??xml version="1.0" encoding="utf-8" standalone="yes"?>亚洲第一AAAAA片,精品亚洲成A人无码成A在线观看,国产成人精品亚洲2020http://www.tkk7.com/mingj/category/36808.htmlFocusing on OO, Patterns, Architecture, and Agilezh-cnThu, 23 Dec 2010 17:03:46 GMTThu, 23 Dec 2010 17:03:46 GMT60让非技术h员理解设?/title><link>http://www.tkk7.com/mingj/archive/2010/12/23/341419.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Thu, 23 Dec 2010 15:55:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/12/23/341419.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/341419.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/12/23/341419.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/341419.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/341419.html</trackback:ping><description><![CDATA[     摘要: 作ؓ技术h员,我们l常需要跟客户、业务分析h员等非技术h员沟通Y件设计方面的问题。如何比较直观地向这些非技术h员解释设计、Y件质量对目的媄响,解释p糕设计、不q净代码l项目带来的风险Q解释我们必d始关注Y家设计问题?q里有两个概念(metaphorQ可以帮助我们达到这一炏V?nbsp; <a href='http://www.tkk7.com/mingj/archive/2010/12/23/341419.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/341419.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-12-23 23:55 <a href="http://www.tkk7.com/mingj/archive/2010/12/23/341419.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>持箋查之sonar初体?/title><link>http://www.tkk7.com/mingj/archive/2010/12/22/341350.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Wed, 22 Dec 2010 14:55:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/12/22/341350.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/341350.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/12/22/341350.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/341350.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/341350.html</trackback:ping><description><![CDATA[<p>安装、启动SonarQ?/p> <p>Sonar的安装很ҎQ按照Sonar官方主页的安装指南解压羃卛_?/p> <p>Sonar默认使用derby作ؓ数据库,你只需要在sonar.properties文g中去掉对derby数据库属性的注释Q然后启动Apache derby数据库?/p> <p>按照文档介绍Q启动SonarQ默认的主页地址是http://localhost:9000Q登录用户名和密码是sonar/sonar?/p> <p>使用Sonar查代码:</p> <p>要用Sonar查代码,也很Ҏ?/p> <p>如果待检查项目是maven目Q则只需要安装sonar maven plugin卛_Q如果是非maven目Q则需要在目根目录下创徏pom.xmlQ内Ҏ照文档配|。具体参 见:http://docs.codehaus.org/display/SONAR/Analyzing+Java+Projects</p> <p>现在只需要项目根目录下,q行mvn sonar:sonar可以运行sonar maven plugin来检查项目中的代码了?/p> <p>注意Q?/p> <p>如果目源文件用的~码与系l的默认字符集不同,比如操作pȝ是GBKQ而源文g~码为UTF-8。ؓ了能够正常地查代码,需要在pom.xml的properties元素下增加一w|如:</p> <div style="background-color: #eeeeee; font-size: 13px; border: 1px solid #cccccc; padding: 4px 5px 4px 4px; width: 98%;"><!--<br /> <br /> Code highlighting produced by Actipro CodeHighlighter (freeware)<br /> http://www.CodeHighlighter.com/<br /> <br /> --><span style="color: #0000ff;"><</span><span style="color: #800000;">project</span><span style="color: #ff0000;">.build.sourceEncoding</span><span style="color: #0000ff;">></span><span style="color: #000000;">UTF-8</span><span style="color: #0000ff;"></</span><span style="color: #800000;">project.build.sourceEncoding</span><span style="color: #0000ff;">></span></div> <p>否则Qsonar在生成checkstyle.xml的时候,不会正的~码传进去,Dcheckstyle在做AST分析的过E中使用了错? 的字W集Q从而提C字W错误:“expecting 'xxx', but got '<EOF>'”。即使是在调用mvn sonar:sonar的时候,增加参数如:</p> <pre>mvn -Dfile.encoding=UTF-8 -DsourceEncoding=UTF-8 sonar:sonar<br /> </pre> <p>也无法生效,虽然通过-e开x可以看到pȝ的默认字W集已经Ҏ了UTF-8?/p> <p>好了Qsonar已经安装完毕Q而且也顺利地完成了代码的分析和检查?/p> <p>下一步,我们可以分析sonar输出的报告,判断代码的质量,制定改善的措施了?/p> <img src ="http://www.tkk7.com/mingj/aggbug/341350.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-12-22 22:55 <a href="http://www.tkk7.com/mingj/archive/2010/12/22/341350.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>潜与水肺潜?/title><link>http://www.tkk7.com/mingj/archive/2010/09/24/332771.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Fri, 24 Sep 2010 13:05:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/09/24/332771.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/332771.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/09/24/332771.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/332771.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/332771.html</trackback:ping><description><![CDATA[     摘要: 潜潜水员游弋于h表层Q看鱼戏WQ望影掠深v。水肺潜水员可以潜过h表层的深度;他能潜到更深的地方,在一定的区域内研I些媄子以发现鱼类、沉Ҏ总及珊瑚的l节。在相同的时间内QQ潜潜水员可以游历更宽阔的水域Q而水肺潜水员则在潜游深度上占据优ѝ成功的目团队在项目的整个q程中会把Q潜和水肺潜水q两U方式结合v来用,在特定的时刻明智地选择合适的ҎQ从而有效地利用了时间?nbsp; <a href='http://www.tkk7.com/mingj/archive/2010/09/24/332771.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/332771.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-09-24 21:05 <a href="http://www.tkk7.com/mingj/archive/2010/09/24/332771.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>浓的特性汤http://www.tkk7.com/mingj/archive/2010/09/14/331943.htmlmingjmingjMon, 13 Sep 2010 23:42:00 GMThttp://www.tkk7.com/mingj/archive/2010/09/14/331943.htmlhttp://www.tkk7.com/mingj/comments/331943.htmlhttp://www.tkk7.com/mingj/archive/2010/09/14/331943.html#Feedback2http://www.tkk7.com/mingj/comments/commentRss/331943.htmlhttp://www.tkk7.com/mingj/services/trackbacks/331943.html阅读全文

mingj 2010-09-14 07:42 发表评论
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同事预审http://www.tkk7.com/mingj/archive/2010/08/31/330455.htmlmingjmingjTue, 31 Aug 2010 13:19:00 GMThttp://www.tkk7.com/mingj/archive/2010/08/31/330455.htmlhttp://www.tkk7.com/mingj/comments/330455.htmlhttp://www.tkk7.com/mingj/archive/2010/08/31/330455.html#Feedback0http://www.tkk7.com/mingj/comments/commentRss/330455.htmlhttp://www.tkk7.com/mingj/services/trackbacks/330455.html阅读全文

mingj 2010-08-31 21:19 发表评论
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一叶知U?/title><link>http://www.tkk7.com/mingj/archive/2010/08/04/327880.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Tue, 03 Aug 2010 17:04:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/08/04/327880.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/327880.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/08/04/327880.html#Feedback</comments><slash:comments>1</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/327880.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/327880.html</trackback:ping><description><![CDATA[Q一Q?br /> 与客户吃饭。客h怨,“我司人员失大,无法团队文化?#8221;我说Q?#8220;以你司推行的工具ZQ其思\是把团队定位于低、傻瓜式的水q뀂那么,出q个水^的hd、不个水q的人加入,不正是glƈ巩固了这U傻瓜式的团队文化么Q?#8221;<br /> <br /> Q二Q?br /> 工具或许无关好坏Q但要警惕的是工具传递的创徏者的价D。推q工具遭遇困境,原因在于推q者的价D与接受者不合,双方价D上面的认同没有到位。如果以外力强制推行Q甚至上升ؓ价值标准,孔夫子曰Q始作俑者,其无后乎Q?br /> <img src ="http://www.tkk7.com/mingj/aggbug/327880.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-08-04 01:04 <a href="http://www.tkk7.com/mingj/archive/2010/08/04/327880.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>保姆型项目经?/title><link>http://www.tkk7.com/mingj/archive/2010/07/26/327179.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Mon, 26 Jul 2010 15:38:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/07/26/327179.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/327179.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/07/26/327179.html#Feedback</comments><slash:comments>1</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/327179.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/327179.html</trackback:ping><description><![CDATA[     摘要: 目l理的很多技能都与传l的英式保姆有共同之处?nbsp; <a href='http://www.tkk7.com/mingj/archive/2010/07/26/327179.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/327179.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-07-26 23:38 <a href="http://www.tkk7.com/mingj/archive/2010/07/26/327179.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>Ƣ乐的鼓掌会?/title><link>http://www.tkk7.com/mingj/archive/2010/07/20/326676.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Tue, 20 Jul 2010 13:54:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2010/07/20/326676.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/326676.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2010/07/20/326676.html#Feedback</comments><slash:comments>2</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/326676.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/326676.html</trackback:ping><description><![CDATA[     摘要: 高涨的士气永q象征着l织的健店与之类|低弱的士气则说明肯定有什么地方做错了。有一U管理理念就是奉q种关系如圭臬,试图从相反的方向来利用这U关pR逻辑是这LQ把士气鼓舞hQ其他美好的东西也就跟随而至?nbsp; <a href='http://www.tkk7.com/mingj/archive/2010/07/20/326676.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/326676.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2010-07-20 21:54 <a href="http://www.tkk7.com/mingj/archive/2010/07/20/326676.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>谈软g开发的权利和权?/title><link>http://www.tkk7.com/mingj/archive/2009/07/11/286378.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Sat, 11 Jul 2009 09:37:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/07/11/286378.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/286378.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/07/11/286378.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/286378.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/286378.html</trackback:ping><description><![CDATA[     摘要: 在日常生zMQ有各种各样的法律规则和道d准则来约束、指D为。比如在初次的商业合作中Q双斚w会选择制定一份详的合约来规U双方,包括双方拥有的具体权利、以及单方出错时Ҏ享有的权利等。Y件开发,在商业上面也必然会有详尽的合U,处理的是两个l织之间的利宛_pR但是,软g开发同时作为紧密involve商业客户与开发团队的zdQ正如Alistair Cockburn把它比喻UCؓgame——由客户、管理层和开发h员共同play的gameQ其中也需要由参与play game的各方利害h来共同制定规则,让大安能玩得开心、尽_甚至长久。这P围绕着多赢长赢的出发点来play gameQ就同样需要这样一份“权利法案”,对开发过E中的三方利益利害h的权利做出基本的原则上的规定。在敏捷软g开发方法中Q特别是极限~程中,存在这样一份“权利法案”?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/07/11/286378.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/286378.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-07-11 17:37 <a href="http://www.tkk7.com/mingj/archive/2009/07/11/286378.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>AgileChina 2009: Pragmatic Agile [转]http://www.tkk7.com/mingj/archive/2009/07/06/285699.htmlmingjmingjMon, 06 Jul 2009 11:57:00 GMThttp://www.tkk7.com/mingj/archive/2009/07/06/285699.htmlhttp://www.tkk7.com/mingj/comments/285699.htmlhttp://www.tkk7.com/mingj/archive/2009/07/06/285699.html#Feedback0http://www.tkk7.com/mingj/comments/commentRss/285699.htmlhttp://www.tkk7.com/mingj/services/trackbacks/285699.html阅读全文

mingj 2009-07-06 19:57 发表评论
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敏捷Q把U律留下Q下Q?/title><link>http://www.tkk7.com/mingj/archive/2009/06/18/282983.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Thu, 18 Jun 2009 01:42:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/06/18/282983.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/282983.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/06/18/282983.html#Feedback</comments><slash:comments>1</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/282983.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/282983.html</trackback:ping><description><![CDATA[     摘要: 在很多h看来Q实施了敏捷Q似乎就{于U容E序员,允许他们不把U律攑֜眼里。事实是q样子么Q本文发表于《程序员》杂?009q?期,因篇q较长,故分ZD,本篇Z?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/06/18/282983.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/282983.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-06-18 09:42 <a href="http://www.tkk7.com/mingj/archive/2009/06/18/282983.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>敏捷Q把U律留下Q上Q?/title><link>http://www.tkk7.com/mingj/archive/2009/06/18/282982.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Thu, 18 Jun 2009 01:40:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/06/18/282982.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/282982.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/06/18/282982.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/282982.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/282982.html</trackback:ping><description><![CDATA[     摘要: 在很多h看来Q实施了敏捷Q似乎就{于U容E序员,允许他们不把U律攑֜眼里。事实是q样子么Q本文发表于《程序员》杂?009q?期,因篇q较长,故分ZD,本篇Z?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/06/18/282982.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/282982.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-06-18 09:40 <a href="http://www.tkk7.com/mingj/archive/2009/06/18/282982.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>q代l理是什么角ԌQ下Q【译?/title><link>http://www.tkk7.com/mingj/archive/2009/06/14/282171.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Sun, 14 Jun 2009 07:45:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/06/14/282171.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/282171.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/06/14/282171.html#Feedback</comments><slash:comments>0</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/282171.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/282171.html</trackback:ping><description><![CDATA[     摘要: 行业日新月异Q敏捗P代式和P代这些热门词已是“飞入寻常百姓家”,一个定义模p的新角艜y—P代经理,也Q出水面。这是新一代的目l理么?抑或是美其名的团队带头hQ又或者是理上的一个新阶层Q谁会被冠以q个“经理”头衔?本文着重阐qP代经理作Y件团队成员的工作内容和h倹{我们将分析q代l理的职责范_同时讨论作ؓ一个不可或~的角色QP代经理在面对l织和文化挑战的情况下,如何l持一个健L工作环境。本文是全文的下部分?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/06/14/282171.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/282171.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-06-14 15:45 <a href="http://www.tkk7.com/mingj/archive/2009/06/14/282171.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>q代l理是什么角ԌQ中Q【译?/title><link>http://www.tkk7.com/mingj/archive/2009/06/13/282048.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Sat, 13 Jun 2009 08:31:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/06/13/282048.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/282048.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/06/13/282048.html#Feedback</comments><slash:comments>1</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/282048.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/282048.html</trackback:ping><description><![CDATA[     摘要: 行业日新月异Q敏捗P代式和P代这些热门词已是“飞入寻常百姓家”,一个定义模p的新角艜y—P代经理,也Q出水面。这是新一代的目l理么?抑或是美其名的团队带头hQ又或者是理上的一个新阶层Q谁会被冠以q个“经理”头衔?本文着重阐qP代经理作Y件团队成员的工作内容和h倹{我们将分析q代l理的职责范_同时讨论作ؓ一个不可或~的角色QP代经理在面对l织和文化挑战的情况下,如何l持一个健L工作环境。本文是全文的中部分?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/06/13/282048.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/282048.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-06-13 16:31 <a href="http://www.tkk7.com/mingj/archive/2009/06/13/282048.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>q代l理是什么角ԌQ上Q【译?/title><link>http://www.tkk7.com/mingj/archive/2009/06/13/282007.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Sat, 13 Jun 2009 04:21:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/06/13/282007.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/282007.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/06/13/282007.html#Feedback</comments><slash:comments>2</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/282007.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/282007.html</trackback:ping><description><![CDATA[     摘要: 行业日新月异Q敏捗P代式和P代这些热门词已是“飞入寻常百姓家”,一个定义模p的新角艜y—P代经理,也Q出水面。这是新一代的目l理么?抑或是美其名的团队带头hQ又或者是理上的一个新阶层Q谁会被冠以q个“经理”头衔?本文着重阐qP代经理作Y件团队成员的工作内容和h倹{我们将分析q代l理的职责范_同时讨论作ؓ一个不可或~的角色QP代经理在面对l织和文化挑战的情况下,如何l持一个健L工作环境。本文是全文的上部分?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/06/13/282007.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/282007.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-06-13 12:21 <a href="http://www.tkk7.com/mingj/archive/2009/06/13/282007.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>敏捷、生产力和商业h?/title><link>http://www.tkk7.com/mingj/archive/2009/05/22/277406.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Fri, 22 May 2009 12:19:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2009/05/22/277406.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/277406.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2009/05/22/277406.html#Feedback</comments><slash:comments>2</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/277406.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/277406.html</trackback:ping><description><![CDATA[     摘要: 我们曾D办了一ơؓ期三天的敏捷培训Q学员主要是一些知名Y件公司的目l理和资深开发h员。培训期_我们带领学员q行了丰富的游戏Q通过寓教于乐的方式让他们体验了敏h法学的大部分知名实践Qƈ讲解了敏h法学推崇的h值和原则。从学员的回以及意见表上可以看出培训效果是显著的,但是在培训过E中学员也提C些问题,主要是对敏捷Ҏ学的实践和h值比较疑惑。在回答问题的同Ӟ我们能感觉到随着敏捷Ҏ学在国内被引入、被宣传Q很多Y件组l或人员Ҏh法学都已l有了基本的了解Q但是对敏捷Ҏ学向软g行业承诺的hD存在不同E度的顾虑?nbsp; <a href='http://www.tkk7.com/mingj/archive/2009/05/22/277406.html'>阅读全文</a><img src ="http://www.tkk7.com/mingj/aggbug/277406.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2009-05-22 20:19 <a href="http://www.tkk7.com/mingj/archive/2009/05/22/277406.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>XP 与马克思主义趣?Q读《Extreme Programming Refactored: The Case Against XP?/title><link>http://www.tkk7.com/mingj/archive/2008/12/31/249268.html</link><dc:creator>mingj</dc:creator><author>mingj</author><pubDate>Tue, 30 Dec 2008 16:52:00 GMT</pubDate><guid>http://www.tkk7.com/mingj/archive/2008/12/31/249268.html</guid><wfw:comment>http://www.tkk7.com/mingj/comments/249268.html</wfw:comment><comments>http://www.tkk7.com/mingj/archive/2008/12/31/249268.html#Feedback</comments><slash:comments>1</slash:comments><wfw:commentRss>http://www.tkk7.com/mingj/comments/commentRss/249268.html</wfw:commentRss><trackback:ping>http://www.tkk7.com/mingj/services/trackbacks/249268.html</trackback:ping><description><![CDATA[    前一D|间读了Matt Stephens ?Doug Rosenberg 合著的《Extreme Programming Refactored: The Case Against XP》(以下U《Refactored》)。该书虽然是针对 Kent Beck 的《Extreme Programming Explained: Embracing Changes》(以下U《Explained》)W一版进行阐发,然后 Kent Beck 在《Explained》第二版里面也修正了一?XP 的理念和态度Q但是《Refactored》书中提到的一些见解和看法现在Lq是挺有意思的?br />     <br />     比如作者一开始就讲了?#8220;皇帝的代?#8221;的故事新~,把皇帝比Lq信开发方法的客户Q然?XP 者就是两个骗子,利用不具体的q程标准来欺骗现场客户以及审查的其他人,q赢得最后的releaseQ却最l被孩子揭露出来的故事。不可否认的是作者在其中做了q多的假讑֒有失偏颇的类比,最l得故事显得过于荒诞和不切实际Q但 XP 在那个急于推广自己的年代用一些过Ȁ的宣传词Q从而引赯样那L误解Q也是正常的。这也是 Kent Beck 在《Explained》第二版里面修正的主要方面,使得 XP 更具可操作性,概念不显得那么的H兀而容易误解了?br />     <br />     撇开q些不谈Q觉得特别有意思的是作者在书中?XP 和马克思主义来做对比,得出一些共同点Q也颇让有所思。这里闲话不多讲Q直接脓上书中几?XP 和马克思主义进行对比的地方?br />     <br />     1. XP 里面的代码共有与马克思主义提倡的集体所有制<br /> <em>    Just for fun, we did a little research on the subject of collectivism, outside of an XP context. It came from Marxist “power to the proletariat” sociopolitical theory (more on Marxism later). Here are a couple of interesting quotes that we found: <br />     Karl Marx -- “Since the supreme aim of collectivism is the abolition of that capitalistic regime which enables one man or one corporation arbitrarily to exploit the labour and the necessities of many men, it obviously does not—in theory at least—imply equal compensation for all individuals, nor the destruction of individual initiative, nor the establishment of a bureaucratic despotism.” </em><br />     然后引用 Robert C. Martin 的话是Q?br /> <em>    “The only constraint that XP puts on you is that any production code has be [sic] written by a pair. Your preferences and comfort do not supercede the delivery of quality to the project, or your parcitipation [sic] in the team.”</em><br />     <br />     2. XP 里面自组l团队与马克思主义提倡的人民专政<br /> <em>    Karl Mars -- Power to the Peeps <br />     <br /> I was recently interviewing a programmer for a potential contract, and he happened to mention that he had worked on a project in which his team had attempted XP (but found it too difficult for various-reasons—in particular, that management wouldn’t buy in to the new way of working. Eventually they abandoned the “experiment” [which it quickly became known as], keeping unit tests but not much else). <br /> <br /> I asked him what he most liked about XP, and he immediately perked up with, “It empowers the programmers! Puts us on an equal footing with the management. . . .” </em><br /> <br />     可以看到的是Q这里面有些实?XP 没有解决好的问题Q或?XP 没有明示的东ѝ万q的是,XP 不是一个固步自的软g开发方法学Q而是更注重它所的h值和原则Q比如简单、沟通、勇气和反馈。所以,在实际开发过E中Q不同的目l在不同的项目环境下会裁剪出合适项目、合适组l的Ҏ学。所以,前面两个问题其实?XP 的框架内也都是可以解决的?br />     <br />     我们来看W一个问题:代码共有D个h失去成就感和q福感。其实这个问题的更深层次是:<br />     1. 敏捷团队如何评h个hperformanceQ?br />     2. 敏捷团队如何Ȁ׃人创造?<br />     <br />     其实q个问题也是我们在做培训的时候,学员们问得最多的问题。在传统的文档式开发过E中Q开发h员的工作量被量化成代码行数或?bug 修正敎ͼ虽然大家都知道这其实q不能反映真正的工作量,但毕竟可以作Z们衡量开发团队成员的 performance 的一个参考倹{?XP 一斚w宣扬 pair programming 以及代码共有Q另一斚w又宣扬增q设计和重构Q这L计个人的代码行数或者修改的 bug 数对于W效考核没有Q何帮助。那么,在敏捷里面是怎么解决q个问题的呢Q?br />     <br />     我想Q在查个人performance在项目组内部通常都会有自q办法Q符合公司文化和价值的评审Ҏ。以我们公司ZQ通常是由每个人找4Q?个项目同事来l他?feedbackQ提供对q个人在目里面表现的反馈。因?XP 提倡勇气和反馈Q所以,每个Z是会Z一个比较客观的态度来对同事q行评h。这P从项目同事的反馈里面Q就能得到比较全面的个h performance 信息了?br />     <br />     如何Ȁ׃人创造?对,因ؓ XP 提倡简单设计,通过重构来增q设计,所以在设计里面考虑更多的是设计是不是满_前的业务需求,是不是容易让目l其他成员所理解。但是,qƈ不意味着敏捷׃允许引入新技术,不允许进行大范围设计。这里不举我们公司的实践Q在《透析敏捷~程》一书中提到了在目l中使用“金卡”实践来激׃人创造,是允许目成员甌金卡来进行新技术研I或者大范围设计。因?XP 提倡沟通和勇气Q所以只要开发h员有具体理由Qƈ且项目组同意个h在某斚wp旉_֊Q那是应该重和允许的?br /> <br />     所以,从上面来看,XP q不会导致个人失L感Q重点在于项目组是否_ XPQ够敏h让每个h都达到自qq福感和成就感。如果没有,通过团队 retropective 来找出有效的改进Ҏ?br />     <br />     我们再来看第二个问题Q在目l内Q程序h员地位不比项目管理h员差。其实这个问题的更深层次问题是:<br />     1. E序人员应该听从理人员的指挥,怎么能提出异议呢Q?br />     2. 如果E序人员有自qxQ那理q能q行下去么?<br />     <br />     那么Q我惛_部分拥有q个疑虑的h应该是传l的目l理。但是自从在 javaeye 里面看了一把开发团队比L正规军的比喻之后Q我发现有些开发h员也們֐于接收管理h员的命oQ而不是更U极d地提供自qQ去和管理h员进行更有效的沟通。其实,我们在做培训的时候,和一些项目经理也谈过q方面的问题。开发h员不善于与他们沟通,D他们对开发团队的真实状态不清楚Q他们觉得非怸攑ֿQ于是反q来q一步要求开发团队提交更多的文档来反映他们的状态。这P开发团队文档Q务增重了Q怨声载道Q项目经理就更得不到目团队的真实状态了。于是,恶性@环就形成了?br /> <br />     在开发过E中Q随旉有可能会发生影响目交付的问题,比如原来估算的工作量有偏差、客户对某一处需求提Z修改{等。很多事情项目经理是不可能事无巨l都会察觉的。这些问题在传统软gҎ学里面都是作为风险来理的,于是目l理在预防各U各L风险中忙得焦头烂额,“兵马未动Q粮草先?#8221;Q不到最后一M敢让开发h员进行开发。因Z旦进行开发,而开发h员不U极d反馈目状态的话,目l理对于目是完全失控了。这是项目经理无论如何不敢面对的。可是,“防民之口Q甚于防?#8221;Q项目开发过E的风险Q是能完全堵ȝ么?如果开发h员可以有ZQ也无风险地发表自己的看法,目理可以是更轻松了的。而且Q一个h的智慧L有限的,当客户逼着你做军_的时候,你不希望目团队的h能站出来Q助你一臂之力么Q把全部责Q都一肩扛Q只会对目不利Q而谈不上有益。从另一个方面讲Q每个h都是希望有一个上升的职业生Q希望能不断提升自己。Y件组l也是希望能不断涌现表现优秀的员工,从而有利于l织的成ѝ那Z么要打压开发h员积极参与管理的兴趣和付出,最l媄响组l的成长呢?<br />     <br />     在培训中Q大多数目l理也能认识到项目团队沟通的重要性,但对怎么q样的团队仍然显得方法不多。XP 作ؓ充分照顾了h性的Ҏ学,也是提出很多原则允许或者鼓励开发h员积极沟通,表达自己的想法。所以,q用 XPQ徏讑֥单、勇气、沟通和反馈的良好氛围的团队Q不仅对于每个团队成员,对于目l理Q对于其他管理h员都是有癄而无一害的。ؓ什么不试一下呢Q?br />     <br />     马克思主义说q?#8220;集体所有制”?#8220;人民专政”Q毛泽东思想也说q?#8220;实事求是”Q邓^理论更是?#8220;不管白猫黑猫Q抓到耗子是好猫”。在《Refactored》提到的一些误解,其实都不能作为反对实施敏L理由。我惻I如果果真是阻力重重,或者不知道如何开_或许可以考虑h于一些专门提供敏捷咨询的W三方组l了?br /> <br /> <br /> <img src ="http://www.tkk7.com/mingj/aggbug/249268.html" width = "1" height = "1" /><br><br><div align=right><a style="text-decoration:none;" href="http://www.tkk7.com/mingj/" target="_blank">mingj</a> 2008-12-31 00:52 <a href="http://www.tkk7.com/mingj/archive/2008/12/31/249268.html#Feedback" target="_blank" style="text-decoration:none;">发表评论</a></div>]]></description></item><item><title>由某手机厂商现状漫谈敏捷http://www.tkk7.com/mingj/archive/2008/12/18/247064.htmlmingjmingjThu, 18 Dec 2008 05:58:00 GMThttp://www.tkk7.com/mingj/archive/2008/12/18/247064.htmlhttp://www.tkk7.com/mingj/comments/247064.htmlhttp://www.tkk7.com/mingj/archive/2008/12/18/247064.html#Feedback6http://www.tkk7.com/mingj/comments/commentRss/247064.htmlhttp://www.tkk7.com/mingj/services/trackbacks/247064.html阅读全文

mingj 2008-12-18 13:58 发表评论
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