Mike Talks shares with us the unlikely story of how his pet German Shepherd inadvertently became his team's QA manager. Talks explains how his German Shepherd was able to gather people together and have them talk to each other, similiar to what a QA manager does—keeping people on task, handing out assignments, and following up with team members.
Test data has long been a challenge for testing; privacy legislation, identify theft, and the continued trend towards outsourcing has made it even worse. Just establishing and maintaining a comprehensive test environment can take half or more of all testing time and effort. In this column, Linda Hayes adds in the new and expanding privacy laws that inevitably limit your testing options. Yet from the quagmire of laws and company standards, better testing can emerge.
A potentially serious impediment to success in software projects is false assumptions. Both yours and everyone else's. If you act on false assumptions as though they're true, such as by assuming you understand exactly what your customers want, you may find yourself faced with flawed software and failed projects. In this column, Karten explores false, conflicting, and hidden assumptions, and how you can "surface" them.
No matter how well you've built it, no users will benefit from your product unless you can convince the buyers to purchase it. Selling to buyers is different than satisfying users—and you have to do both well to succeed. Consider the needs of the buyer as stakeholder. When you have no buyers, you have no users.
People collaborate—and don't—in a variety of ways. Johanna Rothman examines what happens when collaboration isn't working, and how to make it work. Watch for several barriers to collaboration including those imposed on people by the organization itself.
A software tester re-examines the role of software testers in quality assurance work, helping implement software development processes. If testers are knowledgeable, helpful, and supportive, they may be in the best possible position to help the team improve its software development process.
Managers often use metrics to help make decisions about the state of the product or the quality of the work done by the test group. Yet, measurements derived from bug counts can be highly misleading because a "bug" isn't a tangible, countable thing; it's a label for some aspect of some relationship between some person and some product, and it's influenced by when and how we count ... and who is doing the counting.
In this interview, Aaron Barrett gives advice that any QA team working with agile testing can utilize. Aaron covers everything from the importance of finding the definition of done to keeping collaboration from getting combative.
With a better understanding of quality debt, software development companies can avoid bankruptcy that many organizations have faced over the years. In this interview, test consultant Jordan Setters helps teams understand the difference between helpful and harmful debt.
How do you properly compare the quality of two or more software deliverables without an accurate normalizing metric? The answer: You can’t. Example: If project A has one-hundred defects and project B has fifty defects, do you automatically assume project B is a higher quality deliverable?
Having difficulties getting your organization to recognize the value of QA? Is your “salmon team” losing to currents that impede continuous improvement and strategic planning? Colleen Kirtland and Harish Krishnankutty share their two-year uphill struggle to elevate QA to the position of...
Colleen Kirtland, The Capital Group & Harish Krishnankutty, Infosys Limited
Committed to covering the latest trends and approaches for anyone investigating or implementing agile development practices, processes, technologies, and leadership principles, Agile Development & Better Software Conference West offers their 2013 interview series.
Have you ever delivered software to testing only to receive unexpected feedback regarding quality issues of interoperability, reliability, usability, or testability? Or worse, delivered to customers a product that fully met its specifications but generated complaints and calls for urgent...