I didn’t actually miss any sessions, but was able to see three back to back in one setting.  The idol finalists gave a 10 minute talk and very deep subjects, but different styles of talks.  No one walked away empty handed for jobs very well done.  Russ has details on his site.  The pictures and  video captured is supposed to be published on Channel 9 at a later date.  It was also a valuable experience to see what makes technical speakers effective in their talks.  I picked up quite a few speaking tips from what I heard from the judges and contestants. Design For Developers – Diane Leeper If you are a great developer, you’re probably a lousy designer.  Diane didn’t come to poke holes in what we think we can do with UI layout and design, but she provided some tools we can use to figure out metaphors for visualizing data.  If you need help with that check out Silverlight Pivot – that’s what she was getting at.  I was first introduced to her at one of John Papa’s talks last year at a Lakeland User Group meeting and she’s very passionate about design.  She was able to discuss different elements of Pivot, while to a developer is just looked cool. I believe she was providing the deck from her talk to folks after her talk, so send her an email if you’re interested.   She says she can talk about design for hours and hours – we all left that session believing her.   Rinse and Repeat Orlando Code Camp 2010 was awesome, and would totally do it again.  There were lots of folks from my shop there, and some that have left my shop to go elsewhere.  So it was a reunion of sorts and a great celebration for the simple fact that its great to be a developer and there’s a community that supports and recognizes it as well.  The sponsors were generous and the organizers were very tired, namely Esteban Garcia and Will Strohl who were responsible for making a lot of this magic happen.  And if you don’t believe me, check out the chatter on Twitter.

    Read the article

  • android - using resources drawable in content provider

    - by Russ Wheeler
    I am trying to pass back an image through a content provider in a separate app. I have two apps, one with the activity in (app a), the other with content provider (app b) I have app a reading an image off my SD card via app b using the following code. App a: public void but_update(View view) { ContentResolver resolver = getContentResolver(); Uri uri = Uri.parse("content://com.jash.cp_source_two.provider/note/1"); InputStream inStream = null; try { inStream = resolver.openInputStream(uri); Bitmap bitmap = BitmapFactory.decodeStream(inStream); image = (ImageView) findViewById(R.id.imageView1); image.setImageBitmap(bitmap); } catch(FileNotFoundException e) { Toast.makeText(getBaseContext(), "error = "+e, Toast.LENGTH_LONG).show(); } finally { if (inStream != null) { try { inStream.close(); } catch (IOException e) { Log.e("test", "could not close stream", e); } } } }; App b: @Override public ParcelFileDescriptor openFile(Uri uri, String mode) throws FileNotFoundException { try { File path = new File(Environment.getExternalStorageDirectory().getAbsolutePath(),"pic2.png"); return ParcelFileDescriptor.open(path,ParcelFileDescriptor.MODE_READ_ONLY); } catch (FileNotFoundException e) { Log.i("r", "File not found"); throw new FileNotFoundException(); } } In app a I am able to display an image from app a's resources folder, using setImageURi and constructing a URI using the following code. int id = R.drawable.a2; Resources resources = getBaseContext().getResources(); Uri uri = Uri.parse(ContentResolver.SCHEME_ANDROID_RESOURCE + "://" + resources.getResourcePackageName(id) + '/' + resources.getResourceTypeName(id) + '/' + resources.getResourceEntryName(id) ); image = (ImageView) findViewById(R.id.imageView1); image.setImageURI(uri); However, if I try to do the same in app b (read from app b's resources folder rather than the image on the SD card) it doesn't work, saying it can't find the file, even though I am creating the path of the file from the resource, so it is definitely there. Any ideas? Does it restrict sending resources over the content provider somehow? P.S. I also got an error when I tried to create the file with File path = new File(uri); saying 'there is no applicable constructor to '(android.net.Uri)' though http://developer.android.com/reference/java/io/File.html#File(java.net.URI) Seems to think it's possible...unless java.net.URI is different to android.net.URI, in which case can I convert them? Thanks Russ

    Read the article

  • XSLT Transformation of XML File

    - by Russ Clark
    I've written a simple XML Document that I am trying to transform with an XSLT file, but I get no results when I run the code. Here is my XML document: <?xml version="1.0" encoding="utf-8" ?> <Employee xmlns:i="http://www.w3.org/2001/XMLSchema-instance" xmlns="XSLT_MVC.Controllers"> <ID>42</ID> <Name>Russ</Name> </Employee> And here is the XSLT file: <?xml version="1.0" encoding="utf-8"?> <xsl:stylesheet version="1.0" xmlns:xsl="http://www.w3.org/1999/XSL/Transform" xmlns:msxsl="urn:schemas-microsoft-com:xslt" exclude-result-prefixes="msxsl" xmlns:ex="XSLT_MVC.Controllers" > <xsl:output method="xml" indent="yes"/> <xsl:template match="/"> <xsl:copy> <!--<xsl:apply-templates select="@* | node()"/>--> <xsl:value-of select="ex:Employee/Name"/> </xsl:copy> </xsl:template> </xsl:stylesheet> Here is the code (from a C# console app) I am trying to run to perform the transform: using System; using System.Collections.Generic; using System.Linq; using System.Text; using System.Xml; using System.Xml.Xsl; using System.Xml.XPath; namespace XSLT { class Program { static void Main(string[] args) { Transform(); } public static void Transform() { XPathDocument myXPathDoc = new XPathDocument(@"docs\sampledoc.xml"); XslTransform myXslTrans = new XslTransform(); myXslTrans.Load(@"docs\new.xslt"); XmlTextWriter myWriter = new XmlTextWriter( "results.html", null); myXslTrans.Transform(myXPathDoc, null, myWriter); myWriter.Close(); } } } When I run the code I get a blank html file. I think I may have problems with the namespaces, but am not sure. Can anyone help with this?

    Read the article

  • How do I change Jenkins-ci systemInfo PATH variable

    - by Thomas Schultz
    I have Jenkins setup and it was working but then I updated java and now Jenkins acts like it doesn't know where it is. When I goto my Jenkins server and click manage jenkins-system information under the "Environment Variables" section the PATH variable is wrong. How can I change it? Jenkins is running as root but root's PATH is correct but Jenkins isn't pulling that correctly. Right now Jenkins can't find hg(mercurial) or anything else.

    Read the article

  • django wsgi multiple projects different url same apache server

    - by Thomas Schultz
    Hello, I'm trying to get 2 separate django projects running on the same apache server with mod_wsgi that are also under the same domain but different urls. Like www.example.com/site1/ and www.example.com/site2 What I'm trying to do is something like... <VirtualHost *:80> ServerName www.example.com <location "/site1/"> DocumentRoot "/var/www/html/site1" WSGIScriptAlias / /var/www/html/site1/django.wsgi </location> <location "/site2/"> DocumentRoot "/var/www/html/site2" WSGIScriptAlias / /var/www/html/site2/django.wsgi </location> </VirtualHost> The closes thing I've seen is this http://docs.djangoproject.com/en/dev/howto/deployment/modpython/ but "mysite" is different for both of these cases and they're using mod_python instead of mod_wsgi. Any help with this would be great thanks!

    Read the article

  • Windows 7 Wireless Network Adapter Stopped Working

    - by Andrew B Schultz
    I have a Windows 7 Ultimate machine where the wireless adapter all of a sudden started having trouble connecting to wireless networks. Whenever I go to a new place and try to connect to a wireless network, it says that the DNS server is not responding, and tells me to go unplug the router and try again. After several locations in a row telling me this, I began to realize something was wrong with my adapter, not the routers. I am no longer asked to identify the security level for any new networks (Work, Home, or Public) like I used to be (it defaults to Public now - with the park bench icon). Often, resetting the router doesn't even work. Running the Windows 7 troubleshooter doesn't give me anything better than the advice to reset the router. However, the adapter will still connect to the wireless network at my main office without any problems. Does anyone know why a wireless network adapter can get so finicky so suddenly? Thanks!

    Read the article

  • Kids don’t mark their own homework

    - by jamiet
    During a discussion at work today in regard to doing some thorough acceptance testing of the system that I currently work on the topic of who should actually do the testing came up. I remarked that I didn’t think that I as the developer should be doing acceptance testing and a colleague, Russ Taylor, agreed with me and then came out with this little pearler: Kids don’t mark their own homework Maybe its a common turn of phrase but I had never heard it before and, to me, it sums up very succinctly my feelings on the matter. I tweeted about it and it got a couple of retweets as well as a slightly different perspective from Bruce Durling who said: I'm of the opinion that testers should be in the dev team & the dev *team* should be responsible for quality Bruce makes a good point that testers should be considered part of the dev team. I agree wholly with that and don’t think that point of view necessarily conflicts with Russ’s analogy. Yes, developers should absolutely be responsible for testing their own work – I also think that in the murky world of data integration there is often a need for a 3rd party to validate that work. Improving testing mechanisms for data integration projects is something that is near and dear to my heart so I would welcome any other thoughts around this. Let me know if you have any in the comments! @Jamiet

    Read the article

  • sIFR 3 HTML text does not display, .sIFR-alternate causing problem

    - by Jeremy Schultz
    It seems my sIFR 3 text does not show HTML text if the Flash text is not displayed. Here's one of the pages in question: http://www.jeremyschultz.com/client/orchardplace/website/beta/volunteer/ One person has reported not seeing anything when viewing this page, and I can recreate it by removing the Flash text with Firebug. Testing with Firebug also suggests the .sIFR-alternate class is what's causing this: when I remove it, the text shows up, and it disappears again when I restore it. I copied the original CSS and also tried applying a few new CSS rules to .sIFR-alternate but nothing has solved it. What do you think? Jeremy [email protected]

    Read the article

1 2 3 4 5  | Next Page >