Testers and developers often have a strained relationship. Each side has a certain level of expectations as to what the other side should know and do, while there is little understanding of the constraints, conditions, and requirements that the other team has to work within. But it does not have to be this way. A little effort in giving more specific and helpful feedback can go a long way toward improving attitudes.
Whole-team testing means the whole team understands and participates in testing, using testing education as a tool to support quality efforts. And to be able to support testing in a meaningful way, team members must experience how testing is done by professional testers. Understanding skilled testing can help non-testers realize what quality criteria should be there and what elements of a product contribute to great quality.
In low-code and no-code development, as the names suggest, developers do less actual coding—they create applications through GUIs and configuration instead of traditional programming. But mob programming is still a useful practice, because the entire team can clarify requirements, discuss development and test strategies, and implement the best ideas. Everyone gets to learn and contribute.
Successful delivery of software requires the entire team, so it’s imperative that everyone choose their words carefully so they convey what they really mean, are sensitive to others’ feelings, and consider all aspects of a problem. Here are three questions to remember when communicating about your software testing projects to ensure you’re considering the power of words.
Just because a software team adopts agility doesn’t mean they’ll see results. Being flexible has its benefits, but ensuring that the team is given total responsibility to make decisions may be more important.
Most software developers are in either the agile or the waterfall camp. Agile is required to be competitive, but many enterprise processes still rely on waterfall practices for stability. They can coexist.
Chris Loder, an automation architect at InGenius Software, talks about his open source framework for automation, as well as why he says he left testing behind and started automating. He also discusses running the Test Lab at STARWEST, where conference attendees can practice their QA skills together to solve puzzles and test code. This year there were new AI features and an Automation Zone, where participants got hands-on experience with automation.
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.
Melissa Tondi discusses retuning your standard agile practices to better engage the project team, enabling them to write code that will pass testing and free testers to assume the role of user advocate.
AWS Lambda is a serverless architecture that relieves you of hardware and scaling setup concerns. AWS Lambda functions are used by many organizations for serverless application development and automating DevOps tasks.
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.
Teams can hesitate to adopt agile practices, even when there’s a clear desire for transformation at the executive level. But there are strategies for coaching agile-skeptical teams into an agile mindset.
Agile is a set of values and a mindset. As such, it can be hard to answer questions that leaders often ask, like: How agile are we? Are we getting more agile? What are the growth opportunities for our team?