Want to be a great test manager for your team? A leader your company values highly? Too many test managers do what their organization asks—rather than what their organization needs—and hope for good things to happen. Great test managers are leaders who don’t accept the status quo.
Typical automated tests perform repetitive tasks quickly and accurately to lighten the burden of manual testing. These tests mimic typical interactions with the system, checking for pre-determined outcomes. However, with some creativity and a sound strategy, you can...
Lightning Talks have been a popular part of many STAR conferences. Lightning Talk session consists of a series of five-minute talks by different speakers within one presentation period and are an opportunity to deliver their single biggest bang-for-the-buck idea in a rapid-fire presentation.
Tricia Broderick recently sat down with us ahead of her 2012 Better Software Conference East session titled "The Journey from Manager to Leader: Empowering Your Team." With more than sixteen years of experience, Tricia truly has a passion for and a strong grasp of agile principles.
Lisa Crispin shares some helpful tools she has come across in her software career. Although Lisa has written automated test code since the early '90s, in the past year she's collaborated more with coder and tester teammates to write maintainable, DRY, automated test code.
The temptation can be incredibly strong for managers—especially new ones—to step in when a technical problem arises. But, that isn’t a very good show of faith in one’s team members. Johanna Rothman writes that as a manager, you have to delegate a problem and leave it delegated.
There's a common myth among managers—that they are the only drivers and decision makers for their teams and, therefore, can't take time off. In reality, regardless of the team or workgroup you manage, your team makes decisions without you all the time.
Not every employee is salvageable, and it’s almost always a case of cultural fit. If you’ve provided honest and open feedback and the employee can’t or won’t change, it’s up to the manager, or the self-managing team, to help the employee move on.