Customers don't always know what they want. That's a given. But even if they do know, they may not always be able to communicate it clearly. That's also a given. Given these givens, you have a much better chance of comprehending your customers' needs and concerns if you're a skilled information-gathering skeptic.
Organizations that don't expect and encourage about 20 percent of their projects to be stopped may either be wasting resources or implementing only the safest bets. Denying reality or playing it safe may be the riskiest strategy of all according to industry authority David Gelperin.
Ken Estes reviews Tinderbox 2 in depth.
A word from the editor.
Dorothy Graham says test managers should learn to speak in terms that a project manager can relate to.
Sean Beatty explains what a deadlock is and why testing probably won't catch it.
You want to know exactly what your users in the field are experiencing. In most cases, they aren’t going to take the time to tell you. Maybe the solution is automated data collection.
You've just developed and tested a system that meets each of the customer’s stated requirements. So why aren't they satisfied? Lisa Crispin shares her 5-step process for uncovering hidden assumptions and requirements so that everyone can have the happy ending they expected.
You may deserve a promotion to management, but are you prepared for the challenges that next level may bring? Find out how practicing managerial skills on your technical tasks can help ease the transition.
Often, despite all the data, the bugs, and the business case for quality, people don't make real changes until they discover what's in it for them. Bob Lee shows you how to make quality matter to those upstream.
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