People & Teams
Articles
Endgame Testing: Exploring Your Agile Product End to End The main goal of endgame testing is to test the system end to end from the user's perspective. This should ensure continuity between components developed by different teams, continuity in user experience, and successful integration of new features. Endgame testing will often identify gaps that are difficult to discover inside agile teams, including flows across the product. |
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Slim Down Your Test Plan Documentation Test plans are essential for communicating intent and requirements for testing efforts, but excessive documentation creates confusion—or just goes unread. Try the 5W2H method. The name comes from the seven questions you ask: why, what, where, when, who, how, and how much. That's all you need to provide valuable feedback and develop a sufficient plan of action. |
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Start Trusting Your Test Automation Again The more you rely on feedback from your automated tests, the more you need to be able to rely on the quality and defect-detection power of these tests. Unfortunately, instead of being the stable and reliable guardians of application quality they should be, automated tests regularly are a source of deceit, frustration, and confusion. Here's how you can start trusting your automated tests again. |
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Reduce Regression Issues by Establishing a Mobile Automation Lab If you have a spotty test automation strategy, you may get lots of regression issues every time you have a new release for your mobile app. A mobile device lab to run regular regression tests could be the key. Here's a plan to get a mobile automation lab up and running, as well as some practices that can help reduce the number of regression issues and improve your overall app test strategy. |
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Keep Technical Debt from Undermining Your Performance Testing If you are unsure about the things you should be doing to control technical debt in your existing performance test suites, here are a few questions that should be considered. Asking yourself these questions regularly will go a long way toward keeping your tests fit and sustainable and helping control a few common factors that lead to technical debt in performance tests. |
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The Unspoken Requirement: Testing for Consistency It's easy to see that style consistency is important when discussing the user interface. But there are other areas where being consistent is just as important, even though they are not as visible. Consistency is one of the quality attributes of a product—any product—even if it is not stated clearly in the requirements documents, and testers have a responsibility to check for it. |
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100 Percent Unit Test Coverage Is Not Enough Many people equate 100 percent unit test coverage with high code quality, but that is not enough. Code coverage tools only measure whether the tests execute the code; they make no judgment on the effectiveness of the tests. Testers should review unit tests, even if they have high coverage levels, and either help improve the tests or supplement them with extra tests where necessary. |
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Test Coverage in the Age of Continuous Delivery Test coverage is a strategy to help us spend scarce testing time on the right priorities. When things were tested last, how much automation coverage we have, how often the customers use the feature, and how critical the feature is to application are all factors to consider. Here are some ideas for keeping quality high when you're transitioning to continuous delivery. |
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Problem-Solving in Software Testing: A Conversation How many times have you started to solve a particular problem and realized midway that the actual problem is not what you thought it was? Ajay Balamurugadas relates a conversation he had with a colleague in software testing about issues with test cases, and the lessons he learned from that problem-solving process. Here's what you should consider. |
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Agile Managers: Trust Your Team and Encourage Innovation In order to fully embrace agile and create an environment where individuals want to work together as a team, managers have to move from a role of dictation to one of direction and mentorship. Instead of making all the decisions, managers need to trust their team members and empower them to solve problems on their own, innovate, and fail—or succeed. |