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As a manager or leader, you will be able to walk away with insight that will enable you to determine how TDD is worth following up in your domain.
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QA and test departments often are composed of employees with business backgrounds who have little training when it comes to software testing. Though they are engaged, these team members can get overwhelmed by the thousands of test cases they have to execute over and over, and they don’t see a future career path in testing. What can be done to address these challenges? Join Sophie Benjamin as she presents her personal step-by-step recipe to transform QA and test teams and position them for success within IT. She talks about the essential roles in QA and test teams, their skills and contributions within the software delivery cycle, and tips and tricks to keep employees motivated and willing to invest in their careers. Attendees will leave with practical advice on what leaders and managers can do to ensure that their QA and test teams deliver results and add value to their organizations, today and in the future.
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We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
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Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
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Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
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2. The presenter, Mary Jiang, is a test lead at Perficient China with over 8 years of experience in software development, testing, and Agile methodologies.
3. Traditional software development often fails to meet budget, timeline, and customer expectations. Agile methods emphasize frequent delivery of working software, customer collaboration, and responding to change.
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The document discusses measuring agility in a Scrum team. It introduces the GQM (Goal, Question, Metric) approach for defining metrics aligned with goals. Some example goals are improving team maturity, aligning development with business, and increasing work delivered. Suggested metrics include happiness surveys, successful sprint ratio, ROI, velocity, and defect counts. The document also provides examples of metrics for specific areas like release planning, Scrum events, communication, impediments, coding practices, and process efficiency. Maintaining transparency with stakeholders and continuously improving are emphasized as key to agile success.
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This document discusses an enterprise's journey towards more agile testing practices. It outlines some of the challenges that led the organization to change, including delays in development cascading to testing, large amounts of manual testing slowing delivery, and late defect discovery impacting timelines and quality. The journey involved adopting practices like test-driven development, test automation, and integrating testing scopes from cross-functional teams earlier in iterations. It also discusses challenges of setting up an agile test organization, implementing test automation at scale, determining how and when to do integration and non-functional testing. The approach involved training, coaching, conferences, evolving practices using kanban principles, and starting with current capabilities while experimenting safely.
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The document discusses agile testing principles and processes. It compares agile testing to waterfall testing and outlines some key differences. It also addresses topics like continuous integration, test automation, managing test cases and issues, and transitioning from waterfall to agile. Pseudo-agile projects are described as those that claim to use agile but lack key elements like automation, continuous integration, or involvement of testers throughout the process.
Transforming Your QA and Test Team
QA and test departments often are composed of employees with business backgrounds who have little training when it comes to software testing. Though they are engaged, these team members can get overwhelmed by the thousands of test cases they have to execute over and over, and they don’t see a future career path in testing. What can be done to address these challenges? Join Sophie Benjamin as she presents her personal step-by-step recipe to transform QA and test teams and position them for success within IT. She talks about the essential roles in QA and test teams, their skills and contributions within the software delivery cycle, and tips and tricks to keep employees motivated and willing to invest in their careers. Attendees will leave with practical advice on what leaders and managers can do to ensure that their QA and test teams deliver results and add value to their organizations, today and in the future.
Scrum: Project Focus or Product Focus
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
Lean Six Sigma Course Training Part 15
Lean-insight.com is providing lean six sigma training in Bangalore. Online training also available. If you are looking for six sigma classes in Bengaluru consult LeanInsight
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
Flow Efficiency, the most powerful improvement driver
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
Agile testing presentation
This document presents an overview of agile testing. It discusses how agile testing differs from general testing by following the principles of agile software development and involving all team members, including testers. The document notes that specification by example is used to define desired and undesired behaviors to guide coding. Some benefits of agile testing are more testing time, continuous testing, face-to-face communication, self-organization, less manual testing, and competency development.
(Mis)understanding flow with metrics - Johan Karlsson
This document discusses the importance of understanding product development flow using metrics. It argues that organizations should not be dogmatic about which metrics they use and should trust people over data unless data is being used for a good reason. The document suggests we may be experiencing a paradigm shift in how metrics are used, from a focus on performance metrics to using scientific methods to discover what actually affects outcomes. It maintains that organizations that can discover and understand their actual product development flow will have a competitive advantage.
Challenges with measuring quality for agile distributed research type project
The document discusses challenges with quality assurance for distributed agile teams. Initial challenges included building quality in from the start rather than adding it later, addressing the different nature of research projects, and missing a focus on addressing quality early. It then describes the product development organization structure and quality assurance team structure, emphasizing a sustainable test team structure and encouraging pair testing. The rest of the document provides solutions and best practices for quality assurance, including applying lean principles to prevent defects, using risk-based testing strategies, creating test plans with a big picture view, focusing on communication between testers and customers, and emphasizing automated testing, continuous integration, and continuous improvement.
Baby Steps To Agility
Agile software development methodology is sweeping the IT Industry. Many organizations are experimenting with Agility and there are many “brands” of Agile including Scrum, XP, Lean, Crystal Clear and DSDM. Adoption of one of these methodologies could be wholesale in the case of a small well defined project that has no dependencies on other projects and can be completely delivered by a trained and motivated team. As these types of adoptions are rare organizations are looking for ways to ease into Agile practices without losing productivity.
This session is designed to discuss and identify ways that agile enablers can facilitate the transition to Agile practices. Participants learn basic Agile practices as well as techniques for introducing them to the software delivery team. This session will present common software delivery problems and the Agile path to solutions.
Golden ratiotestertodev debashis banerjee - upload
Every cross functional Agile Team has a set of specialists who pitch in at various time to ensure a backlog is ready to be customer shippable sprint by sprint. These could be development specialists, test specialists, documentation specialists, operations specialists, business analysts and other specializations. As in mathematics the ratio of each of these is critical to the success of any sprint as their skills lend expertise and learning to others. In this session we explore if the number of devlopment specialist to test specialist within a cross functional agile team has a golden ratio? In this experience report what will be covered is learnings from scenarios where there is no test specialist in the team to a ratio where number of test specialists are more than development specialists. What will be covered are examples of sample ratios and the good and the bad of these ratios to an actual scenario. The implications of getting this ratio are discussed not just from product development but from a financial, people and type of company (startup, enterprise, service, product). In the end the session should help product owners, scrum masters and scrum team members get a insight into this crucial element of any agile project
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Bh0 001
1. With which of the following processes is Problem Management least likely to interface on a regular basis?
A. IT Financial Management
B. Change Management
C. Incident Management
D. Availability Management
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Service Encounters Grading Rubric Must be attached .docx
Service Encounters Grading Rubric
*Must be attached to first and final drafts*
NOTE: Any points on the first draft over 50 points will be credited as bonus
points
Grading
Rubric
Points
Possible
Points
Earned
A.
Describe
where
and
when
you
conducted
your
observation
5
B.
Describe
3-‐4
service
encounters,
following
the
format
of
the
examples
described.
Include
your
notes
on
the
conversations
and
described
persons.
15
C.
Present
your
analysis
of
your
conversational
data
in
which
you
will
identify:
i.
Utterances
(statements,
questions,
etc.)
that
invite
an
uptake
10
ii.
Either
the
presence
or
absence
of
uptakes
10
D.
Based
on
Bailey’s
work,
suggest
some
of
the
possible
reasons
for
a
person
not
to
offer
an
uptake.
10
Total:
50
5
Bonus
points
available
for
attaching
documentation
of
Writing
Center
Consultation
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You are doing the quality audit in an organization that has adopted Six Sigma. Which metric will give you the percentage of items handled correctly?
a.
Productivity
b.
Yield
c.
Output
d.
Standard Deviation
Question 2
Quality has been defined by the International Organization for Standardization (ISO) as the set of characteristics that meets the needs. Which of the following will most ensure that a project manager delivers a quality output?
a.
Understand the main customer’s quality requirements
b.
Build to specifications
c.
Conduct extensive validation and tests
d.
Training people in quality
Question 3
Six Sigma methodology is not appropriate for all projects. Which of the following makes it suitable to apply Six Sigma?
a.
Existence of a quality gap between current and desired situation
b.
Existence of a clearly understood problem
c.
Existence of a predetermined solution
d.
Existence of an obvious optimal solution
Question 4
You have been assigned to manage a project to develop a product for the global marketplace. Your team is distributed across many countries. Which of the following is not essential for a high quality outcome in this project?
a.
Understand the unspecified expectations of potential users
b.
Increase quality control on the deliverables from the teams in other countries
c.
Recognize the cultural approaches to quality between the distributed teams
d.
Institute a training program to ensure complete adherence to quality processes
Question 5
Quality comes at a price. It costs to adhere to the specifications. Not adhering to specifications has potential costs. Costs related to quality can be categorized in five types. What type of cost limits the errors in the project output to within an a.
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ITIL® stands for Information Technology Infrastructure Library. ITIL® is the most widely adopted framework for IT Service Management in the world. It is an approach which guide us in identification, planning, delivery and support of IT related services to the business. The certification will help I.T. professionals to know more about IT Service Management and thus perform the work in an efficient way.
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ITIL® stands for Information Technology Infrastructure Library. ITIL® is the most widely adopted framework for IT Service Management in the world. It is an approach which guide us in identification, planning, delivery and support of IT related services to the business. The certification will help I.T. professionals to know more about IT Service Management and thus perform the work in an efficient way.
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Service Encounters Grading Rubric Must be attached .docx
Service Encounters Grading Rubric Must be attached .docx
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7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
一比一原版布拉德福德大学毕业证（bradford毕业证）如何办理
一模一样【微信：A575476】【布拉德福德大学毕业证（bradford毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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2022 Update ITIL 4 Foundation ITILFND_V4 Real Questions
- 1. ITILFND_V4 Sample Test ITIL 4 Foundation https://www.passcert.com/ITILFND_V4.html
- 2. Question 1 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Which is the CORRECT approach for managing a large improvement initiative as smaller iterations? A. Each iteration should be designed before starting the initiative and implemented without feedback B. Feedback should only be taken into account when one iteration fails to meet its objective C. Feedback should be reduced for large improvements as it is unlikely that circumstances will change D. Each iteration should be continually re-evaluated based on feedback Answer: D
- 3. Question 2 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully What are the ITIL guiding principles used for? A. To help an organization make good decisions B. To direct and control an organization C. To identify activities that an organization must perform in order to deliver a valuable service D. To ensure that an organization’s performance continually meets stakeholders’ expectations Answer: A
- 4. Question 3 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Which is part of service provision? A. The management of resources configured to deliver the service B. The management of resources needed to consume the service C. The grouping of one or more services based on one or more products D. The joint activities performed to ensure continual value co-creation Answer: A
- 5. Question 4 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Which describes outcomes? A. Tangible or intangible deliverables B. Results desired by a stakeholder C. Configuration of an organization's resources D. Functionality offered by a product or service Answer: B
- 6. Question 5 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully What are ’engage’, ‘plan’ and ‘improve’ examples of? A. Service value chain activities B. Service level management C. Service value chain inputs D. Change control Answer: A
- 7. Question 6 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully When should the effectiveness of a problem workaround be assessed? A. Whenever the workaround is used B. Whenever the problem is resolved C. Whenever the workaround becomes a known error D. Whenever the problem is prioritized Answer: A
- 8. Question 7 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Which competencies are required by the 'service level management' practice? A. Problem investigation and resolution B. Incident analysis and prioritization C. Business analysis and commercial management D. Balanced scorecard reviews and maturity assessment Answer: C
- 9. Question 8 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Identify the missing word in the following sentence. A service is a means of enabling value co-creation by facilitating outcomes that customers want to achieve, without the customer having to manage specific [?] and risks. A. information B. utility C. warranty D. costs Answer: D
- 10. Question 9 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully Which statement about emergency changes is CORRECT? A. The testing of emergency can be eliminated in order to implement the change quickly B. The assessment and authorization of emergency changes is expedited to ensure they can be implemented quickly C. Emergency changes should be authorized and implemented as service requests D. Emergency changes must be fully documented before authorization and implementation Answer: B
- 11. Question 10 01 02 03 04 Download Passcert latest ITILFND_V4 Sample Test to help you pass successfully When should a full risk assessment and authorization be carried out for a standard change? A. Each time the standard change is implemented B. When the procedure for the standard change is created C. At least once a year D. When an emergency change is requested Answer: B
- 12. Thank you More Information, you can visit Passcert.com