As a manager, you want to select and develop people with the talents to become great testers, the ability to learn the skills of great testers, and the willingness to work hard in order to become great testers. As an individual, you aspire to become a great tester. So, what does it take? Michael Hunter reveals his twenty hallmarks of a great tester from personality traits-curiosity, courage, and honesty-to skills-knowing where to find more bugs, writing precise bug reports, and setting appropriate test scope. Measure yourself and your team against other great testers, and find out how to achieve greatness in each area. Learn how to identify the great testers you don’t know that you already know!

• The personality traits a person needs to become a great tester
• The talents a person needs to become great tester
• The skills you need to develop to become a great tester

By its very nature, the endgame of software projects is a hostile environment. Typical dynamics include release pressure, continuous bug discovery, additional requirements, exhausted development teams, frenzied project managers, and "crunch mode"-a politically correct term for unpaid overtime. Although testing teams are usually in the thick of this battle, they usually do not do enough to help guide the project in this critical stage. To improve the overall endgame experience, testers can help entire team’s focus with a few key defects metrics. Robert Galen discusses ways to track these five key defect metrics: found vs. fixed; high priority defects found; project keywords; defect transition progress; and functional distribution of errors. Join Robert to increase the likelihood of delivering your projects on time-and surviving yet another endgame.

• Help traffic the action for the incoming defect stream during the endgame

For test managers and testers, credibility is everything. Without credibility, people won't take you seriously or believe your findings. There are very specific and achievable things every test manager can and should do to make sure the information conveyed to stakeholders is accurate and reliable. Randall Rice talks about the credibility factors you need to exhibit for success: knowledge, attitude, objectivity, accuracy, trust, and attention to detail. With real-world examples, Randall teaches you to build long-term trust with creative ways to document test findings and present to your stakeholders the information they want-when they need to know it. Take away a list of eight credibility killers, and learn how to rebuild you team's credibility once it is lost.

• A template for assessing your team’s present credibility rating
• Ways to deliver accurate and timely information to all project stakeholders

Verification at the end of a software development cycle is a very good thing. However, if verification routinely finds important defects, then something is wrong with your process. A process that allows defects to build up-only to be found and corrected later-is a process filled with waste. Processes which create long list of defects are . . . defective processes. A quality process builds quality into the software at every step of development, so that defect tracking systems become obsolete and verification becomes a formality. Impossible? Not at all. Lean companies have learned how wasteful defects and queues can be and attack them with a zero tolerance policy that creates outstanding levels of quality, speed, and low cost-all at the same time. Join Mary Poppendieck to learn how your organization can become leaner.