The concept for development teams in a scrum environment is to be self-organizing, basically managing themselves and holding each other accountable. This poses the question: What do QA managers do with their time? For me, it’s always been about building the right culture—respecting those under you just as much as you respect those above you. It is about finding a way to manage your team without being directly involved with them.
Testers who analyze quality in every aspect of the team’s deliverables also have a responsibility to mitigate risks and practical issues that are bound to come up, and help the team succeed in their product as well as at being agile. Here are five such issues that testers can help the team alleviate or avoid.
Using metrics such as cumulative flow to monitor throughput and quantitative thinking may not seem very humanistic, but by depersonalizing the work being done, we can focus our energies on solving actual problems instead of conducting a daily witch-hunt and shaming people into high performance.
Sarah Johnson explains the role of writing in an agile world and how to educate your team members. Remember, agile takes into account that each situation is unique, and you need to determine what makes the most sense for your particular Scrum team.
So you think you know Scrum? Using the whimsical notion of farm animals and light-hearted visuals, take a refreshing review of the entire Scrum lifecycle as an intuitive set of roles, responsibilities, and handoffs. Particular attention is placed on what the ScrumMaster and product owner are expected to do at each handoff.
Transforming a software development team to agile may not go as planned. The real change requires a phased approach to earn agile acceptance. That mindset must extend beyond the team to the entire organization.
As if working at Lego isn’t fun enough, Sherri Sobanski delights in finding new ways to test. Faced with a situation requiring a complete product redesign, she shares the route her team took to overhaul testing.
Most software development teams these days adopt an agile approach to guide projects through their lifecycle. But, according to Gil Broza, embracing popular practices is not enough. To work effectively in an agile environment, developers must change their mindset.
In this interview, Hans Buwalda, the CTO at LogiGear, details the common misconceptions people have when it comes to DevOps. He also discusses continuous integration and continuous deployment, having the right amount of confidence when it comes to testing, and how to know if DevOps is right for you.
In this interview, Michael Nauman, a testing lead for AutoCAD Web, explains how we can go beyond basic agile principles. He digs into the current state of shift-left testing, the importance of aligning your DevOps with your automation, and using agile as a starting point on your quality journey.
In this interview, Sanjiv Augustine, the president of LitheSpeed, sheds light on a handful of scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and the simple scrum of scrums meeting.
In this interview, Coveros CEO and agile instructor Jeff Payne discusses why you should make the move to agile, its many benefits, and how to transition. He also explains his SQE Training course, Fundamentals of Agile Certification.
Most teams that do agile development start with Scrum. And why not? Scrum is a proven method for focusing your team, ensuring that work adds value, and minimizing the risk with release. Then, after awhile, Scrum becomes stagnant.
The product owner role was introduced in Scrum in 1993, so the role has been around for more than twenty-five years. Yet we still struggle with the nature of it. Is it simple or complex? Is it inward- or outward-facing? It is about backlogs and stories, or something more?
While the Scrum product owner is arguably the most crucial role within agile teams, we often hear horror stories about POs who aren’t available to their teams, change their minds incessantly on business priorities, or ignore quality requirements and technical debt.