There is a lot of interest in organizations around a transformation to agility. However, the focus is usually on agile development, so it may not be clear how software testing is done in agile. If you're responsible for leading your testing teams, don't let them be left behind. Here’s how you can make testers part of the transformation, too—step by step, because this is agile, after all.
Drawing from her own experiences across twenty years in a range of industry roles, Jaimee Newberry shares true stories of at least a dozen tiny but important things she still sees every day that could make all the difference in how people work with you.
As an advocate for quality, you look at the product, take into account time, budget, and other business constraints, and recommend fixes to ship a product with the best possible quality. ... And the businesspeople in production don’t want to fix it. How can you communicate bugs and risk to people who don't want to listen? Instead of getting frustrated, you need to frame issues in a meaningful way—and, if you have to, let people fail.
A test manager has to perform in multiple dimensions, using a variety of professional and interpersonal skills daily. With all these career facets, there are lots of different areas that can pose a problem. Here are the most common (and most annoying) things a test manager typically hears on a regular basis, as well as some strategies for how to deal with them.
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
In this interview, Melissa Tondi, senior QA strategist at Rainforest, discusses the foundation you need in order to have a positive introduction for new tools and technologies. She explains why the team leader has to understand what motivates each individual and how to get them excited about their job. Melissa says team members also have to realize that if they are in any way involved in testing software, they are a technologist, so they have to embrace the tools and technology that will continuously improve and streamline repetitive tasks.
I am on a team of two working on standardizing testing for the company. The culture here is very resistant to change, as I am sure many colleagues on here have experienced themselves. I want to continue pushing this elephant up the stairs, but I am afraid some of these templates (IEEE 829 standard templates) are too dense for most of them. My mentality right now is to take this in strides. I want to avoid creating a 12 part test plan that people need to follow if they are just going to get defensive and say they do not have the time to even test, or test this way. Of course we have plans to educate as much as we can, but this is going to take years. What are your suggestions, then, with creating templates? Right now I have identified three that need to be used across all teams (Test Strategy, Test Plan, and Test Summary).
In the company where I work there are 3 products: software, application and site - each with a different QA process. The question is how would you suggest integrating the QA process in different scenarios? Because there are tasks in which the QA man checks the task and there are those who "created" the task and checked whether it was indeed done at his request.
Taking a newly formed distributed Scrum team from mediocre to high-performing has its share of challenges, including differences in language, culture, and time zones; a misunderstanding of Scrum; and the "us versus them" mentality.