Sometimes you want to set the state of your project back to a previous commit, but keep the history of all the preceding changes. You want to make a commit that reverses all the changes between your previous commit and the current HEAD.
In particular, we current have over three thousands tests, and they take hours to run. We are doing a lot of stuff there “let us insert million docs, write a map/reduce index, query on that, then do a mass update, see what happens”, etc.
The key challenges around compensation, at least for me, center around figuring out how to reward individual performance without encouraging internal competition, local optimization, or one person feeling rewarded while another feels punished. You want compensation to motivate people, not to have a negative impact on performance.
Agile software development is not about productivity; it’s about working well. Yes, I think there are potential gains in productivity for most teams. Even then, the bulk of the gains are from “maximizing the work not done” rather than becoming more efficient programmers.
Old crotchety principles sometimes surprise. The dependency inversion principle has long earned respect from programmers for its prowess at smashing the rigidity and fragility of otherwise un-lubricated systems.
Here at DZone, we are dedicated to providing our community with the knowledge needed to understand the latest technologies and trends and make the best decisions. That’s why we are excited to announce the release of our biggest research undertaking to date: DZone’s 2014 Cloud Platform Research Report.
This post is about a recent performance tuning exercise. A closer look to the application revealed it consisting of several batch jobs bundled together. The troubled application was a pretty innocent-looking small JAR file. Which, to my luck also bundled the load tests.
In this article we look at how and why an agile team should gather elementary metrics, including lead time, throughput, velocity, and burn. We also look at cumulative flow, and briefly consider why the "actionable metrics" of the Lean Startup movement are so important to business.
Okay… let’s set a little context here. In my last post we talked about two different types of projects. The ones that are knowable and the ones that aren’t knowable. Projects where it makes sense to estimate and projects that are more like R&D investments where we are spending money to learn and discover. Today, I want to talk more about the first kind. The ones where we do have some idea of what we are building and the technical challenges that might be involved.
Celery ships with an configuration option called CELERY_ALWAYS_EAGER which causes all tasks to be executed immediately instead of being asynchronously executed on workers. This can be very useful for unit tests. Instead of running a real message queue and separate worker processes, your unit tests can execute all in one process and still run the necessary tasks.
I was listening recently to the “Global Product Management Talk” live podcast (which I recommend, by the way). The speaker talked about creating roadmaps for product lines. It’s an interesting topic for me, as I’m juggling between products everyday. As the the interview sped along, I asked on Twitter: How are roadmaps related to agile?