Scapegoats, spin-doctors, white knights, and sycophants—have you found your test team playing these roles? Organizations, both large and small, often have distinct cultures and power structures with significant but insidious impact on how individual testers and teams are expected to operate. Sometimes the difference between doing what sponsors and stakeholders request and doing what is really needed becomes blurred. John Hazel helps you learn how to recognize the cultural characteristics of different types of software development teams, and how they drive expectations for the test team. Understand the decision-making dynamics and the perceived value of information across different organizational power structures, and the pitfalls that await unwary test teams. Develop strategies to adapt your team’s approach away from compliance and execution and toward discovery and dialogue. John shares his experiences across a spectrum of power structures, field-tested methods, and tools to help your team tailor their testing practice to add value while maintaining objectivity and impact.
Over the past twenty years, Mary Thorn has had the opportunity to work at many startups, creating several QA/test departments from scratch. For the past ten years, she has done this in agile software companies. Recently Mary moved from leading small agile test organizations to leading a large agile test organization. She has learned how to lead agile testers and agile testing in large contexts. Mary takes you through what she has learned, identifies the keys to transitioning your test organization as it grows, and discusses the techniques required to lead it through the changes. Agile testing is difficult, and training your testers to be consistent and interchangeable across large scale agile teams is even more difficult. And still more difficult is test automation at scale. Mary shares her experience in creating an automation strategy that works in a large scale context. Join Mary as she discusses her learnings from leading large agile test organizations.
Mary Thorn has had the opportunity in the past twenty years to work at many startups, creating several QA/test departments from scratch. For the past ten years, she has done this in agile software companies. Recently Mary moved from leading small agile test organizations to leading a large agile test organization where she has learned how to lead agile testers and agile testing in large contexts. Mary takes you through what she has learned, identifies the keys to transitioning your test organization as it grows, and discusses the techniques required to lead it through the changes. Agile testing is difficult; training your testers to be consistent and interchangeable across large scale agile teams is even more difficult; and still more difficult is test automation at scale. Join Mary as she shares her experience in creating an automation strategy that works in a large scale context and lessons learned from leading a large agile test organization.
Soft Skills You Need Are Not Always Taught in ClassTechWell
For years in the software industry, the focus of discussion, programs, and expense has been on career skill development to enhance team performance. To support skill development, a variety of certifications and training opportunities have been created to increase technical knowledge acquisition. Gaining technical knowledge is important, but this knowledge is often secondary to having other skills that are of more value to the organization. Jon Hagar explores these so-called “soft” skills—analysis, rational thought, communication, mentoring, technical debt management, reframing problems, modeling, time management, and social aptitude—and discusses the differences between knowledge from study and practiced skills. Delegates are asked to consider the value and to discuss how to develop and improve such skills. Finally, through an entertaining analogy Jon highlights the differences between skill and knowledge.
T-Shaped People: Time to Get in Shape for Your Testing FutureTechWell
Today, agile testers are being asked to do a lot more than just testing. The notion of “T-shaped people,” who combine technical skills with collaborative capabilities, was created by Tim Brown in the 1990s to describe the new breed of worker. Mary Thorn believes that anyone—including testers—can contribute more to the business than their standard role traditionally dictates. The tester’s critical view and skeptical thinking can be used earlier in the development process. This role can stretch to include other aspects that intrigue them and keep them interested. Mary has testers who write product documentation, serve as ScrumMasters, build infrastructure to support rapid releases, take ownership for security and compliance to standards, present the development process to customers, visit customer sites to research how people are using the product, write social media content, devise internal communication strategies, do agile coaching, create personas, and use their natural skills and abilities where they are best suited to help move the business forward. Mary explores many ways testers can “Get into Shape” for future testing.
Application Performance Testing: A Simplified Universal ApproachTechWell
In response to increasing market demand for high performance applications, many organizations implement performance testing projects, often at great expense. Sadly, these solutions alone are often insufficient to keep pace with emerging expectations and competitive pressures. With specific examples from recent client implementations, Scott Barber shares the fundamentals of implementing T4APM™, a simple and universal approach that is valuable independently or as an extension of existing performance testing programs. The T4APM™ approach hinges on applying a simple and unobtrusive Target, Test, Trend, Tune cycle to tasks in your application lifecycle—from a single unit test through entire system production monitoring. Leveraging T4APM™ on a particular task may require knowledge specific to the task, but learning how to leverage the approach does not. Scott provides everything you need to become the T4APM™ coach and champion, and to help your team keep up with increasing demand for better performance, regardless of your current title or role.
For years, there have been stories of continuous delivery making teams awesome… but can CD make all teams awesome? And how? Dr. Nicole Forsgren will present data from over 20,000 technical professionals showing the central role that CD plays in software development and delivery. She will show you how doing CD can drive key organizational outcomes like profitability, productivity, and market share. Nicole also presents the key aspects of CD that make your DevOps awesome, like trunk-based development, test data, and test automation, and provides examples of success from teams undergoing their own technology transformations. The presentation also includes other important drivers of DevOps success, like lean product management and team culture. At the end of this talk, you will have the information to help you prove your case (to management or even yourself) about why CD and DevOps are essential to winning, as well as great stories and examples to really bring these concepts to life. You’ll leave with tips you can take back to get started on your own DevOps initiative.
Next-Generation Performance Testing with Lifecycle MonitoringTechWell
With the increasing market demand for “always on” high performance applications, many organizations find that their traditional load testing programs have failed to keep pace with expectations and competitive pressures. Agile development practices and DevOps concepts of continuous delivery cause old load testing approaches to become unacceptable bottlenecks in the delivery process. Although it remains true that the only way to know for certain how a system will respond to load is to subject it to load, much of what load testing has traditionally accomplished is rooting out performance issues that are detectable and resolvable without actually applying load. The trick is knowing when and how to look for these issues. With specific examples from recent client implementations, Scott Barber shares the T4APM™ approach, a simple and universal process to detect and manage performance issues—with or without applying load—throughout the lifecycle.
Keynote address given at Campus LISA, UCSD, July 2014. Abstract: Technical professionals act as brokers in organizations, communicating across functional and organizational boundaries. As brokers, tech professionals straddle two worlds, and can leverage this space if they know how. This talk will focus on understanding the gap between the IT function and management and how to bridge that gap in order to increase respect for IT among management, and improve your relationship with management. The talk will also cover identifying your (or your team’s) role within the organization, effective communication with upper management, positioning yourself and your team to increase visibility, and becoming a strategic partner.
Over the past twenty years, Mary Thorn has had the opportunity to work at many startups, creating several QA/test departments from scratch. For the past ten years, she has done this in agile software companies. Recently Mary moved from leading small agile test organizations to leading a large agile test organization. She has learned how to lead agile testers and agile testing in large contexts. Mary takes you through what she has learned, identifies the keys to transitioning your test organization as it grows, and discusses the techniques required to lead it through the changes. Agile testing is difficult, and training your testers to be consistent and interchangeable across large scale agile teams is even more difficult. And still more difficult is test automation at scale. Mary shares her experience in creating an automation strategy that works in a large scale context. Join Mary as she discusses her learnings from leading large agile test organizations.
Mary Thorn has had the opportunity in the past twenty years to work at many startups, creating several QA/test departments from scratch. For the past ten years, she has done this in agile software companies. Recently Mary moved from leading small agile test organizations to leading a large agile test organization where she has learned how to lead agile testers and agile testing in large contexts. Mary takes you through what she has learned, identifies the keys to transitioning your test organization as it grows, and discusses the techniques required to lead it through the changes. Agile testing is difficult; training your testers to be consistent and interchangeable across large scale agile teams is even more difficult; and still more difficult is test automation at scale. Join Mary as she shares her experience in creating an automation strategy that works in a large scale context and lessons learned from leading a large agile test organization.
Soft Skills You Need Are Not Always Taught in ClassTechWell
For years in the software industry, the focus of discussion, programs, and expense has been on career skill development to enhance team performance. To support skill development, a variety of certifications and training opportunities have been created to increase technical knowledge acquisition. Gaining technical knowledge is important, but this knowledge is often secondary to having other skills that are of more value to the organization. Jon Hagar explores these so-called “soft” skills—analysis, rational thought, communication, mentoring, technical debt management, reframing problems, modeling, time management, and social aptitude—and discusses the differences between knowledge from study and practiced skills. Delegates are asked to consider the value and to discuss how to develop and improve such skills. Finally, through an entertaining analogy Jon highlights the differences between skill and knowledge.
T-Shaped People: Time to Get in Shape for Your Testing FutureTechWell
Today, agile testers are being asked to do a lot more than just testing. The notion of “T-shaped people,” who combine technical skills with collaborative capabilities, was created by Tim Brown in the 1990s to describe the new breed of worker. Mary Thorn believes that anyone—including testers—can contribute more to the business than their standard role traditionally dictates. The tester’s critical view and skeptical thinking can be used earlier in the development process. This role can stretch to include other aspects that intrigue them and keep them interested. Mary has testers who write product documentation, serve as ScrumMasters, build infrastructure to support rapid releases, take ownership for security and compliance to standards, present the development process to customers, visit customer sites to research how people are using the product, write social media content, devise internal communication strategies, do agile coaching, create personas, and use their natural skills and abilities where they are best suited to help move the business forward. Mary explores many ways testers can “Get into Shape” for future testing.
Application Performance Testing: A Simplified Universal ApproachTechWell
In response to increasing market demand for high performance applications, many organizations implement performance testing projects, often at great expense. Sadly, these solutions alone are often insufficient to keep pace with emerging expectations and competitive pressures. With specific examples from recent client implementations, Scott Barber shares the fundamentals of implementing T4APM™, a simple and universal approach that is valuable independently or as an extension of existing performance testing programs. The T4APM™ approach hinges on applying a simple and unobtrusive Target, Test, Trend, Tune cycle to tasks in your application lifecycle—from a single unit test through entire system production monitoring. Leveraging T4APM™ on a particular task may require knowledge specific to the task, but learning how to leverage the approach does not. Scott provides everything you need to become the T4APM™ coach and champion, and to help your team keep up with increasing demand for better performance, regardless of your current title or role.
For years, there have been stories of continuous delivery making teams awesome… but can CD make all teams awesome? And how? Dr. Nicole Forsgren will present data from over 20,000 technical professionals showing the central role that CD plays in software development and delivery. She will show you how doing CD can drive key organizational outcomes like profitability, productivity, and market share. Nicole also presents the key aspects of CD that make your DevOps awesome, like trunk-based development, test data, and test automation, and provides examples of success from teams undergoing their own technology transformations. The presentation also includes other important drivers of DevOps success, like lean product management and team culture. At the end of this talk, you will have the information to help you prove your case (to management or even yourself) about why CD and DevOps are essential to winning, as well as great stories and examples to really bring these concepts to life. You’ll leave with tips you can take back to get started on your own DevOps initiative.
Next-Generation Performance Testing with Lifecycle MonitoringTechWell
With the increasing market demand for “always on” high performance applications, many organizations find that their traditional load testing programs have failed to keep pace with expectations and competitive pressures. Agile development practices and DevOps concepts of continuous delivery cause old load testing approaches to become unacceptable bottlenecks in the delivery process. Although it remains true that the only way to know for certain how a system will respond to load is to subject it to load, much of what load testing has traditionally accomplished is rooting out performance issues that are detectable and resolvable without actually applying load. The trick is knowing when and how to look for these issues. With specific examples from recent client implementations, Scott Barber shares the T4APM™ approach, a simple and universal process to detect and manage performance issues—with or without applying load—throughout the lifecycle.
Keynote address given at Campus LISA, UCSD, July 2014. Abstract: Technical professionals act as brokers in organizations, communicating across functional and organizational boundaries. As brokers, tech professionals straddle two worlds, and can leverage this space if they know how. This talk will focus on understanding the gap between the IT function and management and how to bridge that gap in order to increase respect for IT among management, and improve your relationship with management. The talk will also cover identifying your (or your team’s) role within the organization, effective communication with upper management, positioning yourself and your team to increase visibility, and becoming a strategic partner.
Tafline Murnane - The Carrot or The Whip-What Motivates Testers? - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on The Carrot or The Whip-What Motivates Testers? by Tafline Murnane. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
IT organizations adopting agile development often struggle when applying agile to anything other than small, mid-sized, or non-critical applications. Because IT organizations must deal with the myriad business rules, non-functional requirements, industry regulations, and associated audits, the software requirements and resulting user stories can easily become too complex and interrelated. Tony Higgins says that approaches are surfacing which allow complex IT environments to improve upfront scoping, promote reuse, embrace living documentation, and deal with continuous requirements from a testing perspective. Join Tony as he shares his experiences on how requirements and tests can become one, and user stories exist as executable tests using behavior-driven design. See how all this provides testers with what's needed up front and results in better support for agile testing within IT.
DOES15 - Mike Bland - Pain Is Over, If You Want ItGene Kim
Mike Bland, Practice Director, 18F
Technology is always the easiest part of any problem. This was true of Google in 2005, when Mike Bland joined the Testing Grouplet’s effort to drive adoption of automated testing throughout a highly successful company as its organization and systems increased in complexity at an alarming and unstoppable rate. This was true in late 2013, when the Healthcare.gov crisis led to a stunningly successful recovery after private industry experts were given clearance to fix the technical issues. It is also true of the U.S federal government today, as Mike has joined 18F as part of the effort to modernize how software is developed and procured, and to steer the culture towards maximum transparency, autonomy and collaboration. This talk will outline Mike’s experiences at Google that shaped his outlook and honed his organizational skills, and describe his efforts to capitalize on the opportunity produced by the Healthcare.gov recovery to effect broad cultural change throughout the federal government.
Mindmaps: Agile and Lightweight Documentation for TestingTechWell
Quality starts with requirements. In small to mid-size companies, it is not uncommon for the communication chain to be broken. Florin Ursu shares ways to avoid miscommunication through a streamlined process in which requirements are communicated to both developers and testers simultaneously; then developers write code while testers document what will be tested. Florin explores what mindmaps are; what they can be used for, both in general and applied to software development; and then dives deeper into how mindmaps can be used for testing. He describes how his teams use mindmaps to brainstorm, organize testing scenarios, prioritize work, review test scenarios, present results to stakeholders highlighting what was tested and—just as importantly—what was not tested, issues found, and risks. Using example mindmaps, Florin highlights important details captured in day to day work, including tips regarding format, communication style, and how to “sell” the idea of mindmaps to your stakeholders.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
This talk was given at Eurostar 2013 in Gothenburg, Sweden.
“Significant forces in the IT industry that mean testing in most organisations is under extreme pressure. Bosses wonder why they need people ‘over here’ to make sure people ‘over there’ do their job properly. Users, analysts, developers and testers may have to redistribute responsibility for testing and checking and by collaborating more effectively.
Testers won’t drive this transition, and they may be caught out if they ignore the winds of change. There's complacency, self-delusion and over capacity in the testing business; there is too little agreement about what testing is, what it’s for or how it should be done. In this talk, Paul will suggest what leadership is required in our industry, the market and our organisations.
Of course, some responsibility will fall on your shoulders. Whether you are a manager or technical specialist, there will be an opportunity for you to lead the change.”
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Deck used at Keep Austin Agile 2018 with charts from audience pollings.
Enterprises want to deliver more value with higher quality at a faster pace. Many development teams have adopted agile frameworks to improve their ability to deliver software. This has led to a local optimization for the development teams and they have become good at delivering potentially shippable increments of their products, but from there, they typically see organizational constraints in moving it to the customer. The development organization is quickly adding features to the queue waiting to be released, but the operations teams are struggling to support fires in production, maintain stability, and provide the environments and infrastructure needed so development teams can move their new functionality forward. The operation team’s focus on stability usually minimizes the number of changes in production thus creating infrequent, large batches being deployed at a planned date. Can Agile and DevOps bring the development and operations teams together to remove the organizational constraints in moving the software to the customer?
In this session, we’ll talk about the relationship of Agile and DevOps, not as an intersection, but as a progression of capability with development and operation teams working together to remove those constraints. We’ll discuss how using Agile and DevOps practices together, teams can release value faster, with higher quality, and in more stable environments making it safer to deploy.
Four years and over 20,000 respondents later, and we have learned a lot about what makes IT and organizational performance awesome. This year we include insights into security, containers, trunk-based development, and lean product management. Tune in for practical take-aways to make your teams' technology transformations even better.
The Data on DevOps: Making the Case for AwesomeNicole Forsgren
What’s the value proposition of DevOps? Does culture change show up in the bottom line? What practices predict high IT performance? We hear many stories to inspire and inform us, but the plural of anecdote is not data. Let’s dive into the research and find out which DevOps practices drive optimal IT and business outcomes.
The data shows that the best IT performers have the highest throughput and reliability while contributing to organizational profitability, productivity, and market share goals. Industry trends around security, containers, continuous delivery, and lean management relate to IT performance and quality: let’s talk about how.
Management and practitioners alike will leave with a better understanding of how to achieve the best outcomes, while armed with the data they need to make the case for change.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Are We There Yet? Signposts On Your Journey to AwesomeNicole Forsgren
If you listen to grandiose tales of DevOps journeys, everything is awesome. But how can those of us not living in The Lego Movie transform our technology in smart and systematic ways? What is “awesome”? How do we point our organizations in that direction, and how will we know progress when we see it?
The best-performing IT organizations have the highest quality, throughput, and reliability while also showing value on the bottom line. When embarking on a journey of transformation, you want to measure your current status and subsequent progress while keeping tabs on factors that drive improvement in technology performance. Nicole Forsgren explains the importance of knowing how (and what) to measure—ensuring you catch successes and failures when they first show up, not just when they’re epic. Measuring progress lets you focus on what’s important and helps you communicate this progress to peers, leaders, and executives who decide budget. Business outcomes don’t realize themselves, after all, and “doing DevOps” doesn’t define stakeholder value any more than “being awesome” does.
When Agile is a Quality Game Changer Webinar - Michael Mah, Philip LewXBOSoft
Accelerate your Agile success with in-depth research and smarter decisions. Michael Mah of QSM Associates shows you what it takes to find and utilize patterns of successful Agile development in this quarterly XBOSoft webinar.
Tafline Murnane - The Carrot or The Whip-What Motivates Testers? - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on The Carrot or The Whip-What Motivates Testers? by Tafline Murnane. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
IT organizations adopting agile development often struggle when applying agile to anything other than small, mid-sized, or non-critical applications. Because IT organizations must deal with the myriad business rules, non-functional requirements, industry regulations, and associated audits, the software requirements and resulting user stories can easily become too complex and interrelated. Tony Higgins says that approaches are surfacing which allow complex IT environments to improve upfront scoping, promote reuse, embrace living documentation, and deal with continuous requirements from a testing perspective. Join Tony as he shares his experiences on how requirements and tests can become one, and user stories exist as executable tests using behavior-driven design. See how all this provides testers with what's needed up front and results in better support for agile testing within IT.
DOES15 - Mike Bland - Pain Is Over, If You Want ItGene Kim
Mike Bland, Practice Director, 18F
Technology is always the easiest part of any problem. This was true of Google in 2005, when Mike Bland joined the Testing Grouplet’s effort to drive adoption of automated testing throughout a highly successful company as its organization and systems increased in complexity at an alarming and unstoppable rate. This was true in late 2013, when the Healthcare.gov crisis led to a stunningly successful recovery after private industry experts were given clearance to fix the technical issues. It is also true of the U.S federal government today, as Mike has joined 18F as part of the effort to modernize how software is developed and procured, and to steer the culture towards maximum transparency, autonomy and collaboration. This talk will outline Mike’s experiences at Google that shaped his outlook and honed his organizational skills, and describe his efforts to capitalize on the opportunity produced by the Healthcare.gov recovery to effect broad cultural change throughout the federal government.
Mindmaps: Agile and Lightweight Documentation for TestingTechWell
Quality starts with requirements. In small to mid-size companies, it is not uncommon for the communication chain to be broken. Florin Ursu shares ways to avoid miscommunication through a streamlined process in which requirements are communicated to both developers and testers simultaneously; then developers write code while testers document what will be tested. Florin explores what mindmaps are; what they can be used for, both in general and applied to software development; and then dives deeper into how mindmaps can be used for testing. He describes how his teams use mindmaps to brainstorm, organize testing scenarios, prioritize work, review test scenarios, present results to stakeholders highlighting what was tested and—just as importantly—what was not tested, issues found, and risks. Using example mindmaps, Florin highlights important details captured in day to day work, including tips regarding format, communication style, and how to “sell” the idea of mindmaps to your stakeholders.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
This talk was given at Eurostar 2013 in Gothenburg, Sweden.
“Significant forces in the IT industry that mean testing in most organisations is under extreme pressure. Bosses wonder why they need people ‘over here’ to make sure people ‘over there’ do their job properly. Users, analysts, developers and testers may have to redistribute responsibility for testing and checking and by collaborating more effectively.
Testers won’t drive this transition, and they may be caught out if they ignore the winds of change. There's complacency, self-delusion and over capacity in the testing business; there is too little agreement about what testing is, what it’s for or how it should be done. In this talk, Paul will suggest what leadership is required in our industry, the market and our organisations.
Of course, some responsibility will fall on your shoulders. Whether you are a manager or technical specialist, there will be an opportunity for you to lead the change.”
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Deck used at Keep Austin Agile 2018 with charts from audience pollings.
Enterprises want to deliver more value with higher quality at a faster pace. Many development teams have adopted agile frameworks to improve their ability to deliver software. This has led to a local optimization for the development teams and they have become good at delivering potentially shippable increments of their products, but from there, they typically see organizational constraints in moving it to the customer. The development organization is quickly adding features to the queue waiting to be released, but the operations teams are struggling to support fires in production, maintain stability, and provide the environments and infrastructure needed so development teams can move their new functionality forward. The operation team’s focus on stability usually minimizes the number of changes in production thus creating infrequent, large batches being deployed at a planned date. Can Agile and DevOps bring the development and operations teams together to remove the organizational constraints in moving the software to the customer?
In this session, we’ll talk about the relationship of Agile and DevOps, not as an intersection, but as a progression of capability with development and operation teams working together to remove those constraints. We’ll discuss how using Agile and DevOps practices together, teams can release value faster, with higher quality, and in more stable environments making it safer to deploy.
Four years and over 20,000 respondents later, and we have learned a lot about what makes IT and organizational performance awesome. This year we include insights into security, containers, trunk-based development, and lean product management. Tune in for practical take-aways to make your teams' technology transformations even better.
The Data on DevOps: Making the Case for AwesomeNicole Forsgren
What’s the value proposition of DevOps? Does culture change show up in the bottom line? What practices predict high IT performance? We hear many stories to inspire and inform us, but the plural of anecdote is not data. Let’s dive into the research and find out which DevOps practices drive optimal IT and business outcomes.
The data shows that the best IT performers have the highest throughput and reliability while contributing to organizational profitability, productivity, and market share goals. Industry trends around security, containers, continuous delivery, and lean management relate to IT performance and quality: let’s talk about how.
Management and practitioners alike will leave with a better understanding of how to achieve the best outcomes, while armed with the data they need to make the case for change.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Are We There Yet? Signposts On Your Journey to AwesomeNicole Forsgren
If you listen to grandiose tales of DevOps journeys, everything is awesome. But how can those of us not living in The Lego Movie transform our technology in smart and systematic ways? What is “awesome”? How do we point our organizations in that direction, and how will we know progress when we see it?
The best-performing IT organizations have the highest quality, throughput, and reliability while also showing value on the bottom line. When embarking on a journey of transformation, you want to measure your current status and subsequent progress while keeping tabs on factors that drive improvement in technology performance. Nicole Forsgren explains the importance of knowing how (and what) to measure—ensuring you catch successes and failures when they first show up, not just when they’re epic. Measuring progress lets you focus on what’s important and helps you communicate this progress to peers, leaders, and executives who decide budget. Business outcomes don’t realize themselves, after all, and “doing DevOps” doesn’t define stakeholder value any more than “being awesome” does.
When Agile is a Quality Game Changer Webinar - Michael Mah, Philip LewXBOSoft
Accelerate your Agile success with in-depth research and smarter decisions. Michael Mah of QSM Associates shows you what it takes to find and utilize patterns of successful Agile development in this quarterly XBOSoft webinar.
Epistemic networks for Epistemic CommitmentsSimon Knight
The ways in which people seek and process information are fundamentally epistemic in nature. Existing epistemic cognition research has tended towards characterizing this fundamental relationship as cognitive or belief-based in nature. This paper builds on recent calls for a shift towards activity-oriented perspectives on epistemic cognition and proposes a new theory of ‘epistemic commitments’. An additional contribution of this paper comes from an analytic approach to this recast construct of epistemic commitments through the use of Epistemic Network Analysis (ENA) to explore connections between particular modes of epistemic commitment. Illustrative examples are drawn from existing research data on children’s epistemic talk when engaged in collaborative information seeking tasks. A brief description of earlier analysis of this data is given alongside a newly conducted ENA to demonstrate the potential for such an approach.
Paper at: http://oro.open.ac.uk/39254/
Having the skills and strategies to read, learn from, and communicate with the Internet will play a central role in our students’ success in an information age. But how can we best measure these new literacies? This session explores some of the challenges associated with developing valid and reliable measures of the complex literacy strategies and dispositions required to search for, comprehend, and respond to information on the Internet. The presenter will first share task examples and student responses from several assessments developed to measure online reading comprehension and communication skills. Then, conversation will turn to a number of important issues to consider when developing online literacy assessments that are not only psychometrically sound, but also useful to both researchers and classroom teachers. Participants will have an opportunity to share their own thoughts about how we might rethink the ways in which we evaluate the skills, strategies, and dispositions associated with reading and learning online.
HCD 660 – Foundations of Human Capital DevelopmentDefiJeanmarieColbert3
HCD 660 – Foundations of Human Capital Development
Define HRD
• HRD is “a process of developing and unleashing expertise
for the purpose of improving performance” (Swanson &
Holton, 2009, p. 99).
• HRD is “the systematic and planned practice designed by an
organization to enhance employee knowledge, skills,
abilities, and attitudes” (Van Tiem et al., 2012, p. 325).
Points of Agreement
• Believe in human potential
• Focus on improvement
• links learning and performance
• Finding solutions and solving problems
• Opportunities over challenges
• Systems thinking
• Being on the same page
HRD World-Views
• HRD and its environment
• Learner perspective – Adragogy
• Knowles (why, self-directing,
experience, motivated, contextual)
• Organizational perspective
• Global context
• Change isn’t slowing down
HRD and Its
Environment
Human Resource Development
Core Beliefs
1. Organizations are human-made entities that
rely on human expertise to establish and
achieve their goals.
2. Human expertise is developed and maximized
through HRD processes and should be applied
for the long-term and/or short-term benefits of
the sponsoring organization and the individuals
involved.
3. HRD professionals are advocates of
individual/group work process, and
organizational integrity.
Reflection…
• Of the three HRD core beliefs presented, which one is
closest to your beliefs and why?
• What is it about HRD that interests you the most?
Threats to Excellent Practice
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
How can we turn these threats into
opportunities?
• Turning the HRD process into
an event
• The rate of change
• Critical characteristics of key
players
Human Capital Theory
• Human Capital Theory --
emphasizes that human capital--
the composition of employee skills,
knowledge, and abilities--is a
central driver of organizational
performance when the return on
investment exceeds labor costs.
So, why do we
even care
about theory?
• Helps us to explain complex phenomenon in our everyday life/work.
• Lots of theories….. List some in the chat
Human Capital Development – the sweet spot
Sweet Spot
Human Capital Development – not just books on a shelf
Theory
Theories are constructed in order to
explain
predict and
master phenomena
(e.g. relationships, events, or the behavior).
In many instances we are constructing models of
reality.
A theory makes generalizations about
observations and consists of an interrelated,
coherent set of ideas.
Theory
Framework
for Applied
Disciplines
Theory
Framework for
HRD
Human Capital Development – Foundational Theories
Foundational Theories Definition
Psychological http://richardswanson.com/narratedpres/psych_found_Breeze/in
dex.html
Economic http://richardswanson.com/narratedpres/econfound/index.html
Systems http://richardswanson.com/narratedpres/sys_theory_Bree ...
New Research Insights: "Culture is the collective equivalent of mindset and determines how the collective behaves in recognised maturational patterns". This description arises from new scientific research “with unprecedented scientific depth” which transforms a dimension of organizations that is regularly cited as the critical problem behind high failure-rates for change management, strategy, etc., but so poorly understood with definitions such as “the way we do things around here”. This Masterclass offers much in new insight and methodology e.g., how any Culture can now be understood and defined as a Capability Maturity Level, and why focusing on Culture is a waste of time. Learn what to focus on for diagnosing where interventions and strategy will gain Traction, and learn the normative process that optimises Sustainability.
Similar to Adapting Test Teams to Organizational Power Structures (20)
Do you ever feel you have lost confidence in your own abilities? Why does this happen? Isabel Evans spends a lot of time painting. Someone once commented, “Why are you doing this, when you are not very good at it?” And gradually she stopped drawing and painting, after being intimidated by a conventional vision of what good art should look like. At the same time, she experienced a parallel loss of confidence in her professional abilities. Attempting creative pursuits like drawing and painting is essential to cognitive, emotional, creative abilities and she began to understand the correlation between her creative activities and her confidence. Making errors, being wrong, failing – that is a generous gift we receive when we practice outside our skill level. By staying in a comfort zone and repeating successes, we stagnate. As Isabel started to create again she thought “I don’t feel good at it, I do feel good doing it” The difference was that she was learning, having ideas and the act of re-engaging with failure, together with the comradeship of friends and colleagues, including at Women Who Test, Isabel has regained her confidence in her professional abilities, and been able to reboot her career and joy. Join Isabel to share a journey from self-perceived failure, to recovery and renewed learning.
Instill a DevOps Testing Culture in Your Team and Organization TechWell
The DevOps movement is here. Companies across many industries are breaking down siloed IT departments and federating them into product development teams. Testing and its practices are at the heart of these changes. Traditionally, IT organizations have been staffed with mostly manual testers and a limited number of automation and performance engineers. To keep pace with development in the new “you build it, you own it” environment, testing teams and individuals must develop new technical skills and even embrace coding to stay relevant and add greater value to the business. DevOps really starts with testing. Join Adam Auerbach as he explains what DevOps is and how it relates to testing. He describes how testing must change from top to bottom and how to access your own environment to identify improvement opportunities. Adam dives into practices like service virtualization, test data management, and continuous testing so you can understand where you are now and identify steps needed to instill a DevOps testing culture in your team and organization.
Test Design for Fully Automated Build ArchitectureTechWell
Imagine this … As soon as any developed functionality is submitted into the code repository, it is automatically subjected to the appropriate battery of tests and then released straight into production. Setting up the pipeline capable of doing just that is becoming more and more common and something you need to know about. But most organizations hit the same stumbling block—just what IS the appropriate battery of tests? Automated build architectures don't always lend themselves well to the traditional stages of testing. In this hands-on tutorial, Melissa Benua introduces you to key test design principles—applicable to organizations both large and small—that allow you to take full advantage of the pipeline's capabilities without introducing unnecessary bottlenecks. Learn how to make highly reliable tests that run fast and preserve just enough information to let testers and developers determine exactly what went wrong and how to reproduce the error locally. Explore ways to reduce overlap while still maintaining adequate test coverage. Take back ideas about which test areas could benefit from being combined into a single suite and which areas could benefit most from being broken out altogether.
System-Level Test Automation: Ensuring a Good StartTechWell
Many organizations invest a lot of effort in test automation at the system level but then have serious problems later on. As a leader, how can you ensure that your new automation efforts will get off to a good start? What can you do to ensure that your automation work provides continuing value? This tutorial covers both “theory” and “practice”. Dot Graham explains the critical issues for getting a good start, and Chris Loder describes his experiences in getting good automation started at a number of companies. The tutorial covers the most important management issues you must address for test automation success, particularly when you are new to automation, and how to choose the best approaches for your organization—no matter which automation tools you use. Focusing on system level testing, Dot and Chris explain how automation affects staffing, who should be responsible for which automation tasks, how managers can best support automation efforts to promote success, what you can realistically expect in benefits and how to report them. They explain—for non-techies—the key technical issues that can make or break your automation effort. Come away with your own clarified automation objectives, and a draft test automation strategy to use to plan your own system-level test automation.
Build Your Mobile App Quality and Test StrategyTechWell
Let’s build a mobile app quality and testing strategy together. Whether you have a web, hybrid, or native app, building a quality and testing strategy means (1) knowing what data and tools you have available to make agile decisions, (2) understanding your customers and your competitors, and (3) testing your app under real-world conditions. Jason Arbon guides you through the latest techniques, data, and tools to ensure the awesomeness of your mobile app quality and testing strategy. Leave this interactive session with a strategy for your very own app—or one you pretend to own. The information Jason shares is based on data from Appdiff’s next-gen mobile app testing platform, lessons from Applause/uTest’s crowd, text mining hundreds of millions of app store reviews, and in-depth discussions with top mobile app development teams.
Testing Transformation: The Art and Science for SuccessTechWell
Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.
We’ve all been there. We work incredibly hard to develop a feature and design tests based on written requirements. We build a detailed test plan that aligns the tests with the software and the documented business needs. And when we put the tests to the software, it all falls apart because the requirements were changed without informing everyone. Mary Thorn says help is at hand. Enter behavior-driven development (BDD), and Cucumber and SpecFlow, tools for running automated acceptance tests and facilitating BDD. Mary explores the nuances of Cucumber and SpecFlow, and shows you how to implement BDD and agile acceptance testing. By fostering collaboration for implementing active requirements via a common language and format, Cucumber and SpecFlow bridge the communication gap between business stakeholders and implementation teams. In this workshop, practice writing feature files with the best practices Mary has discovered over numerous implementations. If you experience developers not coding to requirements, testers not getting requirements updates, or customers who feel out of the loop and don’t get what they ask for, Mary has answers for you.
Develop WebDriver Automated Tests—and Keep Your SanityTechWell
Many teams go crazy because of brittle, high-maintenance automated test suites. Jim Holmes helps you understand how to create a flexible, maintainable, high-value suite of functional tests using Selenium WebDriver. Learn the basics of what to test, what not to test, and how to avoid overlapping with other types of testing. Jim includes both philosophical concepts and hands-on coding. Testers who haven't written code should not be intimidated! We'll pair you up to make sure you're successful. Learn to create practical tests dealing with advanced situations such as input validation, AJAX delays, and working with file downloads. Additionally, discover when you need to work together with developers to create a system that's more easily testable. This tutorial focuses primarily on automating web tests, but many of the same concepts can be applied to other UI environments. Demos and labs will be in C# and Java using WebDriver. Leave this tutorial having learned how to write high-value WebDriver tests—and stay sane while doing so.
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Eliminate Cloud Waste with a Holistic DevOps StrategyTechWell
Chris Parlette maintains that renting infrastructure on demand is the most disruptive trend in IT in decades. In 2016, enterprises spent $23B on public cloud IaaS services. By 2020, that figure is expected to reach $65B. The public cloud is now used like a utility, and like any utility, there is waste. Who's responsible for optimizing the infrastructure and reducing wasted expenses? It’s DevOps. The excess expense, known as cloud waste, comprises several interrelated problems: services running when they don't need to be, improperly sized infrastructure, orphaned resources, and shadow IT. There are a few core tenets of DevOps—holistic thinking, no silos, rapid useful feedback, and automation—that can be applied to reducing your cloud waste. Join Chris to learn why you should include continuous cost optimization in your DevOps processes. Automate cost control, reduce your cloud expenses, and make your life easier.
Transform Test Organizations for the New World of DevOpsTechWell
With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.
The Fourth Constraint in Project Delivery—LeadershipTechWell
All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.
Resolve the Contradiction of Specialists within Agile TeamsTechWell
As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.
Pin the Tail on the Metric: A Field-Tested Agile GameTechWell
Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
Agile Performance Holarchy (APH)—A Model for Scaling Agile TeamsTechWell
A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps ImplementationTechWell
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery ProcessTechWell
DevOps is transforming software development with many organizations adopting lean development practices, implementing continuous integration (CI), and performing regular continuous deployment (CD) to their production environments. However, the database is largely ignored and often seen as a bottleneck in the DevOps process. Steve Jones discusses the challenges of database development and why many developers find the database to be an impediment to the CD process. Steve shares the techniques you can use to fit a database into the DevOps process. Learn how to store database code in a version control system, and the differences between that and application code. Steve demonstrates a CI process with SQL code and uses automated testing frameworks to check the code. Steve then shows how automated releases with manual gates can reduce the stress and risk of database deployments while ensuring consistent, reliable, repeatable releases to QA, UAT, and production.
Mobile Testing: What—and What Not—to AutomateTechWell
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for SuccessTechWell
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile TransformationTechWell
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
Quarkus Hidden and Forbidden ExtensionsMax Andersen
Quarkus has a vast extension ecosystem and is known for its subsonic and subatomic feature set. Some of these features are not as well known, and some extensions are less talked about, but that does not make them less interesting - quite the opposite.
Come join this talk to see some tips and tricks for using Quarkus and some of the lesser known features, extensions and development techniques.
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
Field Employee Tracking System| MiTrack App| Best Employee Tracking Solution|...informapgpstrackings
Keep tabs on your field staff effortlessly with Informap Technology Centre LLC. Real-time tracking, task assignment, and smart features for efficient management. Request a live demo today!
For more details, visit us : https://informapuae.com/field-staff-tracking/
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
Accelerate Enterprise Software Engineering with PlatformlessWSO2
Key takeaways:
Challenges of building platforms and the benefits of platformless.
Key principles of platformless, including API-first, cloud-native middleware, platform engineering, and developer experience.
How Choreo enables the platformless experience.
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Adapting Test Teams to Organizational Power Structures
1.
T19
Test
Management
5/11/17
15:00
Adapting
Test
Teams
to
Organizational
Power
Structures
Presented
by:
John
Hazel
Nokia
Brought
to
you
by:
350
Corporate
Way,
Suite
400,
Orange
Park,
FL
32073
888-‐-‐-‐268-‐-‐-‐8770
·∙·∙
904-‐-‐-‐278-‐-‐-‐0524
-‐
info@techwell.com
-‐
http://www.starwest.techwell.com/
2.
John
Hazel
John
Hazel
leads
a
multi-‐site
test
and
support
team
as
part
of
the
network
management
engineering
professional
services
unit
at
Nokia.
His
team
provides
a
full
range
of
QA
services
-‐
lab
design
and
implementation,
manual
and
automated
functional
and
system
verification,
delivery,
consulting,
and
training
for
a
suite
of
custom
web
applications
-‐
that
help
operators
manage
mission-‐critical
data
networks.
John's
diverse
experience
in
telecommunications
and
IT
includes
hardware
and
software
development,
systems
integration,
verification,
quality
assurance,
and
more.
During
his
thirty
year
career,
John
has
come
to
appreciate
the
challenge
of
the
€œwicked
problems€
inherent
in
developing
test
strategies
that
deliver
true
value.
3. John
Hazel,
Nokia
MAY
11,
2017
ADAPTING TEST TEAMS
TO ORGANIZATIONAL POWER STRUCTURES
4. Background
How
I
Got
Here
•
Over
25
years
industry
experience
– Product
development
R
&
D
and
Professional
Services
– 18
years
working
with
mulO-‐site
teams
(14
in
test)
– Large
(50,000+)
and
small
(50)
companies,
telecom
focused
– Waterfall,
Agile,
and
many
hybrids
•
Wide
variaOons
in
the
contribuOon,
expectaOons
and
perceived
value
of
test
–
Necessary
evil
–
Scapegoat
–
Net
Minder
–
White
Knight
5. Decision:
To
Ship
or
Not
to
Ship
•
Checklist-‐based
approach
•
Each
team
(development,
test,
markeOng,
support,
customer
documentaOon,
…)
presented
their
deliverables
and
status
•
Test
– 100%
execuOon
– 95%
or
be_er
pass
rate
– No
open
or
blocking
criOcal
issues
– Maximum
of
20
major
issues,
100
minor
issues
7. Asch:
Conformity
Experiment
(1)
•
Subjects
were
placed
with
seven
actors
for
a
“vision
test”
•
ParOcipants
stated
aloud
which
comparison
line
(A,
B
or
C)
was
most
like
the
target
line.
The
answer
was
always
obvious.
8. Asch:
Conformity
Experiment
(2)
•
Results:
– On
average,
32%
conformed
with
the
incorrect
majority
– about
75%
of
parOcipants
conformed
at
least
once
(25%
never
conformed)
– In
a
control
group
<
1%
gave
the
wrong
answer
•
InterpretaOon:
– Norma&ve
Influence:
conforming
to
be
accepted
or
liked
by
a
group
– Informa&onal
Influence
(Social
Proof):
conforming
to
reflect
the
correct
behaviour
with
the
belief
that
others
are
be_er
informed.
Source: Source: McLeod, S. A. (2008). Asch Experiment. Retrieved from www.simplypsychology.org/asch-
conformity.html
9. Sherif:
AutokineOc
Effect
•
Visual
percepOon
phenomenon
–
staOonary
point
of
light
in
a
dark
room
appears
to
move
•
Groups
of
3
observed
the
light
and
were
asked
the
direcOon
and
distance
of
movement
•
Results
&
InterpretaOon
–
Social
Norm:
Each
group
converged
on
an
esOmate
–
without
discussion
or
prompOng
–
to
achieve
consensus
–
Internaliza&on:
When
repeated
one
week
later
individually,
each
group
member
replicated
the
group’s
original
esOmate
–
Most
pronounced
in
ambiguity,
crises,
presence
of
experts
Source: Sherif, M. (1935). A study of some social factors in perception. Archives of Psychology, 27(187) .
10. Congruence
Model
Nadler
&
Tushman,
Harvard
(1980):
• Work
and
People:
Is
the
work
being
done
by
the
right
people?
• Work
and
Structure:
Is
the
work
done
in
a
well-‐coordinated
manner
given
the
organizaOonal
structure
in
place?
• Structure
and
People:
Does
the
formal
organizaOon
structure
allow
the
people
to
work
together
effecOvely?
• People
and
Culture:
Are
the
people
working
within
a
culture
that
best
suits
them?
• Culture
and
Work:
Does
the
culture
support
the
nature
of
the
work
that
needs
to
be
done?
• Structure
and
Culture:
Do
the
formal
and
informal
structures
work
cooperaOvely
or
do
they
compete?
Power:
Who
has
the
strongest
influence
or
control
over
these
interacOons
Ref:
h_ps://www.mindtools.com/pages/arOcle/newSTR_95.htm
11. Schein:
Power
&
Culture
(1)
E.
Schien,
MIT
(1992)
OrganizaOonal
Culture
-‐
A
pa_ern
of
shared
basic
assumpOons
learned
by
a
group
as
it
solves
its
external
adaptaOon
and
internal
integraOon
problems
“The
human
mind
needs
cogniOve
stability
and
any
challenge
of
a
basic
assumpOon
will
release
anxiety
and
defensiveness”
12. Schein:
Power
&
Culture
(2)
AssumpOons
about
managing
internal
integraOon
• Common
language
and
conceptual
categories:
What
are
the
common
ways
we
use
to
refer
to
things?
What
is
the
common
and
agreed
upon
framework
of
communicaOon
and
terminology?
• Group
boundaries
and
iden9ty:
How
do
we
respect
each
other’s
and
the
collecOve
group
boundaries?
How
do
we
know
who
we
are?
• Rewards
and
punishments:
How
do
we
reward
desirable
behavior
and
punish
behavior
deemed
unacceptable?
• Managing
the
unimaginable
and
explaining
the
unexplainable:
When
things
happen
we
cannot
explain,
what
is
the
group
response?
• Rules
for
rela9onships:
What
are
the
rules
for
how
we
interact
with
each
other
and
with
those
outside
of
the
group?
• Power,
authority
and
status:
How
do
we
determine
what
gets
done
and
who
has
the
right
to
change
direcOon?
Subcultures:
operator,
engineer
and
execuOve
14. Subculture
&
Personality
Types
(1)
Thinker/Analy9cal
Controlled,
orderly,
precise,
disciplined,
deliberate,
cauOous,
diplomaOc,
systemaOc,
logical,
convenOonal
Pro:
systemaOc,
well
organized
and
deliberate;
appreciate
facts
and
informaOon
presented
in
a
logical
manner;
enjoy
organizaOon
and
compleOon
of
detailed
tasks.
Con:
at
Omes
too
cauOous,
overly
structured,
does
things
too
much
'by
the
book'.
Driver/Pragma9c
AcOon-‐oriented,
problem
solver,
asserOve,
demanding,
risk
taker,
forceful,
compeOOve,
independent
Pro:
thrive
on
challenges
with
an
internal
moOvaOon
to
succeed;
pracOcal
with
focus
on
geong
results
-‐
can
do
a
lot
in
a
short
Ome.
They
usually
talk
fast,
direct
and
to
the
point.
Open
viewed
as
decisive,
direct
and
determined.
Con:
can
be
impaOent
and
miss
subtleOes
Ref:
h_p://influence-‐people-‐brian.blogspot.ca/2010/07/persuading-‐personality-‐types-‐survey.html
Ref:
h_p://www.ahfx.net/weblog/37
15. Subculture
&
Personality
Types
(2)
Facilitator/Amiable
PaOent
,
loyal,
sympatheOc,
team
player,
relaxed,
mature,
supporOve,
stable,
considerate,
empatheOc,
persevering,
trusOng,
congenial
Pro:
Dependable,
loyal
and
easygoing.
Prefer
non-‐threatening
and
friendly
environments;
usually
quick
to
reach
a
decision
Con:
Dislike
dealing
with
impersonal
details
and
cold
hard
facts;
usually
quick
to
reach
a
decision.
Though
sensiOve,
can
be
wishy-‐washy
and
imprecise
Expressive/Influencer
Verbal,
moOvaOng,
enthusiasOc,
convincing,
impulsive,
influenOal,
charming,
confident,
dramaOc,
opOmisOc,
animated
Pro:
Outgoing
and
enthusiasOc,
with
a
high
energy
level.
Great
idea
generators;
enjoy
helping
others
and
socializing.
Con:
Usually
do
not
have
the
ability
to
see
ideas
through
to
compleOon;
open
slow
to
reach
a
decision.
May
be
overly
dramaOc,
impulsive,
and
manipulaOve.
Ref:
h_p://influence-‐people-‐brian.blogspot.ca/2010/07/persuading-‐personality-‐types-‐survey.html
Ref:
h_p://www.ahfx.net/weblog/37
17. CharacterisOcs:
• Technical
visionary
or
evangelist
in
leadership
role
• Most
valued
asset
is
system
architecture
and
algorithm
design
and
those
who
create
it
• Testers
are
introduced
later
• Testers
provide
a
service
to
the
development
team
• The
worthiness
of
a
defect
is
assessed
primarily
by
the
development
team
Development-Centric
18. Values:
• Bugs
likely
to
be
deemed
unworthy
shouldn’t
be
raised
• The
best
testers
are
those
inOmately
familiar
with
the
architecture
&
code
• All
aspects
of
the
code
implementaOon
must
be
tested
• The
implementaOon
&
architecture
are
used
to
resolve
ambiguous
system
behavior
Development-Centric
19. Dangers:
• InformaOonal
influence
–
defer
to
developers
• Lack
of
objecOvity
–
suscepOble
to
social
proof
• ReporOng
“pre-‐approved”
bugs
• Lack
of
focus
on
system
behavior
and
feature
interacOons
• Excessive
confirmatory
tesOng
(“does
my
code
work”)
• Up
front
creaOon
and
developer
validaOon
of
tests
(“open
book
test”)
suppresses
creaOvity
&
discovery
Development-Centric
20. Remedies:
• Move
some
test
acOviOes
downstream
(staging,
deployment)
• Create
test
sub-‐teams
with
different
sponsors
(e.g.
support
team
sponsors
customer-‐focused
tesOng)
• Internal
test
team
review
of
defects
• Entrepreneurial
tesOng,
markeOng
and
proving
the
value
proposiOon
to
developers
Development-Centric
22. CharacterisOcs:
• More
common
among
larger,
more
established
organizaOons
• Efficient
bureaucracy
and
specialized
roles
and
well-‐
defined
procedures.
• Testers
are
there
from
day
one
• Most
valued
asset
is
a
comprehensive
plan
with
well-‐defined
risk
miOgaOon
• The
worthiness
of
defects,
either
individually
or
collecOvely,
is
not
considered
unOl
some
aspect
of
the
project
plan
is
threatened
Project-Centric
23. Values:
• The
highest
value
is
placed
on
disciplined
project
management
-‐
execuOng
to
plan
to
achieve
pre-‐
defined
milestones
• Project
management
(or
a
milestone
“owner”)
has
the
strongest
influence
on
decision
making
• All
teams
are
seen
as
equal
-‐
they
all
have
a
task
to
perform
to
deliver
the
project;
• The
test
team,
like
all
others,
has
its
Ome
in
the
spotlight
Project-Centric
24. More
Values:
• Geong
through
test
execuOon
to
put
all
the
bugs
on
the
table
is
key;
sopware
quality
is
“assured”
by
successful
retest
of
fixes
• The
best
testers
are
those
who
can
execute
efficiently
to
a
plan
• Changes
to
test
plans
should
be
avoided;
however,
can
be
jusOfied
as
long
as
the
milestone
is
not
compromised
• Business
analysts,
requirements
specialists
or
independent
system
architects
resolve
ambiguous
system
behavior
Project-Centric
25. Dangers:
• Task
and
producOon
orientaOon
• New
informaOon
from
tesOng
is
only
evaluated
in
the
context
of
the
original
pan
• ProducOvity
focus
moves
riskier,
Ome-‐consuming
tesOng
to
the
end
of
the
cycle
• Metrics
supplant
qualitaOve
analysis;
tesOng
to
the
metrics
• Test
quanOty
eclipses
test
quality
• Over-‐reliance
on
automaOon
Project-Centric
26. Remedies:
• Create
a
plan
that
works
for
your
team
within
over-‐
arching
paradigms
• Understand
the
risk
or
what
your
doing
(and
not
doing)
• Remind
your
PM
of
the
micro-‐dependencies
• Consolidate
test
acOviOes
into
milestone-‐drivers
Project-Centric
27. Summary:
NavigaOng
Power
Structures
1. Understand
your
organizaOonal
culture
and
power
structure
2.
Focus
on
contribuOon,
needs
and
adaptaOon
3. ConOnuously
probe
the
organizaOon’s
ability
to
learn,
evolve
and
integrate
informaOon
and
approaches
with
its
value
system
Whatever games are played with us, we must
play no games with ourselves
– Ralph Waldo Emerson
