Tudo sobre TDD

Este artigo escrito pelo Sr. Victor Hugo Germano vale a pena ser lido.


Segue o link: http://dojofloripa.wordpress.com/2007/09/10/tudo-sobre-tdd/

Screencast: TDD em Ação

Exemplo de como utilizar TDD. É apresentado o JUnit 4 e a sua configuração no Eclipse. Vale a pena ver.

Link: http://www.inf.ufsc.br/~sanchez/dojo/screencast_tdd.htm

Solucionador de Problemas

Hierarquia Empresarial

The Power of Knowledge

by Stacia L. Broderick

When beginning (or when trying to reestablish) Daily Standup Meetings, it is important to educate the team on some key principles.

Remind the team of the purpose of the Daily Standup Meeting: To allow each team member to discuss what they've worked on since the last meeting, what they will work on by the next meeting, and what obstacles are preventing completion of tasks associated with the commitments of the sprint. This constitutes a forum for team members to sync up in order to meet the goals of the sprint. Additionally, obstacles are brought forward from the team so that the ScrumMaster may remove them.

Remind the team of who owns the meeting: The Team! The Team! The Team! The ScrumMaster exists at a daily standup meeting to facilitate and remove obstacles. Team members should use the meeting to sync up with each other about their tasks (of course, non-daily-standup-meeting synching should be happening behind the scenes). Chickens (or observers) are not allowed to chime in during this meeting. Drooling, paleness, glassy-eyed stares, and robotic answers to three questions are certainly symptoms of a Daily Standup Meeting gone horribly wrong and a sign that the team does not own this meeting.

Remind the team of the benefits of the Daily Standup:

- Team gets to self-manage, sync up every day, and make adjustments in its plan.
- Stakeholders have visibility into the team’s work resulting in a higher level of trust
- It provides a chance to voice obstacles and have them magically whisked away by a ScrumMaster.
- A way to kick off the day, energized and in full understanding of where your team members are with their tasks.
- Provides a great forum for the team to review its burndown chart & backlog to see how work is progressing from the sprint level.
- Sometimes this is the one time of day when all team members are in the same place at the same time; take advantage of this common time.
- Have fun! Teams can use this as a creative space. I’ve seen some teams end the meeting with a riddle or brain teaser.
Discuss meeting time and place: Team decides time and place. If time and place do not work for the team, team reserves right to change time and place.



Owner: Stacia Broderick

Seven Fundamentals for Effective Daily Standups

by Stacia L. Broderick

Embracing these seven fundamentals for effective daily standups can effectively combat DSW.

The team believes in self-management and supports that existence.
They have all committed (as a team!) to the goals of the sprint
They realize the importance of communication and are utilizing the daily scrum to help facilitate this communication.
They understand and embrace that the order of, dependency between, and necessity of tasks will change on a daily basis throughout the sprint cycle; meeting daily allows team members to manage these changes and respond accordingly.
The team has an effective ScrumMaster or leader who empowers them to make decisions and take accountability.
Teams realize the importance of making work visible; transparency improves the nature of the relationship between the team and the rest of the organization, resulting in higher levels of trust and collaboration.
The team will retrospect on the daily standup, along with other process “milestones” to make meetings as effective as possible.


Owner: Stacia Broderick


Tradução: Sete Fundamentos para reuniões diárias eficazes (Standups)

1) O TIME acredita em auto-gestão e torna possível a sua existência.
2) Todos da equipe estão comprometidos (como um time!) para as metas do Sprint.
3) Eles percebem a importância da comunicação e estão utilizando o Daily Scrum para ajudar a facilitar esta comunicação.
4) A equipe compreende e aceita que a ordem de, dependências entre, e necessidades das tarefas irá mudar diariamente ao longo do ciclo do Sprint. As reuniões diárias da equipe permitem gerenciar essas mudanças e reagir em conformidade.
5) O TIME tem um líder efetivo "ScrumMaster" ou um líder que lhes compartilha permissões (poderes) para que eles possam tomar decisões e assumir responsabilidade com credibilidade.
6) O TIME percebe a importância de tornar o trabalho mais visível; transparência melhora a natureza do relacionamento entre o TIME e o resto da organização, resultando em níveis mais elevados de confiança e colaboração.
7) O TIME irá recordar durante os Eventos-marco de Processos (milestones) as definições tomadas durante a reunião diária (daily standup meeting) para tornar estes eventos o mais efetivo possível.

Obrigadão Yugo.

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