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Fixing the Quick Fix
Author(s): Esther Derby
Summary: Demands on businesses these days tend to make speed a priority--often at the expense of other areas. When it comes to correcting a problem in your organization, you should make sure you are, in fact, fixing the problem and not just a symptom. In this article, Esther Derby takes a look at the issue of the quick fix and offers some tips on how to get to the heart of the problem.
Taming the Torrent
Author(s): Linda Hayes
Summary: There was a time when software releases came slowly--perhaps even annually for some projects. But in today's fast-paced world, where computers are everywhere and software has to keep up, some teams are promoting software daily or even more frequently. If you feel like a storm cloud of change is unleashing its fury upon you, Linda Hayes has some suggestions to give you hope and help you gain control.
The Role of the Test Manager in an Agile Organization
Author(s): Johanna Rothman
Summary: If you're a test manager--or any sort of manager, for that matter--in a company that's transitioning to agile, you might be curious about where you stand in the new environment. Many of the traditional management roles are gone, but managers still have their place. As Johanna Rothman explains, it's time to think about coaching, removing obstacles, providing career development, and building relationships and organizational capacity.
Negative Positive
Author(s): Fiona Charles
Summary: Testers who point out project risks are often perceived as "negative" thinkers. In this week's column, software test consultant Fiona Charles (an optimist by nature and a pessimist by trade) writes about how a culture of unthinking optimism pervades our organizations and our society, and describes some of its detrimental effects on software projects.
Empowering Self Organization and Energizing Project Planning with the Commander's Intent
Author(s): George Schlitz/Giora Morein
Summary: Things change, and when they do, it's best to be ready to change with them. The best plans are doomed to fail if they aren't malleable. In this column, George Schlitz and Giora Morein take a look at the military concept of "Commander's Intent" and how it can apply to non-military project planning.
Date Posted: Jan 29, 2010 |
Pragmatic Personas
Author(s): Jeff Patton
Summary: Knowing who will use your software is important to the software development process. Having the end user in mind helps you develop features that fit the user's needs. And, figuring out your end user, as Jeff Patton reveals, is indeed easy. In this column, Jeff details stereotypes to avoid, questions to ask, and how to implement this pragmatic persona in your development process.
Date Posted: Jan 22, 2010 |
Finding Nuggets in the IT Gold Mine
Author(s): Clarke Ching
Summary: Development teams often are unaware of the commercial impacts of the software improvements they deliver. Often, the prioritization of work is done based on technical, rather than commercial, considerations. Based on a real-world example, this story explores the commercial benefits enabled by delivering in short release cycles and prioritizing according to bottom-line benefits.
Date Posted: Jan 13, 2010 |
The Right Business Analysis Tool
Author(s): Matthew Leach
Summary: The continued rise of the business analysis profession has led to a surge in software tools specifically designed for the business analyst. Find out what types of tools are in the marketplace today and how to select the right business analysis software tool for your organization.
Date Posted: Jan 13, 2010 |
Swan Song
Author(s): Michael Bolton
Summary: Black Swans, in the book by Nassim Nicholas Taleb, are improbable and unexpected events with a severe impact. One of the most important goals of testing is to find problems in the product. What can testers do to help reduce the likelihood that we'll encounter a Black Swan?
Wrecking a Project
Author(s): Payson Hall
Summary: If you want to commit industrial espionage and damage the company you work for, there are few roles as highly leveraged and capable of harm as that of project sponsor. For executives seeking to undermine a project and assure failure, consultant Payson Hall identifies tactics that quickly derail and ultimately crash projects while simultaneously sucking the life and enthusiasm from project staff.
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