Hey you! Are you working through some issues but don’t have time for the therapist’s couch? When you sit down and start working with the merge tool in GitKraken, all your internal struggles will disappear. No hypnosis or guided imagery needed.
Because the fact of the matter is conflicts are pretty common—in coding and in real life. And sometimes you need a referee, a parent or a therapist. Enter GitKraken’s merge conflict tool. It’s like having all of those three people in one.Here’s the Deal
According to Jose Garcia, Developer at Axosoft, “When you try to merge files or branches together you’ll occasionally get conflicts,” which in the past would force you to get out of your Git client, open another app, etc. Essentially, you have to take a bunch of extra steps.
Well, not when you use GitKraken! “The GitKraken merge conflict tool lets the user combine code the way he or she wants,” explains Garcia.
“Most Git clients ask you if you want to install another app. GitKraken will ask you, but also provides a way to resolve the conflict right in the app.”
According to Garcia, “One of the main goals of GitKraken is to keep users in the app so they don’t have to leave it to do things they should be able to do in GitKraken.” He goes on to explain that in order to do this, redesigning the UI was paramount.
“We had to make a custom area,” he reports. “There are three small windows that show you three different versions of the same file; so if you scroll through one, you want the other two to do so as well,” he explains. “We added that synchronization functionality.”The merge conflict tool performs in-app. Using the Merge Conflict Tool
It’s pretty straightforward, really. When you have a merge conflict, simply click on the conflicted file. Instead of opening the regular diff view you’re familiar with, it will open a specialized view for helping you resolve merge conflicts without having to leave the app.
This view has three different sections:
- The two side-by-side sections on the top half show you the different versions of the file you are trying to merge.
- The third section on the bottom half shows the output.
To select which lines you want to take, you can click on any individual highlighted line to add it to the output. You can also use the checkbox next to each conflict section to add the entire chunk to your output.
You can also just decide to take an entire side with the “Take All” button. The arrow buttons help you quickly navigate between the different conflicts in the file.
When you are happy with your selections, click on “Save and Mark Resolved” to save your file and stage it.
Check out the GitKraken release notes for more details about the merge conflict tool; it’s just another step toward making GitKraken 100% standalone!
Targetprocess v.3.8.6: Batch Delete from context menu, Quick Add Relations in Lists and Boards, Focus on selected cards, Import/Export for Team States and Teams
We are on our way to making batch actions easier to perform. To start, we've enabled batch delete using a context menu for all view modes where a group of cards can be selected (Board view, Timeline view, One-by-one view and a clipboard).
From now on, it will take less clicks to add relations to your entities. Quick Add is now available from Relations Lists and Board views.
Before v3.8.6, you could only focus on whole lanes. Now, you can focus in on cards as well. Select cards and (or) lanes you want bring into focus, and then press the Focus button at the top of the view.
Your data can now be exported to a CSV file with all Teams and Team State fields intact. Just build a view with entities you are interested in and click the ‘Export’ button from the ‘Actions’ menu to download a CSV file. You can also set these fields from a CSV file if you map the Teams, Team State, and Team Iteration fields before importing.Date units for project
Several new units have been added for cards: Planned Start, Planned Finish, Forecasted Finish, and Anticipated Finish. Go to the Customize Cards tab in a view's settings to add these units to your cards.
Inline Editing of Percent Participating and Start/End Date in the Allocations list is now available! Hover the mouse over a unit and edit the value with one click. The option is available on User/Team/Project Detailed views.
- Fixed copying an entity with all its custom fields values
- Fixed Rich Text Custom Field display in a Print view
- ‘Remove Relation' button is replaced with the ‘Unlink’ button
- Improved Global Quick Add Performance
- Fixed attachment display for users that are not the attachment's owner
- Fixed highlighting of cards in a clipboard
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I have a problem. Despite teaching people and organizations how to organize their work effectively, how to prioritize, about the evils of multi-tasking and the importance of sustainable pace, I have never been able to get my own to-dos under control. By extension, my life has never really been under control either. So I often work late into the night, almost every night, and on the weekends as well.
I have experimented with the Pomodoro (I could never get myself to stop working after 25 minutes. I want something done before I can put it down) and Personal Kanban (post-its with waiting-working-done around the screen of my notebook (the problem wan't the WIP but the length of the backlog). The results of my attempts was always the same: I worked very hard, getting things done one after the other, but my work schedule always extended into the night and over the weekend.
An experiment with timeboxing tasks/goalsTwo weeks ago, a read an article on linked in, Critical Things Ridiculously Successful People Do Every Day, by Travis Bradberry. His first recommendation: "[F]ocus on minutes, not hours." Enter your program in your agenda. A light went on. If I am going to do something, the first question I must answer is when am I going to do it? Then I block the time for that activity. What happens if I don't have time for it? Either postpone it, don't do it, or cancel something else.
So I decided to try an experiment. For one week, I would schedule every major activity I needed to accomplish. From Sprint Planing for the SBC website, to quotes I needed to send customers, a talk I needed to prepare, to packing for my trip to the Scrum Gathering. Everything went into my calendar. Looking back on it today, I see that I had 30 individual items over five days. Only once did I schedule work into the evening.
What happened? The good news: Friday morning, when it came time to leave, my wife said, "it's time." I said, "OK," put my suitcase in the car, and off we went. On the way, she said to me, "I have never seen you so organized and ready for departure before a trip like this!". (And I hadn't even told her about my experiment!). I accomplished every major goal I set for myself that week (except one). And I had time to watch 4 hours of amateur Star Trek videos on you tube without feeling guilty! Wow.
The bad news. My estimates suck. It starts with the assumption that 30 minutes every morning is enough to deal with routine emails. So I had to deal with that.
Having a schedule in my calendar, and new goal starting half an hour from now, has proven to be an interesting attractor. It reminds me to focus my attention on the right thing. I can look at my calendar and see what I should be doing.
If I get to the end one time box, and the goal has not been achieved, I have to ask myself the questions, what do I do now? Do I keep working on my current goal? Or do I schedule the remaining parts for later? Or do I cancel or postpone the next goal?
Depending on the situation, I have already done all of these. Remember, I said there was one major goal I did not accomplish? Well, I got to the time when I was supposed to start it, but I was nowhere near finished the previous goal. I evaluated the importance of the two goals and decided that it was more important to finish the goal I that I was working on. So I finished it and dropped the other one (urgent but not important). So timeboxing individual goals enables me to prioritize and ensure that the most important things get done. After a week of this, I was pretty happy with my results.
What does this have to do with Scrum? For me, Scrum consists of 6 essential patterns:
- Inspect and Adapt at regular intervals
- Produce something that might be valuable at least once per interval
- Management leads and supports, and knows when to stay out of the way.
- The whole team solves the problem
- One voice speaks for the customer/maximizes the value of the work done
- A coach helps everybody achieve higher performance.
Inspect and Adapt at regular intervals.
Produce something that might be valuable at least once per intervalFirst, I have stopped calling it task planning. I allocate time to achieve a goal, not perform a task. So I keep focus on the fact that my work should produce value. At the end of a time box, I hope that the goal will have been achieved. If not, that is the moment to Inspect and Adapt. I allocate time in Pomodoros (units of 30 minutes, including a 5 minute break). Nothing takes less than one Pomodoro, and I never block more than 4 consecutive pomodori for a goal. Often I achieve my goal. Sometimes I don't. That is when inspect and adapt is really helpful!
The whole team solves the problemThis one is actually pretty easy. I am the whole team. Management leads and supports, and knows when to stay out of the way.I don't think this is really relevant in my context. I am basically a one person company. Not much of a management layer. :-)One voice speaks for the customer/maximizes the value of the work doneThis one is a bit tougher. Can I effectively be my own product owner? I think so, but I am going to keep an eye on this one. I started to set longer term goals by allocating time further in the future to achieve them. Aside from managing time I am not yet managing a formal backlog. A coach helps everybody achieve higher performanceIs it possible to be my own Scrum Master? I don't think so. An essential aspect of being a Scrum Master a Scrum Master is the independent perspective. On the one hand, I don't feel like I have systematic impediments. On the other, how do I know that I am focussing on the right goals? How do I know that I am working effectively? I think there needs to be second person involved.Next experimentsThis week, I will continue with the approach. I have also asked my wife to play the role of Scrum Master and I'd like to add a Sprint Planning/Review and maybe even a retrospective. Hmm, that means scheduling time for it...My Personal Scrum, v0.1How am I doing Scrum for myself?
- When I decide I want to achieve a particular goal, I also decide when I will work on it, and block that time in my agenda
- If I have no time to work on a new goal, I have to either postpone the goal, reject the goal, or reschedule or renounce another goal
- I strive to work on / that which is planned at any given time
- I know my estimates suck, so I leave slack in my agenda and forgive myself if things don't get finished when I hoped/expected.
- My agenda serves me, not the other way around. So if reality is different than plan, I adjust the plan to reflect reality.
Many of you will already be familiar with the Galactic Empire (spoiler alert: we’re the ones ruling the galaxy through fear and intimidation). It’s really great to have this opportunity to share some of my experiences in the challenging, but rewarding field of galactic domination and demonstrations of hitherto inconceivable power and destruction.Approaching Agile Like a Master
Our releases are pretty mammoth. Like 120km mammoth in the case of our Death Star, and it’s the Death Star I’d like to discuss with you in this article. It almost never got completed and in fact could have been DESTROYED had we not discovered – and repaired – a small but nonetheless major flaw in our design. More on that later.
You may think that building a Death Star is as simple as welding together a few million panels of metal, wiring up some electrics, adding a few light fixtures and firing up the wireless router. Let me tell you right now: Death Stars are a logistical nightmare. They are pretty much financial suicide and include countless concerns and protocols, not to mention the amount of hardware and software development required. Also, it’s worth mentioning (and I’ve said this before) that ____tech terror.
Most of these needs have to be outsourced to contractors across the galaxy, adding even more complexity to the logistics of the project. Several times I almost lost my mind trying to keep track of everything. Folks, I’m not exaggerating. Planning a Death Star absolutely sucks.
An omnipresent threatening force is a useful methodology, but myself and my master, Emperor Palpatine, soon came to the realization that a more pragmatic, controlled and proactive approach to our project management was needed to pull off such monumental and complex ventures and have everyone play ball in a timely manner.
We of course adopted an Agile approach. But Agile is not in and of itself the solution to complicated projects – it needs to be implemented well.
Thank the Force we discovered Axosoft to implement our Agile workflow. Here are just a few ways in which certain Axosoft features helped us see some exciting (and some less so) aspects of Death Star planning through to completion:
We needed to have the ability to plan our releases, both as a way of planning projects within the overall scope of the Galactic Empire’s continuing dominance of the galaxy, but also within each project.
We were able to plan with a forward-thinking methodology (we might, implausible as it may seem, decide to build another Death Star, for example) and also split up our Death Star progress into sprints to ensure milestones were clearly defined and completed on time.
Many subsequent tasks were dependent on completion of our defense systems, and so our shield and defensive firepower planning and construction formed our first sprint, with subsequent sprints being populated with items contingent on that security being in place (offensive weaponry and phase 2 of actual construction are two obvious examples).
Other items could run concurrently across multiple sprints, such as Human Resources policies, onboarding processes for certain staff members (but not others), etc.
[image of planning release sidebar]
The overview of our backlogs was essential for us to be able to glance at outstanding and completed items, see what priorities needed addressing, and filter down into a narrower selection of items. Using workspace tabs, we were able to filter items by designation, by sprint, and all sorts of other ways, and then save these views in convenient tabs at the top of the screen.
Within the DS-1 version (essentially our project), we added sprints to understand where in the overall project certain milestones would occur and what needed to be completed to meet them on time. For example, we were able to work out precisely at which stage in development the Death Star’s weapons and shields could be fully operational, even before overall completion.
Using Axosoft’s Release Planner, we were able to quickly drag and drop items to assign them to team members. Once we had assigned tasks, we could, at a glance, see how many hours each team member had available, and could see whether members were overstretched or underutilized.
For example, as the development of our laser was completed ahead of schedule, we were able to reassign several scientists and engineers to the more menial task of uniform design and stitching, which was behind schedule. We were able to see at a glance that our workforce in this area would have been way overstretched, and so we made a polite request that others become team players.
After all, showing of the destructive power of a planetary deathray hardly looks impressive when conducted in the standard issue Empire polo shirts and khakis.
Overall, these features allowed us to prioritize certain tasks so as not to hold up subsequent releases.
[image of backlog list]
[maybe mention Kanban view here too]
Burndowns and Dashboard
Work progressed and we amassed more data as workers entered in work logs. This allowed us to compare projected work hours with actual hours, and identify where we were underestimating the time that items would take.
We used the snazzy burndown chart and dashboard to analyze this data and predict our completion dates. From there, we could make adjustments as necessary to get back on time.
(As an aside, this has become far easier to enforce now that the Death Star can destroy your home planet if you underperform. Nothing like the obliteration of your entire world as motivation to try just a little harder, is there?)
This was a big one, especially for the higher-ranked members of the team. Previous face-to-face standups had the unfortunate tendency to create situations where emotions were running high. Individuals would inevitably overrun or deviate from the discussion at hand, and this would lead to raised voices, sarcasm, and eventually force chokeholds from yours truly. In standup mode, we are kept to task, and things are, well, less disturbing.
Need to finish this entry but have some ideas. The example Wiki I’ve made drafts an HR form whose final version will be available to download (here it is — download, don’t view in drive, as it’s garbled in drive)
[image of projected Death Star plans]
Literally. Using Axosoft helped us to better share updates, understand and anticipate the progress of every team, and adjust quickly to accommodate any unexpected changes in scope.
We were able to see a timeline of comments and progress, and re-assign tasks as necessary to have a clear picture of who was responsible for what at every stage of the item’s progress. This was especially important re a small issue that turned out to be pivotal in our balance of power in the galaxy.
[changes in scope come from burndown charts]
A small vulnerability in our exhaust port seemed minor at first, but just the right shot could have DESTROYED the Death Star! LOL, can you imagine? Axosoft allowed us to track our defense items much more robustly, and we were able to discuss issues and ensure no rash decisions were made (or ignored) without the oversight of other team members. We were able to act swiftly and with a clear chain of command to implement fixes.
Long story short – the flexibility that Axosoft afforded the Galactic Empire during the Death Star’s construction meant that the old plans stolen by the Rebel Alliance were not quite – ahem – accurate anymore.
We had completed ahead of schedule, but had also managed to squish a fair few bugs and design flaws that might otherwise have slipped through the cracks. Flash forward to the Battle of Yavin, the Rebel Alliance thinks we’re vulnerable – SURPRISE! – we’re not! We win the battle, crush the Rebellion and the Death Star shines on as a symbol of fear and tyranny throughout the galaxy. Pretty certain that’s how it went down.
About Darth Vader
Lord Vader began his career as a young pod racer before becoming a Jedi knight, the most powerful Jedi knight. It wasn’t long before his talents were noticed by a soon-to-be-Emperor Palpatine and before long, Vader was using the power of the Dark Side and had become more powerful than you could possibly imagine. He now rules the galaxy with Emperor Palpatine.
His hobbies include force chokeholding subordinates, spending time alone in a special capsule all of his own, reading, dogs and frequently guest writing for various blogs across the galaxy. His favorite bands are U2 and Coldplay.
Detailed task view, with comments thread, segways into the exhaust port one. Also show PDF export because the emperor likes to have everything printed off and bound.
Have you ever lost your glasses or forgotten your contacts? (If you have perfect vision, congrats to you, but please stay with me). In your glassesless search around your house, did you grope for a lamp only to find it was your cat or last night’s Chinese takeout? Regardless, you know how annoying it is to not be able to search successfully for specific items.
You also know the feeling of finding your glasses, seeing clearly, and going back to being a productive human. This is what GitKraken’s new Fuzzy Finder does for you. It helps you search and find what you need super fast (without mistakenly handling old Chinese food).In Search Of
So back in the day when there wasn’t online dating, there were newspaper ads that lonely singles posted which typically started with the letters ISO—standing for In Search Of.
Singles would describe their perfect person and include a phone number. If you embodied that description and you happened to be single and you happened to be reading the ad, and you happened to feel like calling a strange number, you just might meet and fall in love.
There’s a lot of chance at play there. Luckily, technology has evolved, dating apps eventually appeared and now it’s easier to find what you’re looking for. Although our Fuzzy Finder won’t get you a date, you can find what you want within about 2-3 keystrokes.In order to use Fuzzy Finder:
- Hit cmd + p (Mac); ctrl + p (Windows and Linux)
- See the empty input at the top of the screen? Cool. Start typing the action you want to take (open repo, checkout, or history), or just a repo, branch, or file name. GitKraken will list suggested actions and items, even with incomplete words.
- Identify what you’re looking for and choose it.
- Congrats. You just saved yourself a bunch of time. Continue with life as you were.
According to Justin Roberts, UI/UX Lead for GitKraken at Axosoft, “You can start typing what you want to do and GitKraken will intelligently give you a list of options for what you can do. For example, if you start typing “O” GitKraken knows you probably want to open a repo.”
He continues, “It will show a list of your repos prefixed with “Open Repo:” from there you can either arrow down to the repo you are looking for or keep typing to refine your search down to one specific option”The Fuzzy Finder in action
As you probably know, many modern applications use this technique for searching. But the big deal for GitKraken users is it speeds up everything you do right in the application.
“This is especially helpful for users who have tons of repos,” says Roberts. “For users who work on a lot of different projects it gets tedious to always go back to the Open menu, scroll through the list of repos, find the one you want to open and switch back and forth. Now you don’t have to.”The Future is Fuzzy (but Clear)
So, now you know that you can search in-app and quickly find a command, but did you know that GitKraken is the only Git client with this feature? Yep, we’re pretty proud! Just remember cmd/ctrl + p. P—for “Procure” not “Print” (because what are you printing anyway? It’s 2016.)
“Now that we have this functionality we can add things to it,” explains Roberts. “We can continue to expand as we find places to optimize workflow. So if we find out that users are always doing one specific action repeatedly and going through the UI takes a little bit more time, we can make that task a little more accessible. We’re excited by the possibilities this will provide GitKraken users to become more productive users of Git.”
In Search Of saving time with the hottest Git client on the market? Check out GitKraken. You just may find the love of your life.
Lisette Sutherland posted a podcast we recorded about geographically distributed agile teams. See Organize Your Distributed Team over on the CollaborationSuperpowers site.
We covered how you can think about your geographically distributed agile team:
- Why you want a distributed agile team (yes, there are some great reasons)
- How you might organize your team.
Here are the articles I mentioned:
I wrote about the timezone bubble chart in Managing Timezones in Geographically Distributed Agile Teams
Here are three posts about Geographically Distributed Teams Have Choices for Lifecycles about options for how you might do agile with a geographically distributed agile team.
I even had a chance to rant about management. We had a blast, as you can tell. Hope you enjoy it.
This week at VersionOne we had the opportunity to celebrate our CTO Ian Culling for having a birthday. He won’t tell us how old he is, so I guess that means he’s over 20? If you get the chance to meet him you might think he’s in his 20’s!
The man is a big part of the culture here at VersionOne. He makes things fun in addition to being smart as hell and doing a bang up job as the CTO. Walk into the development area and you are sure to find traces of Ian’s shenanigans, Dumb & Dumber orange suit, a plethora of nerf guns, Oculus rift, OneWheel, and more recently a Razor drift cart.
He’s also known for showing up at events in “special” attire. It’s a thing we that we’ve come to expect from him, but there’s always an element of surprise to it. So in honor of his birthday, we thought we would egg him on for an upcoming golf event that we have going on.
Below is the email that went out from Holly Reynolds, an interaction designer on the product development team.
In case you didn’t know…. it’s Ian’s birthday today…
We all know how much Ian loves to dress up and as much as he probably would like to come to work in his actual birthday suit, clothing is not optional here at VersionOne.
Stars pass and we honor them by celebrating their life after they are gone, but that seems like such a waste. Ian’s not dead, but he is getting older. Each of these remind me of him in a special way. I’m pretty sure if you pick your favorite, we just might get to see this guy show up at the upcoming golf outing on May 16th (don’t forget to sign up…you’re welcome Michelle).
Reply to me with your vote by 5 pm today or add your own suggestion for the birthday guy if you please.
The results will be compiled and shared later.
Creator, eccentric, minus the weird hair.
The Artist Formerly Known as Ian
Calm, cool and….collected;
Purple pants are not above this man
Rowdy Roddy Culling
“I came here to chew bubble gum and kick ass.
And I’m all out of bubble gum.”
Comment on this post and vote for your favorite or make a suggestion of your own. We’ll share the results in a couple weeks!
The post How We Celebrated Our CTO’s Birthday and How You Can, Too appeared first on The Agile Management Blog.
It's the end of an era. After nearly 10 years of updates and lessons-learned, we’ll be removing Targetprocess v.2 following next month’s build. As we’ve explained in earlier posts, we’re doing this to help accelerate our development speed and make important improvements to Targetprocess v.3.
Most of our users are already on Targetprocess 3 and won't notice any difference. For those of you still using Targetprocess 2, this change means you’ll no longer have access to old lists, dashboards, or the Targetprocess 2 interface. Time sheets and custom reports will be preserved and migrated to Targetprocess 3.
If you need help transitioning to Targetprocess v.3 and training users, please do not hesitate to schedule a “Migration to Targetprocess 3” workshop.
Our last Targetprocess 2-supported build will be released in May 2016. All updates after this will not be compatible with v.2. If you absolutely don’t want to lose access to Targetprocess 2, let us know via email@example.com. We don’t recommend this option, but it’s your choice and we’ll take steps to help you keep your access to v.2. In this case:
For On-Demand accounts: We’ll move your account to a separate environment where you can continue working off of Targetprocess 2, but will no longer receive updates or new features.
For On-Site accounts: You won’t be able to upgrade your Targetprocess instance with any build released after May 2016. You can keep using Targetprocess 2, but with no new features or updates.
We’ve had some great times with Targetprocess 2, and we’ll always look back at it fondly. If you want to read the whole story behind the product, take a look at our company chronicles (2004-2014).
Let us know if you have any questions or concerns about this change. If you have any fond memories of v.2, we’d love to hear them in the comments. Now, it’s time for us to move on and look ahead to the future of Targetprocess. We hope to see fans of Targetprocess 2 there as well.
What happened when members of our Customer Success team traveled to San Francisco for the Customer Success Summit on March 21-22? They found some new inspiration, cutting-edge ideas and a couple of surprising insights. Read on to learn what our team took away from the convention; perhaps you can find something useful too.1. Customer Success is always changing.
This is simply because the needs of customers, teams and people change. “The idea of Customer Success is very fluid and there is no magic bullet,” says Zack Manis, member of the Customer Success team at Axosoft.
Although the idea of change and fluidity makes tending to customers’ needs a bit challenging, if teams have a clear vision and goal of how they want to address evolving needs, it can help.
“There is not one infographic that you can grab and post on your wall that explains Customer Success. You have to take in all the information, examine your company, understand the customer life cycle and then do what works for your customers and your organization,” he explains.
But we tried to break it down for you here.3 Aha’s! from the Customer Success Summit
According to Jonathan Silva, Director of Customer Success at Axosoft, the conference helped clarify his thoughts and vision for what the team should look like and value. “We really did leave with a game plan on how we should continue to build out our department,” he says. The conference gave us information about a range of topics, from what sorts of roles should the team hold, to what types of experiences our customers should have.”2. Content is still king, not just in marketing.
One of the most eye-opening moments took place during a talk about content and its uses. According to Silva, the main message was: ‘Customer Success should be driven by your content.’
You should ask yourself, ‘are our customers able to answer their own questions without picking up the phone all the time to call us?’ If they can’t, that’s a very real challenge.
“It was a great reminder to think about the types of documentation we have online,” says Silva. He goes on to explain that customers typically will not go to a company’s website to find help; instead, they turn to a search engine. “Our first line of defense is Google,” he reports. “Therefore, we always need to make sure we are optimizing our content when writing; it also needs to be a positive user experience.”
Silva goes on to explain that content on a website should work not just for potential customers, as an advertising vehicle, but for current customers looking for help and information. Therefore, SEO and search functionality are paramount.3. A Pastoral Farm vs. The Thrilling Hunt
Perhaps one of the biggest Aha! moments came from Guy Nirpaz, CEO and Founder of Totango and author of “Farm Don’t Hunt – The Definitive Guide to Customer Success.” Both Manis and Silva wholeheartedly agree with Nirpaz’s philosophy that Customer Success really is just like farming. “You have to cultivate. You can’t just plant once and walk away,” explains Manis.
This philosophy generally favors the customer over the seller and is intended to run throughout the organization in which you work. “Customer Success is a mindset, not just a team within a company,” says Manis. He concludes, “All teams in your company need to be not just internally optimized but customer optimized as well.”What Now?
At Axosoft, we’re dedicated to helping our customers successfully meet their development goals. If you’re thinking about starting your free trial of Axosoft, you can look forward to our Customer Success team working with you during your onboarding and implementation sessions and providing ongoing training and optimization sessions. We hope to work with you soon!
An Exercise in Estimation: How many times can you fold a piece of paper in half & half again...
I do this exercise when beginning scrum teams start story estimation or task estimation. While this exercise has a unique twist that is very different than task estimation or story estimation - very few people foresee this aspect of the exercise, so it adds to the ah-ha moment.
Start by giving everyone a sheet of typical paper (8.5 x 11 in the USA - although the size just doesn't matter). Then tell them the exercise but ask that no one do any thing yet. First we will estimate. The task is to estimate how many times you could fold the paper in half and then again in half and repeat... without doing it what's your estimate of the number of folds?
Ask people to call out their estimate, write then on a board in no particular order or fashion.
Typical groups come up with estimate in the range of 5 - 20 folds.
If you want to do math... calculate an average estimate... or just circle the mean value.
Next have the group fold the paper in half and half again up to 4 times - then STOP and estimate again. Same as last time - call out the estimates and write them down on the board.
Next - fold the paper until you are done. How many folds did you get?
Now the debrief: What did you learn in this exercise? What happened to the estimates - why did this happen? What generalizations of estimating can we learn from this example? So when do we practice this re-estimation technique in Scrum?
For BONUS points - how many times do you need to fold paper to get to the Moon?
How Folding Paper Can Get You to the Moon
MythBusters episode: Folding a large piece of Paper in Half - What's the Limit
I regularly get questions on agile retrospectives, which I'm more than happy to answer. In this blog post I'll discuss the question that I got from someone who attended one of my workshops on valuable agile retrospectives. He was planning a retrospective with a new team, and wanted my advice on which exercise to use and how to facilitate the retrospective. Continue reading →
A big thank you to everyone who took part in our recent mobile app user survey! After analyzing your feedback, we identified some key areas to focus on. We’ve already implemented some of your suggested improvements, and we’re working hard on the rest.
We’d also like to refine the overall user experience of the app, so stay tuned for more updates. You can download the app for free from either the App Store or Google Play. Check out our latest changes below, and let us know what you think.
Download the iOS app
Download the Android app
Our latest improvements:
- Added the ability to login via Single Sign On (must be activated for the web version first).
- Views that you have hidden in our main web-based application will now be removed from the mobile app. This will help to declutter the left menu, and will better connect your personal customizations to the mobile version.
- Dashboards and reports have been temporarily removed from the left menu until we find a better way to display and support them.
- You can now refresh the left menu and boards’ setup by pulling down on the left menu with your finger (pull-down refresh).
- Added the possibility to open links to entities directly in the app (i.e. links to tasks, user stories and other types of cards can now be opened in-app).
- Improved caching for views: any changes made to a view will now be retained after it is reopened.
- Fixed a bug involving incorrect setting of Release and Iteration fields. Releases and iterations will now be filtered correctly at all times.
We’ve also enabled push notifications. Never miss an important work item again -- unless you want to of course. You’ll receive notifications on your phone’s home screen when you are assigned or unassigned to an entity, when the state of an item you are assigned to changes (e.g. from “in progress” to “done”), and when you are mentioned or replied to in an entity’s comments.
What we’re working on right now:
- Improving real-time updates for boards.
- Storing all notifications in one place within the app.
- Implementing @mentions in comments.
Targetprocess iOS App:
Our latest improvements:
- Added support for @mentions in comments.
- Added the ability to log in via Single Sign On (must be activated for the web version first).
- Added the possibility to open links to entities directly in the app (i.e. links to tasks, user stories and other types of cards can now be opened in-app).
- Added the possibility to save images attached to entities in Targetprocess to the photo gallery of your iPhone or iPad.
- Improved real-time updates for boards.
- You can now log time spent and remaining time directly from an entity's description.
- Adding a Quick Add button for effortlessly adding new entities. This button will always be available from the bottom panel.
We’re also looking at improving general navigation and re-working the way entities and boards look in the app. Here is a preview of the would-be board view, user story view, and interface for comments:
If you feel like beta-testing these new mobile functionalities or trying out our new concept for boards, let us know! You can send your feedback, ideas and suggestions to firstname.lastname@example.org.