Martin Ivison
Member for
14 years 1 monthMartin Ivison is a QA practice builder currently working for leading Fintech company GlobalRelay. He is the author of Risk-Driven Agile Testing: A primer on how risk-based thinking drives lean and effective software testing, published in 2017. A former rockstar, now moonlighting as a SciFi writer, he lives and works in Vancouver, BC, Canada.
Martin Ivison is a QA practice builder currently working for leading Fintech company GlobalRelay. He is the author of Risk-Driven Agile Testing: A primer on how risk-based thinking drives lean and effective software testing, published in 2017. A former rockstar, now moonlighting as a SciFi writer, he lives and works in Vancouver, BC, Canada.
All Articles by Martin Ivison
All Stories by Martin Ivison
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Too Much Test Automation Test automation can reach a point at which it is no longer supporting organizational goals. Martin Ivison examines four key causes for this unhealthy state and finds out that carefully chosen metrics and a holistic, adaptive, and risk-driven approach go a long way to prevent and remedy this problem. |
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Inverting the Test Automation PyramidA growing company was tasked to develop a test automation program from scratch, change its coding practices, and build a continuous testing toolchain. Martin Ivison details how they did it, including realizing that implementing the traditional test pyramid wasn't going to workâit would have to be turned upside down. They found out that small is beautiful, cheap is good, and cultural change matters. |
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Behavior-Based Test Automation and the Future of Software Engineering Behavior-based robots are engineered to be mechanically reactive to input and gradually adapt their actions. What if we could apply this approach to an automated test harness? Are bots independently exploring an application under test and intelligent learning machines analyzing the results the future of software testing? |
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Teaching the Organization to Learn When you're done with a project, you record what went well and should be repeated, and what went wrong and should be avoided. But do you ever actually revisit these findings on future projects? If not, you're passing up crucial knowledge. Martin Ivison describes how his organization created a process to learn from past experiences. |