Software Development Cross Solution - Index of - Free

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keep estimates small A BIG user story estimate is a BAD user story estimate 1 2 Remember this from Chapter 1? If you have to have long estimates like this, then you need to be talking as a team as often as possible. We’ll get to that in a few pages. 54 Chapter 2 We all agree, we don’t need any more information. This user story will take 40 days to develop... Your user story is too big. 40 days is a long time, and lots can change. Remember, 40 days is 2 months of work time. An entire iteration should ideally be around 1 calendar month in duration. Take out weekends and holidays, and that’s about 20 working days. If your estimate is 40 days for just one user story, then it won’t even fit in one iteration of development unless you have two people working on it! As a rule of thumb, estimates that are longer than 15 days are much less likely to be accurate than estimates below 15 days. When a user story’s estimate breaks the 15-day rule you can either: Break your stories into smaller, more easily estimated stories Apply the AND rule. Any user story that has an “and” in its title or description can probably be split into two or more smaller user stories. Talk to your customer...again. Maybe there are some assumptions that are pushing your estimate out. If the customer could clarify things, those assumptions might go away, and cut down your estimates significantly. In fact, some people believe that estimates longer than seven days should be double-checked. Starting to sense a pattern? Download at WoweBook.Com Estimates greater than 15 days per user story allow too much room for error. When an estimate is too long, apply the AND rule to break the user story into smaller pieces.
Title: gathering requirements The two user stories below resulted in estimates that broke the 15-day rule. Take the two user stories and apply the AND rule to them to break them into smaller, more accurately estimatable stories. Description: A user will choose aisle or window seating, be able to select the seat they want, and change that seat up to 24 hours before the flight. Title: Description: Title: Description: Title: Description: Choose seating Title: Order in-flight meals Description: A user will choose which meal option they want, from a choice of three, and be able to indicate if they are vegetarian or vegan. Title: Description: Title: Description: Title: Description: Download at WoweBook.Com you are here 4 55
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Download at WoweBook.Com
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Praise for Head First Object-Orient
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Other related books from O’Reilly
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Head First Software Development by
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the authors Author(s) of Head First
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table of contents x 1 If The Goal g
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table of contents xii 3 project pla
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table of contents xiv 5 good-enough
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table of contents xvi 6 / It buildi
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table of contents xviii 8 Sometimes
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table of contents xx 10 Think the n
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table of contents xxii 12 You’ve
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table of contents xxiv ii appendix
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how to use this book Who is this bo
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how to use this book xxviii intro W
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how to use this book Here’s what
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how to use this book Read Me This i
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the review team The technical revie
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safari books online Safari® Books
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Tom’s Trails Tom’s Trails is go
Page 42 and 43: the Big Bang approach The Big Bang
Page 44 and 45: the Big Bang ends with a big mess B
Page 46 and 47: great software development is... 8
Page 48 and 49: delivering with iteration Getting t
Page 50 and 51: an iteration delivers working softw
Page 52 and 53: an iteration is a complete developm
Page 54 and 55: uild a plan out of iterations and f
Page 56 and 57: deciding on a iteration tempo for y
Page 58 and 59: change happens The customer WILL ch
Page 60 and 61: handle change with iteration Iterat
Page 62 and 63: use the right process for you The r
Page 64 and 65: CHAPTER 1 your software development
Page 66 and 67: exercise solutions 28 Chapter 1 1 P
Page 68 and 69: orion’s orbits Orion’s Orbits i
Page 70 and 71: equirements start with customer ide
Page 72 and 73: capturing what’s in your customer
Page 74 and 75: getting more with role playing and
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Page 78 and 79: keep your customer in the loop Q: W
Page 80 and 81: user stories capture what your soft
Page 82 and 83: estimates come with assumptions 44
Page 84 and 85: assumptions kill confidence in your
Page 86 and 87: highlighting assumptions and obtain
Page 88 and 89: assumptions are killed or become ri
Page 90 and 91: use your customer effectively 52 Ch
Page 94 and 95: aim for estimates you and your team
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Page 98 and 99: develop your estimates cyclically T
Page 100 and 101: sum your estimates to find out your
Page 102 and 103: when your project is too long 64 Ch
Page 104 and 105: CHAPTER 2 your software development
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Page 108 and 109: deliver what you can, when it’s n
Page 110 and 111: priorities come from your customer
Page 112 and 113: Title: Description: Est: Title: 15
Page 114 and 115: factoring in team performance 76 Ch
Page 116 and 117: uilding achievable milestones Work
Page 118 and 119: your customer decides priority Titl
Page 120 and 121: milestone = paid, iteration = on tr
Page 122 and 123: continuously buildable and runnable
Page 124 and 125: inging reality to your plan 86 Chap
Page 126 and 127: velocity applies your real performa
Page 128 and 129: from ideal to real estimates Progra
Page 130 and 131: confidence comes at a price When is
Page 132 and 133: iterations with velocity The maximu
Page 134 and 135: eality means being honest Title: Es
Page 136 and 137: eaking realistic but bad news Manag
Page 138 and 139: introducing the big board The Big B
Page 140 and 141: happiness is a project that can be
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performance and burn down Work left
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CHAPTER 3 your software development
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introducing iSwoon Introducing iSwo
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eak up user stories into tasks Task
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tasks have estimates Your task desc
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tasks on your board Add your tasks
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moving tasks to in progress Start w
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multiple tasks at the same time Wha
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keep communication flowing with dai
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doing your first task Task 1: Creat
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inging your design to life with a s
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exercise solution The date is asked
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monitoring your progress Standup me
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updating your project board 132 Cha
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updating your project board 134 Cha
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into the second week Standup meetin
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detecting problems with the design
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surprises... 140 Chapter 4 We inter
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dealing with unplanned tasks If the
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velocity doesn’t account for surp
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you know where you are We have a lo
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meet velocity Head First: Welcome,
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inging iSwoon under control iSwoon
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detecting bad design ...you needed
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design refactoring The Date class c
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srp analysis Spotting multiple resp
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single responsibility It makes sens
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don’t repeat yourself Your design
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efactoring iSwoon’s design A date
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standup meeting The post-refactorin
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unplanned work Unplanned tasks are
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good-enough delivers “Good Enough
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end of iteration board When everyth
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exercises 172 Chapter 5 Take each o
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exercise solutions Unplanned tasks
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introducing beatbox pro You’ve go
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digging into code Here’s the code
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finish the story And now the GUI wo
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merging changes And Bob does the sa
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disaster recovery What went wrong?
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version control in action Let’s s
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1 2 creating a repository First set
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merging changes Most version contro
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identifying conflicts If your softw
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esolving conflicts Make these chang
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dealing with older code More iterat
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dealing with multiple releases We h
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viewing logs Good commit messages m
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tagging revisions (Emergency) stand
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anches and tags 1 Use the mkdir com
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working with branches Fixing Versio
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anches, tags, and subversion Q: I
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avoiding unnecessary branches When
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214 Chapter 6 What version control
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CHAPTER 6 Development Techniques Us
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uilding buildable software Develope
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introducing ant Ant: a build tool f
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more exercises 224 Chapter 6 ½ Are
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a full build script The javac task
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habits of good build scripts Good b
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even more build script tricks Good
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version control your build script Y
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CHAPTER 6 1/2 Development Technique
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it never rains but it pours Things
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lack box testing There are three wa
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grey box testing Grey-box testing g
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white box testing was Below is a us
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testing functionality BeatB These s
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you create tests test for establish
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one-click testing Testing EVERYTHIN
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making the most of a framework Auto
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continuous integration For you and
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setting up continuous integration A
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tests only cover what you tell them
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tested code is completed code } 258
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putting code to the test 260 Chapte
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100% coverage All three of these te
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using a coverage report Testing all
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the cost of testing Q: How do cover
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is 100% coverage efficient? 268 Cha
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an environment for testing 270 Chap
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exercise solutions 272 Chapter 7 Te
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test before code Test FIRST, not la
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unit testing Your first test... The
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green means pass Get your tests to
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testing a user story’s functional
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implement a test in code import org
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drive your code with TDD In TDD, te
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task done when tests pass Completin
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first fail Red: write (failing) tes
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keep it simple You can just make up
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simple code is testable code Always
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switching to test code with the str
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where to place your test code Remem
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etter code through testing Testing
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tests = code and lots of it More te
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mock objects We need lots of differ
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using a mock object framework Mock
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why mock objects? Q: These mock obj
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all green, you’re done It’s not
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test, red, code, green A day in the
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esults from an iteration Your itera
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daily standup meetings Standup Meet
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urn-down analysis 322 Chapter 9 Bef
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system testing System testing MUST
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incorporating system testing System
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issues with test iterations More it
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enabling communication 330 Chapter
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This is usually called acceptance t
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filing and fixing a bug The life (a
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ug trackers So you found a bug....
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learn from your iteration But there
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different project hurdles 340 Chapt
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iteration reviews Time for the iter
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other things to do A GENERAL priori
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CHAPTER 9 346 Chapter 9 Tools for y
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crossword solution 13 B 1 S Iterati
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an iteration finishes with more tha
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planning the next iteration You nee
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uilding your board for the next ite
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uilding your board for the next ite
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factoring in real velocity Q: A tea
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the customer still rules And it’s
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it’s still software Someone else
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integration tasks on your board Tit
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integrating third-party code How yo
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euse means trust too //... 368 Chap
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when reuse lets you down Testing yo
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trust no one Standup meeting 372 Ch
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looking for problems in reused sour
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finding problems in reused source c
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your process deals with it You with
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oken code happens � � � � Q
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exercise solutions 2 R 1 R 3 E S P
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At the end of the last chapter, thi
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always communicate First, you’ve
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prioritize what you do 388 Chapter
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ump some things for later 390 Chapt
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apply your process Priority one: ge
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focus on functionality We could fix
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test for bugs Figure out what funct
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think about estimating Even though
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spike tests Spike test to estimate
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estimate what’s left What do the
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factor in confidence Your team’s
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always communicate Give your custom
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apply other techniques Figure out w
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successful deliveries matter Things
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functionality wins most importantly
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CHAPTER 11 414 Chapter 11 Tools for
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crossword solution 10 F 15 H 5 P Bu
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software process defined Pinning do
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evaluate everything The big board 4
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ensure changes improve things The b
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formalize if necessary Formal attir
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other resources Some additional res
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CHAPTER 12 428 Chapter 12 Tools for
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exercise solutions 4 S 11 P 14 A So
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uml and class diagrams #1. UML clas
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sequence diagrams #2. Sequence diag
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user stories and use cases #3. User
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system testing vs. unit testing #4.
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CHAPTER 1 development techniques CH
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development principles Deliver soft
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the index building projects (contin
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the index H Head First Java BeatBox
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the index No Dumb Questions (contin
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the index singularly focused 152 so
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the index third-party code bugs in
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