EuroSTAR Software Testing Conference 2008 presentation on The Damage Zone by Julien Bensaid. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Graham Thomas - Software Testing Secrets We Dare Not Tell - EuroSTAR 2013TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Software Testing Secrets We Dare Not Tell by Graham Thomas.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
This document discusses GE's history of innovation over many decades, from developing early lightbulbs and household appliances to modern technologies like MRI machines and wind turbines. It highlights key innovations from 1879 to present day. The document also discusses GE's focus on innovation and how innovation has been at the core of its strategy. It provides examples of how GE has continuously innovated and developed new technologies throughout its history.
Reflections on cross government agency evaluationsJohn Wren
This PPT presents some reflections on undertaking cross-government agency evaluations, it highlights some common issues and presents some tips on how to manage a cross agency evaluation. The PPT was given at an ANZEA conference
Women in Project Management (B Friday) (160824)Bronwyn Friday
This document discusses managing uncertainty and the importance of risk management. It provides an overview of Bronwyn Friday's background in construction management and risk management. It then discusses how managing uncertainty is crucial for businesses and success is driven by how well risks are managed. As an example, it summarizes a successful rail project in Melbourne that was completed six months early through effective uncertainty and risk management. It explains how the brain prefers certainty and the benefits of using risk management processes and structure to help make complex decisions amid uncertainty. Finally, it reflects on Bronwyn's personal risk appetite and how understanding risk appetite can affect one's career.
This document provides tools and strategies for developing business agility. It discusses establishing a clear vision and priorities, aligning stakeholders, and using empirical data to understand customer needs. The document emphasizes creating a learning culture, continuous innovation, and scaling down processes. Critical success factors include sustainable culture change, collaboration, and emphasizing people over processes. Tools presented include lean canvases, customer journey maps, and design thinking techniques to help organizations focus on customer value and adapt quickly to changing conditions.
You are paying up to 30% of your payroll for benefits and pensions. Are you getting full value? Have you considered different funding arrangements? Have you considered flexible spending accounts? How about considering an ASO plan if you are over 100 employees? How about integrating a wellness program into your benefits program and receive a 20 to 1 payback in terms of reduced benefit costs, increased productivity, improved lost time, and increased employee health?
Team 4 (vezetes) final ppt 1st step assignmentSree Harsha
This PPT gives you a glance of the 1st step from the book of Heart of Change which explains the leadership and change management. It also includes theoretical explanation of complacence and Urgency levels from the book leading change
Graham Thomas - Software Testing Secrets We Dare Not Tell - EuroSTAR 2013TEST Huddle
EuroSTAR Software Testing Conference 2013 presentation on Software Testing Secrets We Dare Not Tell by Graham Thomas.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
This document discusses GE's history of innovation over many decades, from developing early lightbulbs and household appliances to modern technologies like MRI machines and wind turbines. It highlights key innovations from 1879 to present day. The document also discusses GE's focus on innovation and how innovation has been at the core of its strategy. It provides examples of how GE has continuously innovated and developed new technologies throughout its history.
Reflections on cross government agency evaluationsJohn Wren
This PPT presents some reflections on undertaking cross-government agency evaluations, it highlights some common issues and presents some tips on how to manage a cross agency evaluation. The PPT was given at an ANZEA conference
Women in Project Management (B Friday) (160824)Bronwyn Friday
This document discusses managing uncertainty and the importance of risk management. It provides an overview of Bronwyn Friday's background in construction management and risk management. It then discusses how managing uncertainty is crucial for businesses and success is driven by how well risks are managed. As an example, it summarizes a successful rail project in Melbourne that was completed six months early through effective uncertainty and risk management. It explains how the brain prefers certainty and the benefits of using risk management processes and structure to help make complex decisions amid uncertainty. Finally, it reflects on Bronwyn's personal risk appetite and how understanding risk appetite can affect one's career.
This document provides tools and strategies for developing business agility. It discusses establishing a clear vision and priorities, aligning stakeholders, and using empirical data to understand customer needs. The document emphasizes creating a learning culture, continuous innovation, and scaling down processes. Critical success factors include sustainable culture change, collaboration, and emphasizing people over processes. Tools presented include lean canvases, customer journey maps, and design thinking techniques to help organizations focus on customer value and adapt quickly to changing conditions.
You are paying up to 30% of your payroll for benefits and pensions. Are you getting full value? Have you considered different funding arrangements? Have you considered flexible spending accounts? How about considering an ASO plan if you are over 100 employees? How about integrating a wellness program into your benefits program and receive a 20 to 1 payback in terms of reduced benefit costs, increased productivity, improved lost time, and increased employee health?
Team 4 (vezetes) final ppt 1st step assignmentSree Harsha
This PPT gives you a glance of the 1st step from the book of Heart of Change which explains the leadership and change management. It also includes theoretical explanation of complacence and Urgency levels from the book leading change
This document provides an overview of Manulife Financial and financial planner Phua Ser Jin. It discusses Manulife's history and operations, Ser Jin's background and accreditations, key aspects of financial planning like risk management and estate planning, and the financial planning process. The document aims to educate about developing a comprehensive financial plan.
This document discusses decision making under uncertainty. It provides definitions of decision making and outlines an 8 step decision making process. It also defines risk, certainty and uncertainty and how decisions are made under each condition. The document then provides a case study of the mobile network operator Zong, outlining its vision, mission, organizational structure and conducting a SWOT analysis. It concludes that decision making is important for organizations and managers often face risk and uncertainty. It recommends strategies to improve decision making under uncertainty.
This document discusses decision making under uncertainty. It provides definitions of decision making and outlines an 8 step decision making process. It also defines risk, certainty and uncertainty and how decisions are made under each condition. The document then provides a case study of the mobile network operator Zong, outlining its vision, mission, organizational structure and performing a SWOT analysis. It concludes that decision making is important for organizations and managers often face risk and uncertainty. It recommends strategies to improve decision making under uncertainty.
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
The document provides an overview of effective board leadership through a managing for results (MFR) approach. It discusses defining the board's role in providing strategic direction and insights, while allowing staff to execute. Key aspects of MFR covered include establishing a mission, goals, programs, and performance measures. The document emphasizes the importance of strategy, focusing resources, collaboration, communication, and adapting to change. Overall, it presents MFR as a process for boards to determine priorities, monitor progress, and continually improve performance through a focus on measurable results.
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
The document discusses a group's strategy to implement an EIS (Enterprise Information System) at a company called Teleswitches. Initially, they planned a top-down strategy of convincing top managers first. However, they realized they needed to convince employees at all levels. So they adapted to a bottom-up approach, obtaining support from top managers and then meeting directly with employee teams. They found the company's culture and relationships between people were more complicated than expected. In the future, they would do more research to understand the organization and communicate more transparently with all stakeholders like the CEO.
This document discusses various organizational "viruses" or issues that can negatively impact an organization such as constant change, lack of focus, and poor leadership. It proposes interventions for organizations including developing strategy, encouraging collaboration, living the values of quality and change. Finally, it discusses keys to high performance such as being driven, relentlessly pursuing a vision, and valuing people. The document advocates for organizational well-being through balanced challenge and support for employees.
The document provides an overview of expanding a business with smart human capital through 3W. It discusses using HR data to make smarter decisions. It outlines services like interim management, executive recruitment, and business coaching. International growth strategies are also addressed, including starting from scratch, partnerships, acquisitions, and licensing. Several presentations are advertised on strategy, international growth, and sales tactics to accelerate business and win deals. The document promotes using data and understanding customers to expand a business internationally through various strategic options and sales processes.
This document discusses establishing an ideal solution for small and medium business owners and entrepreneurs in India to achieve work satisfaction, financial security, and future growth. It outlines the common dilemmas they face in balancing these priorities and staying focused on daily operations versus long-term planning. The proposed solution is a cooperative of experienced consulting professionals called Yagna that would help businesses sequentially address issues, build capabilities, and implement sustainable initiatives over 90 days to improve performance, protect the current situation, and lay the foundation for future success.
A presentation that focuses on the underlying issues surrounding decision-making. Managers and leaders will find this useful in their daily operations.
Beyond the Codes_Repositioning towards sustainable developmentNimot Muili
This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work.
Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives.
Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences.
Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively.
Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.
The document discusses sustainable development and the need for professionals like engineers to reposition towards sustainability. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. It identifies several challenges to sustainable development including ineffective communication, lack of collaboration, and lack of confidence among women professionals. The document provides solutions such as establishing strategic plans, collaborating with others, innovating technologies, and promoting effective advocacy and communication programs to evaluate audiences and goals. The overall message is that achieving sustainability requires concerted effort and cooperation across all sectors.
Loughridge Transformations' Webinar: Leading Through ChangeJennifer Loughridge
Do You Want to Learn How Leaders Can Make Change Happen and Deliver Value?
Change is Changing.
We have moved from where changes occur between periods of stability to where change follows upon change.
On top of that, change is becoming more complex. Just think about how waterfall approaches have made way for agile or scrum practices.
And then, there are the soft factors to Leading through Change:
- How do you get people to change the way they behave?
- What do you need to do, as a leader, to make that happen?
- How do you, the leader, need to change?
Jennifer Loughridge and Tessa van Westrenen discuss Leading through Change in the Finance organisation (and beyond).
View the webinar recording that goes with this pack at: www.loughridgetransformations.com/learn/webinars
Here are 5 ways to overcome #COVID post lockdown trauma in the workplace. As we emerge from lockdown, it’s imperative that we take the time to recognise and overcome post lockdown trauma.
Kt Problem Analysis Process PowerPoint Presentation SlidesSlideTeam
The document describes the Kepner-Tregoe (KT) problem analysis process, which includes four steps: situational appraisal to clarify the problem; problem analysis to determine the root cause; potential problem analysis to avoid future issues; and decision analysis to select the best solution. The KT approach uses structured methodologies to systematically analyze problems, make decisions, and plan preventative actions.
1. Kaizen is a system that involves continuous improvement efforts from all employees throughout an organization. It encourages everyone to regularly make improvements.
2. The document discusses key aspects of implementing and sustaining a Kaizen culture, including defining problems, analyzing causes, formulating countermeasures, and standardizing processes.
3. Factors that contribute to successful cultural change with Kaizen include clear reasons and principles for change, leadership commitment, acceptance that culture change takes years, and alignment across all aspects of the organization.
Why We Need Diversity in Testing- AccentureTEST Huddle
In this webinar Rasa (Testing capability lead for Denmark) and Matthias (EALA Testing capability lead) will share some of their own experiences why diversity matters, give insights into how Accenture as a global firm is promoting diversity and how we are in the process of changing our attitudes and processes to make all of this sustainable
Keys to continuous testing for faster delivery euro star webinar TEST Huddle
Your business needs to deliver faster. To accommodate, Development needs to introduce fewer changes but in a much more frequent cadence. This creates a challenge for test teams to keep up with the rapid pace of change without compromising on quality. Automation is paramount to the success or failure of Continuous Delivery, and Continuous Testing enables early and frequent quality feedback throughout the CI/CD pipeline.
In this webinar, Eran & Ayal will explore how to implement Continuous Testing to ensure high quality releases in a Continuous Delivery environment; including what to test and when to automate new functionality in order to optimize your efforts.
This document provides an overview of Manulife Financial and financial planner Phua Ser Jin. It discusses Manulife's history and operations, Ser Jin's background and accreditations, key aspects of financial planning like risk management and estate planning, and the financial planning process. The document aims to educate about developing a comprehensive financial plan.
This document discusses decision making under uncertainty. It provides definitions of decision making and outlines an 8 step decision making process. It also defines risk, certainty and uncertainty and how decisions are made under each condition. The document then provides a case study of the mobile network operator Zong, outlining its vision, mission, organizational structure and conducting a SWOT analysis. It concludes that decision making is important for organizations and managers often face risk and uncertainty. It recommends strategies to improve decision making under uncertainty.
This document discusses decision making under uncertainty. It provides definitions of decision making and outlines an 8 step decision making process. It also defines risk, certainty and uncertainty and how decisions are made under each condition. The document then provides a case study of the mobile network operator Zong, outlining its vision, mission, organizational structure and performing a SWOT analysis. It concludes that decision making is important for organizations and managers often face risk and uncertainty. It recommends strategies to improve decision making under uncertainty.
Improved Business Results Through Innovative Engagement - Initiating innovati...Anton van der Walt
According to HBR corporate transformations still have a miserable success rate. In fact studies have shown that about 75% of change efforts fail. They fail to either deliver the anticipated benefits or are abandoned altogether.
Flawed implementation or bad execution are often to blame for such failures. However, analysis has shown that misdiagnosis is equally to blame. Often organizations pursue the wrong changes - and in a fast-moving business world it is easy to make wrong choices.
Organizations hardly spend the time and energy to identify and drive alternatives - and even if they make time, it is not necessarily in a collaborative way involving the right stakeholders. It is critical that executive teams figure out not only what to change, but what to change first - and what the priorities are. An innovative engagement process is designed to obtain collaboration the from the entire executive team or stakeholder basis to develop creative ideas, understand the data, set priorities and hold the team accountable for delivery. In addition, it gives leadership the responsibility to provide tools required for delivery.
The document summarizes a presentation about organizational development and preventing organizational failure. The presentation covers topics like defining an organization's purpose, challenges in today's business landscape, a model for the lifecycle of entrepreneurs, ventures and organizations, and a model for stakeholders' attention deficit disorder that can affect organizations. It also discusses intervention strategies to address issues and how to sustain success through mentoring and engagement.
The document provides an overview of effective board leadership through a managing for results (MFR) approach. It discusses defining the board's role in providing strategic direction and insights, while allowing staff to execute. Key aspects of MFR covered include establishing a mission, goals, programs, and performance measures. The document emphasizes the importance of strategy, focusing resources, collaboration, communication, and adapting to change. Overall, it presents MFR as a process for boards to determine priorities, monitor progress, and continually improve performance through a focus on measurable results.
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
The document discusses a group's strategy to implement an EIS (Enterprise Information System) at a company called Teleswitches. Initially, they planned a top-down strategy of convincing top managers first. However, they realized they needed to convince employees at all levels. So they adapted to a bottom-up approach, obtaining support from top managers and then meeting directly with employee teams. They found the company's culture and relationships between people were more complicated than expected. In the future, they would do more research to understand the organization and communicate more transparently with all stakeholders like the CEO.
This document discusses various organizational "viruses" or issues that can negatively impact an organization such as constant change, lack of focus, and poor leadership. It proposes interventions for organizations including developing strategy, encouraging collaboration, living the values of quality and change. Finally, it discusses keys to high performance such as being driven, relentlessly pursuing a vision, and valuing people. The document advocates for organizational well-being through balanced challenge and support for employees.
The document provides an overview of expanding a business with smart human capital through 3W. It discusses using HR data to make smarter decisions. It outlines services like interim management, executive recruitment, and business coaching. International growth strategies are also addressed, including starting from scratch, partnerships, acquisitions, and licensing. Several presentations are advertised on strategy, international growth, and sales tactics to accelerate business and win deals. The document promotes using data and understanding customers to expand a business internationally through various strategic options and sales processes.
This document discusses establishing an ideal solution for small and medium business owners and entrepreneurs in India to achieve work satisfaction, financial security, and future growth. It outlines the common dilemmas they face in balancing these priorities and staying focused on daily operations versus long-term planning. The proposed solution is a cooperative of experienced consulting professionals called Yagna that would help businesses sequentially address issues, build capabilities, and implement sustainable initiatives over 90 days to improve performance, protect the current situation, and lay the foundation for future success.
A presentation that focuses on the underlying issues surrounding decision-making. Managers and leaders will find this useful in their daily operations.
Beyond the Codes_Repositioning towards sustainable developmentNimot Muili
This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work.
Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives.
Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences.
Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively.
Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.
The document discusses sustainable development and the need for professionals like engineers to reposition towards sustainability. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. It identifies several challenges to sustainable development including ineffective communication, lack of collaboration, and lack of confidence among women professionals. The document provides solutions such as establishing strategic plans, collaborating with others, innovating technologies, and promoting effective advocacy and communication programs to evaluate audiences and goals. The overall message is that achieving sustainability requires concerted effort and cooperation across all sectors.
Loughridge Transformations' Webinar: Leading Through ChangeJennifer Loughridge
Do You Want to Learn How Leaders Can Make Change Happen and Deliver Value?
Change is Changing.
We have moved from where changes occur between periods of stability to where change follows upon change.
On top of that, change is becoming more complex. Just think about how waterfall approaches have made way for agile or scrum practices.
And then, there are the soft factors to Leading through Change:
- How do you get people to change the way they behave?
- What do you need to do, as a leader, to make that happen?
- How do you, the leader, need to change?
Jennifer Loughridge and Tessa van Westrenen discuss Leading through Change in the Finance organisation (and beyond).
View the webinar recording that goes with this pack at: www.loughridgetransformations.com/learn/webinars
Here are 5 ways to overcome #COVID post lockdown trauma in the workplace. As we emerge from lockdown, it’s imperative that we take the time to recognise and overcome post lockdown trauma.
Kt Problem Analysis Process PowerPoint Presentation SlidesSlideTeam
The document describes the Kepner-Tregoe (KT) problem analysis process, which includes four steps: situational appraisal to clarify the problem; problem analysis to determine the root cause; potential problem analysis to avoid future issues; and decision analysis to select the best solution. The KT approach uses structured methodologies to systematically analyze problems, make decisions, and plan preventative actions.
1. Kaizen is a system that involves continuous improvement efforts from all employees throughout an organization. It encourages everyone to regularly make improvements.
2. The document discusses key aspects of implementing and sustaining a Kaizen culture, including defining problems, analyzing causes, formulating countermeasures, and standardizing processes.
3. Factors that contribute to successful cultural change with Kaizen include clear reasons and principles for change, leadership commitment, acceptance that culture change takes years, and alignment across all aspects of the organization.
Why We Need Diversity in Testing- AccentureTEST Huddle
In this webinar Rasa (Testing capability lead for Denmark) and Matthias (EALA Testing capability lead) will share some of their own experiences why diversity matters, give insights into how Accenture as a global firm is promoting diversity and how we are in the process of changing our attitudes and processes to make all of this sustainable
Keys to continuous testing for faster delivery euro star webinar TEST Huddle
Your business needs to deliver faster. To accommodate, Development needs to introduce fewer changes but in a much more frequent cadence. This creates a challenge for test teams to keep up with the rapid pace of change without compromising on quality. Automation is paramount to the success or failure of Continuous Delivery, and Continuous Testing enables early and frequent quality feedback throughout the CI/CD pipeline.
In this webinar, Eran & Ayal will explore how to implement Continuous Testing to ensure high quality releases in a Continuous Delivery environment; including what to test and when to automate new functionality in order to optimize your efforts.
Why you Shouldnt Automated But You Will Anyway TEST Huddle
The document discusses automation in software testing. It begins by outlining common claims made about the benefits of automation, such as saving time and improving quality, but argues that these claims often don't hold true. Automation does not inherently save time, guarantee quality, or reduce resources needed. It also does not always save money when development, maintenance, and infrastructure costs are considered. The document provides a formula for determining when automation is worthwhile based on how many times a test case would need to be rerun manually. It concludes by acknowledging that, despite these drawbacks, organizations will still automate testing because it is exciting, managers demand it, and it benefits careers.
In this webinar Carsten will explore the role of the tester in a Scrum team. He will examine where the tester play an important role in Scrum and how you can contribute to a teams performance.
Leveraging Visual Testing with Your Functional TestsTEST Huddle
Designing and implementing (or selecting) the right automation strategy, for functional testing, with visual testing, can help your project with greater test coverage while improving test scalability
Big Data: The Magic to Attain New HeightsTEST Huddle
This document discusses how big data and data science can be used to attain new heights, likening it to magic. It provides an overview of Ken Johnston's background and experiences in data science. It then discusses six keys to a "big" magic show with big data: trying multiple times, addressing issues with over-counting, experimentation techniques like A/B testing, infrastructure for big data, tools and skills, and security, privacy and fraud protection. The document emphasizes the importance of an assistant to help the data scientist or data engineer with various tasks.
This talk suggests how we might make sense of the tools landscape of the near future, where the pressure to modernise processes and automate is greatest, and what a new test process supported by tools might look like.
Takeaways:
- We need to take machine learning in testing seriously, but it won’t be taking our jobs just yet
- We don’t need more test automation tools; today we need tools that capture tester knowledge
- Tools that that learn and think can’t work for testers until we solve the knowledge capture challenge.
View On-Demand Webinar: https://youtu.be/EzyUdJFuzlE
The document discusses Test Driven Development (TDD) and Test Driven Design. It uses the analogy of building a lightsaber and later a Death Star to illustrate the TDD process and benefits. Some benefits mentioned are better test coverage, less debugging, and better design. The document provides tips for practicing TDD including planning ahead, defining boundaries, taking small steps to pass each test, and maintaining discipline. It emphasizes trying TDD in a team and considering Behavior Driven Development (BDD) as well.
Scaling Agile with LeSS (Large Scale Scrum)TEST Huddle
In this webinar, Elad will cover the principles that the #LeSS framework has to offer in order to enable bug organisations to become agile.
View webinar recording - https://huddle.eurostarsoftwaretesting.com/resource/agile-testing/scaling-agile-less-large-scale-scrum/
Creating Agile Test Strategies for Larger EnterprisesTEST Huddle
Having difficulty creating an agile test strategy for your company? Let Testing Excellence Award winner, Derk-Jan de Grood, show you how it’s done
View webinar recording here - http://huddle.eurostarsoftwaretesting.com/resource/agile-testing/creating-agile-test-strategies-larger-enterprises/
3 key takeaways
- Do you know the meaning of your organisation, system, product?
- Can you deliver the important risks right away?
- How can you communicate about the (process and product) risks your dealing with?
View Webinar recording: https://huddle.eurostarsoftwaretesting.com/resource/test-management/is-there-a-risk/
Are Your Tests Well-Travelled? Thoughts About Test CoverageTEST Huddle
This document summarizes a presentation on test coverage given by Dorothy Graham. It uses an analogy of travel to different locations to explain what test coverage means and some caveats. Coverage refers to the relationship between tests and the parts of a system being tested, but achieving 100% coverage does not mean everything is tested. There are four caveats discussed: coverage only measures one aspect of testing, a single test can achieve coverage, coverage does not indicate quality, and it only applies to the existing system not missing pieces. The key recommendation is to ask "coverage of what?" when the term is used rather than assuming more coverage is always better.
Growing a Company Test Community: Roles and Paths for TestersTEST Huddle
Over the past three years, our company’s test team has grown from three lonesome testers to a community of nine – with more planned. Since we don’t see testers as “click monkeys”, but as valuable and integrated project members who bring a specific skill set to the table, it’s important for us to choose testers well and to train them in various areas so that they can contribute, grow and see their own career path within testing.
To structure to our internal tester training program, we have been developing role descriptions, education paths and career options for our testers, which I’d like to share with you in this webinar.
View webinar - https://huddle.eurostarsoftwaretesting.com/resource/webinar/growing-company-test-community-roles-paths-testers/
It’s the same argument again and again. One side says “team members should all be able to do everything, and the programmers should do their testing and all testers should be writing code”. The other side says “No, that can’t possibly work – programmers don’t know how to test, they don’t have the right mindset”. And on and on it goes.
http://huddle.eurostarsoftwaretesting.com/resource/webinar/need-testers-agile-teams/
In this webinar, Dave Haeffner (Elemental Selenium, USA) discusses how to:
- Build an integrated feedback loop to automate test runs and find issues fast
- Setup your own infrastructure or connect to a cloud provider
-Dramatically improve test times with parallelization
https://huddle.eurostarsoftwaretesting.com/resource/webinar/use-selenium-successfully/
Testers & Teams on the Agile Fluency™ Journey TEST Huddle
The document discusses the Agile Fluency model, which aims to help teams and testers improve their agile skills and practices over time. It describes a pathway with increasing levels of fluency that provide more benefits, including delivering value, optimizing value, and innovating. Reaching higher levels requires investments in training, coaching, and changing team structures and roles. The model can help organizations determine what level of fluency they need and what investments are required for testing teams to operate at that level.
Practical Test Strategy Using HeuristicsTEST Huddle
Key Takeaways
- See what makes a good test strategy
- Learn how to make a thorough test strategy
- Identify what is the ‘Heuristic Test Strategy Model’ is
- Develop a solid test strategy that fits fast
- Discover how diversification can help you to create a test strategy
Key Takeaways:
- A diagramming method that helps discuss roles
- A one page analysis heuristic for roles
- Why roles matter on projects
https://huddle.eurostarsoftwaretesting.com/resource/people-skills/thinking-through-your-role/
Key Takeaways:
- What will this release contain
- What impact will it have on your test runs
- How can you preserve your existing investment in tests using the Selenium WebDriver APIs, and your even older RC tests
- Looking forward, when will the W3C spec be complete
- What can we expect from Selenium 4
https://huddle.eurostarsoftwaretesting.com/
When it is all about ERP solutions, companies typically meet their needs with common ERP solutions like SAP, Oracle, and Microsoft Dynamics. These big players have demonstrated that ERP systems can be either simple or highly comprehensive. This remains true today, but there are new factors to consider, including a promising new contender in the market that’s Odoo. This blog compares Odoo ERP with traditional ERP systems and explains why many companies now see Odoo ERP as the best choice.
What are ERP Systems?
An ERP, or Enterprise Resource Planning, system provides your company with valuable information to help you make better decisions and boost your ROI. You should choose an ERP system based on your company’s specific needs. For instance, if you run a manufacturing or retail business, you will need an ERP system that efficiently manages inventory. A consulting firm, on the other hand, would benefit from an ERP system that enhances daily operations. Similarly, eCommerce stores would select an ERP system tailored to their needs.
Because different businesses have different requirements, ERP system functionalities can vary. Among the various ERP systems available, Odoo ERP is considered one of the best in the ERp market with more than 12 million global users today.
Odoo is an open-source ERP system initially designed for small to medium-sized businesses but now suitable for a wide range of companies. Odoo offers a scalable and configurable point-of-sale management solution and allows you to create customised modules for specific industries. Odoo is gaining more popularity because it is built in a way that allows easy customisation, has a user-friendly interface, and is affordable. Here, you will cover the main differences and get to know why Odoo is gaining attention despite the many other ERP systems available in the market.
Flutter is a popular open source, cross-platform framework developed by Google. In this webinar we'll explore Flutter and its architecture, delve into the Flutter Embedder and Flutter’s Dart language, discover how to leverage Flutter for embedded device development, learn about Automotive Grade Linux (AGL) and its consortium and understand the rationale behind AGL's choice of Flutter for next-gen IVI systems. Don’t miss this opportunity to discover whether Flutter is right for your project.
Unveiling the Advantages of Agile Software Development.pdfbrainerhub1
Learn about Agile Software Development's advantages. Simplify your workflow to spur quicker innovation. Jump right in! We have also discussed the advantages.
Using Query Store in Azure PostgreSQL to Understand Query PerformanceGrant Fritchey
Microsoft has added an excellent new extension in PostgreSQL on their Azure Platform. This session, presented at Posette 2024, covers what Query Store is and the types of information you can get out of it.
Hand Rolled Applicative User ValidationCode KataPhilip Schwarz
Could you use a simple piece of Scala validation code (granted, a very simplistic one too!) that you can rewrite, now and again, to refresh your basic understanding of Applicative operators <*>, <*, *>?
The goal is not to write perfect code showcasing validation, but rather, to provide a small, rough-and ready exercise to reinforce your muscle-memory.
Despite its grandiose-sounding title, this deck consists of just three slides showing the Scala 3 code to be rewritten whenever the details of the operators begin to fade away.
The code is my rough and ready translation of a Haskell user-validation program found in a book called Finding Success (and Failure) in Haskell - Fall in love with applicative functors.
Malibou Pitch Deck For Its €3M Seed Roundsjcobrien
French start-up Malibou raised a €3 million Seed Round to develop its payroll and human resources
management platform for VSEs and SMEs. The financing round was led by investors Breega, Y Combinator, and FCVC.
E-Invoicing Implementation: A Step-by-Step Guide for Saudi Arabian CompaniesQuickdice ERP
Explore the seamless transition to e-invoicing with this comprehensive guide tailored for Saudi Arabian businesses. Navigate the process effortlessly with step-by-step instructions designed to streamline implementation and enhance efficiency.
UI5con 2024 - Bring Your Own Design SystemPeter Muessig
How do you combine the OpenUI5/SAPUI5 programming model with a design system that makes its controls available as Web Components? Since OpenUI5/SAPUI5 1.120, the framework supports the integration of any Web Components. This makes it possible, for example, to natively embed own Web Components of your design system which are created with Stencil. The integration embeds the Web Components in a way that they can be used naturally in XMLViews, like with standard UI5 controls, and can be bound with data binding. Learn how you can also make use of the Web Components base class in OpenUI5/SAPUI5 to also integrate your Web Components and get inspired by the solution to generate a custom UI5 library providing the Web Components control wrappers for the native ones.
6. Minimise the Damage Zone
TEST Perspective
Before you start, invest in:
• knowledge management and procedural alignment
• the right Governance structures
PROJECT MANAGEMENT Perspective
Manage situations and mitigate risks :
• (re)establishing ownership
• good communication:
Emotions + Expectations + E-mail = asking for trouble!
GENERAL Perspective
• teambuilding, across the regions: setting up ‘One Team’
6Damage Zone, Julien Bensaid, EuroSTAR2008
8. 8
Conclusions
• If you can manage the CSF’s, then off-shore becomes a
must: the consideration moves from what & how much do
we off-shore, to what & how much don’t we off-shore?
• Be aware of the Test perspective & the consequences at
the beginning of the Damage Zone
• Be aware of the Project Management perspective & the
consequences of ‘extending’ the Damage Zone
• It’s a people business here and there
• You can be confident that it works, so start tomorrow!
Damage Zone, Julien Bensaid, EuroSTAR2008