The best software development teams find ways for programmers and testers to work closely together. These teams recognize that programmers and testers each bring their own unique strengths and perspectives to the project. However, working in agile teams requires us to unlearn many of the patterns that traditional development taught us. In this interactive session with Nate Oster, learn how to use the agile practice of concurrent testing to overcome common testing dysfunctions by having programmers and testers work together-rather than against each other-to deliver quality results throughout an iteration. Join Nate and practice concurrent testing with games that demonstrate just how powerfully the wrong approaches can act against your best efforts and how agile techniques can help you escape the cycle of poor quality and late delivery.
When Keith Klain took over Barclays Capital Global Test Center, he found an organization focused entirely on managing projects, managing processes, and managing stakeholders-the last most unsuccessfully. Although the team was extremely proficient in test management, their misaligned priorities had the effect of continually hitting the bullseye on the wrong target. Keith immediately implemented changes to put a system in place to foster testing talent and drive out fear-abandoning worthless metrics and maturity programs, overhauling the training regime, and investing in a culture that rewards teamwork and innovation. The challenges of these monumental changes required a new kind of leadership-something quite different from traditional management. Find out how Keith is leading the Barclays Capital Global Test Center and hear his practical experiences defining objectives and relating them to people’s personal goals.
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.
In today's tech-centric environment, there are many advantages to building a social network both online and "in real life." Here are some ideas to help you boost your career, market yourself, and add to your problem-solving toolbox by harnessing this "people power."
As a tester on an agile team, are you still creating lots of scripted test cases the old way? Are you still caught in the classic waterfall-always behind-while the rest of the team is doing Scrum and looking forward? Then, change course and work with your team to become a test specialist, coordinating testing rather than only doing testing. Henrik Andersson describes his experiences on a Scrum team and their transition to his test specialist role. To orchestrate such a change, they needed new tools and approaches. So, Henrik gives a short introduction to behavior-driven development. For developing automated unit tests, he describes how their team learned to write tests in English-like Gherkin notation. Then, he demonstrates Developers’ Exploratory Testing, in which the entire team tests together and shares joint responsibility for the quality of the software.
You procrastinate. You worry that you may be making the wrong choice. You spend time on the irrelevant. You don't select the most important tasks from your many "to do's." You can't get things done on time. Join James Martin as he shares his experience with analysis paralysis, procrastination, and failure to deliver what others expect. After a look at why we procrastinate, James turns his attention to his personal story of a "bubble" of super productivity in which he delivered more relevant work in a two-week period than he believed possible. Along with the techniques and tips you would expect from a productivity boosting experience report, James explains the state of mind that will help you distinguish important from trivial tasks, reduce waste in your work, and discover the most important thing to do next. You can get It all done in record time-and with less angst than you ever dreamed possible.
Innovation is a word tossed around frequently in organizations today. The standard clichés are "Do more with less" and "Be creative." Companies want to be innovative but often struggle with how to define, implement, prioritize, and track their innovation efforts. Using the Innovation to Types- model, Jennifer Bonine will help you transform your thinking regarding innovation and understand if your team and company goals match their innovation efforts. Learn how to classify your activities as "core" (to the business) or "context" (essential, but non-revenue generating). Once you understand how your innovation activities are related to revenue generating activities, you can better decide how much of your effort should be spent on core or context activities.
Is your company experiencing difficulty and frustration with its offshore project teams? Are your teams not consistently performing well? Are the results not what was expected? Gerie Owen shares her experiences in managing offshore test teams through each phase of the project cycle-from selecting the team and executing the project through presenting and documenting its results. Gerie explains how to assess the team’s knowledge and skill level. Because your offshore team members often are new to you, it is critical to recognize and handle training issues as early as possible. With the challenges of time zones, language, and cultural differences, Gerie addresses the critical issues of providing explicit direction and expressing clear expectations.
When do you ship an application and expose it to your customers and users? The answer seems simple-you ship it when it's ready. However, there are many possible definitions of "ready." According to Peter Varhol, customers, users, and development teams must all agree on what this term means-before work begins on the project. Otherwise, you may be tempted to deploy an application before its product goals are met. Peter Varhol presents different approaches to determining when an application has the required quality to be ready to ship. He describes how to determine and track quality measures, so that the team actively works toward getting the application ready to deploy and knows what needs to be done to ensure fitness for deployment. Learn what factors on which to base your ready-to-ship decision so that the project team and the business will know whether to continue working or declare, "Ready."
One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have.