You probably heard we have been moving into a faster release cadence with the new mountain ranges releases in this post and this one. For many Product Managers or Business Owners releasing faster could be the difference between success and failure. Being able to shorten the cycle between an idea and valuable user feedback enables new companies to understand better market needs and improve based on it. Releasing valuable software earlier is the sweet spot for Agile and Lean methodologies.

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A new Mule release has to come with another internal hackathon. Our development teams focused on using the new features we added in Mule 3.3 and we came to the conclusion “A hackathon is like a box of chocolate, you never know what your are gonna get”. In our case, we got some really cool applications, so cool that some of those can become real products in the future.

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This is a quick note to let you know that we have released Mule 3.2.1 Community and Enterprise.  This is a maintenance release focusing on reliability and performance. Highlights of the new release include:

• Improved performance for Mule’s out-of-the-box active-active High Availability Clusters.
• An enhanced Business Event Analyzer, adding improved readability and and usability to its view into business transactions and KPIs 
• Over 120 improvements and issues closed

For a full list of enhancements view the release notes.

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Over the years, I’ve seen many different testing styles while doing software development. Each one has unique characteristics, and some developers can identify themselves with more than one probably. I would like to go over all the different styles and point the effect it has over the project.

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How much time do you invest in estimating your backlog? Do you really get any value from it? When was the last time you thought about the value it provides you? I can see estimation as a source of problems in many ways.

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On my previous post about Kanban, I presented the challenges we had in our Engineering team. They were:
1. Uncontrolled growth of Work In Progress.
2. Not Enough visibility.
3. Reduced quality.
4. Inability to properly estimate all tasks upfront.
5. Planned features and improvements are hard to manage and implement.

During the implementation of Kanban we focused on solving those problems.

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I’ve been working at MuleSoft on the Sustaining Engineering team for a few months. In this time I watched how things work and find out what type of challenges we deal everyday have and how we solved them. I watched a great team working long hours to solve customers problems as fast as possible. Our primary goal is to enable our customers to meet their deadlines, and remove any problem they might have with MuleSoft’s products in the process.

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