Friday, September 13, AM. Hi jrozansx, For your scenario, please do as below: 1. XML 4. Reset the IIS. Monday, September 2, AM. Dear Eric Tao, Thank you very much for your reply! Tuesday, September 3, AM. Tuesday, September 3, PM. Hi Eric Tao, I am moving forward : I tried to import files from skydrive.
HandleException Exception e at Microsoft. Any hints? Wednesday, September 4, PM. Hi jrozansx , There have been some major changes in the reporting infrastructure for the forthcoming release of Team Foundation Server.
Thursday, September 5, AM. Hi, it's me again. Thank you very much for your help. After checking out on the internet we came to understand two things: For the future work items, we can use witadmin and import the new XML definitions of the various work items. However, for the existing data old work items we will have to first understand how the data is stored in the SQL databases of TFS and then manually map old work items and their states to the agile template and fire SQL queries to change the references.
Improve this question. Gaurav Karwal. Gaurav Karwal Gaurav Karwal 2 2 silver badges 10 10 bronze badges. Add a comment. Active Oldest Votes. Improve this answer. Dylan Smith Dylan Smith How can we use it? Also, we evaluated witmorph and witadmin both.
However, we found that these tools do update your process template but they do not take care of the historical data. Teams use these values as one of the reasons for moving to Agile development, among others. In the past 10 or so years since the manifesto, various flavors of Agile were developed.
The key focus of our software development team here at Microsoft when it was reorganized a few years back was to ensure we used tools that you, our customers, can use.
This prevented us from utilizing internal tools that have existed for years at Microsoft. In short, our team is potentially just like yours—building software that enhances or improves the businesses on which customers rely. In our shift to Agile, we wanted to focus on interactions with one another, our customers and, finally, our process.
Prior to this change, we spent time focused on the reverse—process, customers and then interactions. The result over the past two years is that our focus today is on empowering our team, restoring our focus on customers and executing on the right solutions at the right time.
Let me share how. None of us have been on this team for more than three years. And as I mentioned, we were struggling. In March , we decided that things had to change. We needed a system that worked with us, rather than against us, and allowed us to focus on delivering customer value.
Beyond this, the system had to provide the ability to monitor and track progress at various levels throughout our team and our larger organization.
We were introduced to TFS early in the beta stage and decided to create one of our projects using Microsoft Solutions Framework Agile version 5. We were looking for a process template that would help us execute on our core objectives: enable effective product and sprint planning; focus on getting a rhythm to our development; and, most importantly, increase our interaction between developers, testers and program managers PMs.
The lifecycle see Figure 1 provided to us in MSF Agile seemed to fit exactly what we were looking for. We first examined each WIT as defined in Figure 2 to understand how to use them effectively. Instead, we focused most of our attention on user stories, tasks and bugs. At first, our user stories were quite large and spanned multiple iterations. They were more themes that drove tasks than user stories that drove incremental value. After some time, we learned that a good user story has three key elements.
That is, why does it add value, and for whom does it add value? This is the customer value! Acceptance criteria provides clarity to the team about what we planned to deliver. As we matured in our adoption of Agile, we learned more about user stories and how to have key conversations with our stakeholders and customers. We also had to discuss whether our team had correctly stack ranked the user stories. This led to further growth as a team as we started having good, productive conversations with our customers about the order of our work.
This is contrary to the Agile Manifesto, which emphasizes that everything is about the customer. To bridge that gap, we use the stack-rank field in the user story WIT to define the order in which we work on building value.
This field drives the conversations with our customers and partners to ensure that our rankings are aligned with theirs. As a team, we wanted to overcome our past history of having features grow in scope or size with little or no warning.
And we wanted to focus on value instead of features. We needed to accurately plan the work, allocate the right amount of resources and effectively take interruptions into account. Work on Agile teams is divided into iterations of a fixed length.
Improve this answer. Ewald Hofman Ewald Hofman What we have been doing is: Raising bug during testing by a tester. During iteration planning we may decide to allocate X amount of time to fix outstanding bugs, so we creat a bug fixing story for that iteration of X story points. Bugs are chosen that we think should be fixed within the iteration, a task is created for each bug along with a time estimate and any high level technical details.
Note the task is created as a child of the story and also related to the bug. The key is that bug work items are not developed against directly, a related task is. Tim Cooper k 36 36 gold badges silver badges bronze badges.
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