Rick Scott often writes about the lines that connect the dots between schools of philosophy and software testing. In this article, he shares some tips for seeking out your own new perspectives and introducing them into your testing work.
Shweta Darbha explains how teams can review their work and improve themselves after the completion of key projects or after they have adopted Scrum. Learn how your own team could benefit by following this practice after your next project.
A while back, I had dinner with a faraway friend, Jim, when I was in his town to see a client. Jim was thrilled about the new project he was working on and his excitement was palpable as he described it. But as he spoke, his eyes were focused above my head, as if I were perched up there on the rafters. I kept thinking, “Hey, I’m down here, look at me!”
Rather than rely on large handoffs between specialties, high-performing Scrum teams learn to do a little bit of everything all the time during a sprint. To do this effectively, teams must make three changes: shift from writing about requirements to talking about them, reduce the size of handoffs and make them more frequently, and pay more attention to the size of the product backlog items that they bring into their sprints.
Basic load testing is valuable, but it's important to move past simplistic efforts. Here are some ways to gain more accurate metrics from your load tests.
Knowing when to read the read the full slides of your presentation, when to paraphrase them, and when to let your attendees read them on their own. The way you read your slides can determine how much is learned during your session, along with keeping attendees engaged in your topic.
An objective ranking system is unnecessary when trying to determine an employee's value, and it can even be detrimental to collaboration on teams. Providing feedback, facilitating knowledge building, and allowing them to contribute are three key ways to help your employees excel in their roles.
Regulatory compliance may seem daunting, and penalties for non-compliance can be severe. What is the QA professional’s role in making it work?
Aleksander Brancewicz addresses how to build a team that achieves a high commitment-to-progress ratio and presents the core skills and factors that influence this ratio.
To truly reduce the turbulence of change, you may first need to simply accept that turbulence is coming, instead of trying to prevent it. By understanding that everyone responds differently to change, and allowing for a period of turbulence, you'll enable everyone to move more quickly past it.
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