Articles
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Taking a Risk Project managers may be reluctant, even unwilling, to discuss problems that testers discover in a project. In this week’s column, management expert Johanna Rothman gives tips on how best to tell management that "the sky is falling," and how to respond if they don't want to hear about potential problems before they occur. |
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Can You Predict Danger? Testers are in a position to see danger coming. Speaking up early about risks that others may not see can save a project. In this article Yogita Sahoo looks at the problem of NOT speaking up, and discusses the unique position of the test team in preventing failures. |
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How to Save Your Software Project The software project gone awry is a familiar theme in columns and articles on this site. In this column, Elisabeth Hendrickson uses her knack for observation to draw relevant lessons from seventeenth-century naval history. Read her advice on how to save your project from sinking. |
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What Does It Cost to Fix a Defect? We all have different attitudes and policies toward finding and fixing defects. The choice about whether and when to fix defects depends upon many factors, one of the least understood being the actual cost of fixing a defect. In this column, testing expert Johanna Rothman shares a formula for calculating the system test cost to fix defects and how to factor that into the bigger picture of your project. |
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How to Preview User Satisfaction before Your Release Why wait to discover how your users will react to your system when there are ways to measure such things during development? This column describes a simple tool to develop visibility into customer satisfaction. Learn how you can begin to manage expectations so that neither you nor the customer has an unpleasant surprise on release day. |
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What Does Success Look Like? How do you know when software is ready to release? This article discusses one piece of knowing when the software is ready to release—knowing what a successful release would look like. |
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The Problem Isn't Always THE Problem When things go awry, sometimes the first problem you see is not The Problem but just a product of its symptoms. But if problems can hide behind other problems, how can you learn to spot the true culprit at the source of your dilemma? Elisabeth Hendrickson shares some lessons she's learned about "The Problem." |
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What Is It You Want from Management? It's easy to be frustrated by lack of executive management support for QA. Often it's difficult to get the backing we need to really operate effectively. But somewhere beyond cynicism lies a world of possibilities, and exploring them can help you articulate your needs. What would you ask for if you could? |
Eileen Strider
June 11, 2001 |
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Conducting a Temperature Reading Negative mindsets and instances are so easy to fall into, and it can be difficult to see the positive in things. By using the "temperature reading" technique, a completely attitude and outlook turnaround time can be achieved in very little time. Learn this easy method for improving your mindset. |
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Getting to the Bottom of Project Troubles It's amazing how many projects, already in a hole, keep sinking deeper. When team members and staff don't have the insight or objectivity to turn things around, an independent consultant can help—or not. In this column, a leading industry consultant gives you "the straight dope" on what to watch out for. |
Eileen Strider
April 10, 2001 |
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