Managing a Software Engineering Team
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Sebastiano Armeli is an engineering manager at Spotify who presented on managing a software engineering team. As a manager, he helps his team follow best practices and standards to deliver high quality advertising products. He focuses on improving team engagement through agile practices and constant development. Armeli discussed the changes in priorities and responsibilities that come with transitioning from an individual contributor to a manager, including focusing on people management, career development, and enabling decision making.
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Resume
This document contains the resume of Niladri Shekhar Chatterjee which summarizes his experience as a software engineer specializing in iOS development. He has over 6 years of experience developing iOS apps for clients in various industries. His skills include Objective C, Swift, and working with Apple frameworks. He is currently working as a Senior Software Engineer for Cognizant Technology Solutions on the Barclays mobile banking application.
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Tech Berry Corporate Info v1.0
Tech Berry is a software company incorporated in Singapore in 2010 that provides software development, maintenance, consulting, product development, application and server migration, database administration, SAP consulting, marketing consultancy, and cloud computing solutions. It partners with Wolf Frameworks, a leading Platform as a Service provider, to offer cloud computing solutions in Singapore and other Asian regions. Tech Berry's goal is to become a prominent brand in various sectors by building long-term business relationships and prioritizing long-term value over short-term profits.
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Resume
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When organizations move to agile approaches, two very common metric anti-patterns surface: (1) The organization doesn’t change its metrics at all and simply continues to measure as they always have; or (2) The organization throws out every metric and just focuses on velocity and trying to increase it. Both of these anti-patterns lead to metrics dysfunction and disastrous results. Bob Galen explains that agile organizations should be developing their measurement strategies early. He explores unhealthy metrics (for example, velocity) and the drives behind measuring them. Then he describes alternative metrics that produce the same insights but are more outcome and results oriented. Bob examines the outcome approach of other potentially healthier measures, including defect escapes, team health, sprint escapes, team agitation, sprint success rates, and impediment handling. This approach focuses on customer outcomes and business results rather than simply measuring something in order to manage it. Finally, Bob discusses trending over single measures and how to make that visible and actionable within your organization.
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Join Danny McKeown, Paychex’s lead test enterprise automation architect, to learn how to climb the testing maturity curve and increase predictability and reuse, all while accelerating repeatable and reliable testing. Learn how Paychex iteratively built a well-defined web and mobile app test automation architecture. By evolving the areas of strategy, environment pre-conditions, continuous integration, and understanding their IT users, Paychex executes a mature program automating test readiness, scheduling, execution, and report distribution. Hear their lessons about strategy, and how the Test Automation Pyramid helps structure their automation architecture. Discover their environment pre-conditions, and how they are able to minimize false negative results (derailment factors) due to non-automation issues. See how Paychex uses continuous integration to bring it all together in an integrated, scalable, and parallel execution. Danny discusses lessons learned about their IT Users and how defining user test automation abilities enables better expectations for the user and project team.
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Let's take an off-the-beaten-path approach to quality—testing based on actual user experiences. Being aware of surroundings and emotions while using intuition and instincts are attributes of great testing. With the right tools and approaches, we can learn to tap into users’ experiences to understand and exploit their underlying emotions. Marjana Shammi explains the basics of experience mapping and describes how testers can use that information to generate great test ideas. Experience mapping is an activity that examines the journey of how the user experiences an application. This map contains the user’s interactions with the application, depicted through a journey with highs and lows. By identifying the risks, retrieving information from an experience mapping session, and determining important areas to focus on in future test coverage, testers can generate test ideas and focus on the user’s concerns. Testing can be more in-depth and explorative, providing valuable insights for product development. Using this approach will bring another dimension of the test basis to improve test coverage.
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Many organizations are using virtualization technology to increase the number of available test machines. However, this increase creates a new dilemma for testers. How can you confirm that all test systems are running properly and not showing signs of serious defects? Since many companies are reluctant to add additional staff members to simply “babysit” test environments, teams are forced to do more with less. Stephen Burlingame shares a solution to this problem that takes a proactive, rather than reactive, approach—in the form of a daily status report—to gather data, perform analysis, and generate results. This analysis of each test machine helps expose defects that, if ignored, could pose serious issues once the software is deployed to production. Take away an understanding of how such analysis is completed and a meaningful report compiled. See how critical data points are collected and presented efficiently. Leave with an understanding of how to create a similar early warning tool for your own organization and change the conversations testers are having.
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Detection theory says: When trying to detect a certain event, a person can correctly report that it happened, miss it, report a false alarm, or correctly report that nothing happened. Under conditions of uncertainty, the decision to report an event is strongly influenced by how likely it is that the event could happen or what the consequences of the event might be. Using real life examples, Ru Cindrea shows how this theory can be applied not only to finding defects but also to fixing them. The decision to fix a defect is also made under conditions of uncertainty and, although testers are not the ones making such decisions, testers may influence how decisions are made. Ru discusses how we testers, in addition to finding the right balance between misses and false alarms when hunting for defects, must use our credibility to provide the right information to stakeholders making decisions about fixing defects.
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From Waterfall to Agile: A ScrumMaster’s View
In less than one year, a leading software company's product team transitioned from a twenty-five year history of waterfall development to using agile methodologies. They had produced software the old-fashioned way—sequentially, firmly entrenched in the process and procedure of pure waterfall. Long release cycles, a mature code base, and an ingrained development model prevented their rapid response to the needs of their customers. The “rush for the finish line” left schedules and deadlines shredded, quality and development staff exhausted, and management frustrated. Andrew Montcrieff describes the processes, challenges, and lessons learned while moving from waterfall to agile. He provides insight on how they dealt with the problems encountered along the way. Andrew will make you feel more comfortable with moving a legacy waterfall product to a more predictable, reliable, agile methodology-driven product by learning what to expect and how to deal with the obstacles you’ll likely encounter along the way.
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The Show Must Go On: Leadership Lessons from the Theater
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Playwriting, Imagination, and Agile Software Development … Oh My!
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The Lean Startup Method and Its Value for Testers
A startup is an organization created to deliver a new product or service under conditions of extreme uncertainty. Approximately 40 percent of all startups will cease operations with investors losing everything; 95 percent will fall short of their financial projections. And the number one cause of failure? No one wants to buy their product. Eric Ries, author of The Lean Startup, learned that under conditions of extreme uncertainty, classical management methods do not bring success. He formulated the Lean Startup Methodology based on his and others’ experiences. This methodology consists of five important ideas: (1) Build-Measure-Learn (BML) loop, (2) Minimum Viable Product (MVP), (3) Validated Learning, (4) Customer Development, and (5) One Metric That Matters. Lee Copeland believes these keys to the Lean Startup methodology have great value for testers. Come and discover how the BML loop is similar to exploratory testing, how the MVP idea suggests a Minimum Viable Set of Tests, how Customer Development suggests developing clients for your testing services, and more. Learn how to apply Lean Startup ideas in your testing organization.
Testing Is the Profession I Chose
Never underestimate the power of sharing the testing team’s achievements, lessons learned, challenges faced, roadblocks encountered, and the enriching solutions found. Jyothi Rangaiah says as testers we must be ready to nurture the needs of testing and testers in the organizations we serve. Only people, learning every day and questioning the norm, can and will move testing forward. Getting into this learning mode requires awareness of the need to improve. Jyothi discusses the importance of sharing the testing team’s everyday challenges and achievements with all involved. One person who cares for the quality of testing often can change the perception of testing in an organization. The internal corporate social networking site can be a good start to spread awareness and knowledge about testing. To test better, encourage and uphold the ways that are already beneficial. Network with the interested and the influential, and help each other understand the current state of affairs of testing.
Getting the Most Value from Feedback Systems: Daily, Every Sprint, and Every ...
Agile methods are empirical. You must inspect and adapt to make agile work. This requires using effective feedback systems which are vital to your success. Agile teams often suffer from agile feedback systems that are dysfunctional—non-existent, delayed, or no learning from feedback. Satish Thatte explains three agile feedback systems—daily, sprint, and release—and their associated value and challenges. Satish discusses how to improve these feedback systems so they are beneficial to each team member, the project, the program, and the organization. The key is to use templates that capture information and show if the double feedback loops (basic as well as learning feedback loops) are working properly, and then to leverage connections among the agile feedback systems. As a bonus, every delegate receives these templates refined with feedback by industry users during the past six years.
Testing in a Super-Agile Software Development Environment
Channel 4 broadcasting company in Finland provides live streams of sporting events on the Internet (Ruutu.fi). The software development is done by agile principles but even more straightforward and quicker than normal agile projects. Tomi Kaleva says they have changed the entire production environment and renewed all the mobile apps in the past year. As a result, the normal agile development speed wasn’t enough. The fast software development cycle makes software testing challenging as there isn’t sufficient time for test planning and testing execution. The solution was to precisely prioritize the testing, mostly ad hoc without test planning in advance. It was critical that the whole development team participate in the testing and that the software developers be ready to fix bugs. Since some tests were done by customers after the software was released to production, it was crucial to listen to customers’ feedback and to react quickly to repair problems. Super-agile is an effective process to quickly release software to market but the high risk of poor quality must be addressed.
Disrupting Ourselves: Moving to a “Teal Organization” Model
In his book Reinventing Organizations, Frederic Laloux describes the “Teal Organization” model. Teal organizations have an evolutionary purpose, self-managing teams with little or no organizational hierarchy, and individuals who bring their whole person to work rather than putting on a work face when leaving the house. Zappos is the most talked about organization attempting a transition to Teal. Bob Payne describes how his organization is becoming a Teal Organization. Since the concept of Teal is not a specific recipe, they are basing their transition on practices gleaned from other organizations and their history of helping truly agile organizations. LitheSpeed is starting the path of delegating most authority to team members including profit sharing and hiring decisions, using a Spotify Tribe model and extreme transparency, implementing a simple set of peer-based operating procedures, and deemphasizing titles. Bob shares lessons on building the organization, culture, and systems to support the transition. Although it’s early in the journey and the road is sometimes rough, Bob is excited about the prospect of a Teal future.
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Experiments: The Good, the Bad, and the Beautiful
Through the years, Linda Rising has given presentations about the use of stories instead of science in the industry, so in this session she has decided to be more helpful and talk about experiments. There's an increasing emphasis on experiments as a part of being more innovative but sometimes Linda says we need a nudge and some examples to help us get going. No, this is not too rigorous! Rather than talking about statistics, she is going to explore cheap, easy experiments—what to do, what to be aware of, and our own cognitive biases, including the confirmation bias that does its best to keep us from seeing what's new in our environment. We all need strategies for dealing with that—like involving others who are really doing it. Linda’s goal is to encourage everyone to be a bit more methodical in decision-making and to replace “That won't work” with “How can we test it?” Leave with a plan for one or more experiments to run in your workplace. Improve your scientific vocabulary a bit, and learn some of the cognitive biases that get in the way of good decision-making.
Implementing Agile in an FDA Regulated Environment
Developing medical devices that are subject to FDA approval has traditionally followed the waterfall methodology, largely due to the structure of the regulations that govern development practices. But we know from myriad case studies in different industries that agile methodologies are far superior in providing the highest value to customers in the shortest time to market. Neal Herman shares how one developer of complex medical devices embraced agile software development practices and proved that it could not only develop software faster with higher quality but also meet all regulatory requirements. Convincing the internal quality management, systems engineering, and regulatory departments was difficult, but the software department was able to overcome these obstacles and fundamentally change the company’s philosophy on product development. Since 2012, software development productivity is up 100 percent, and quality is up 200 percent. Now, after seeing these gains from the software department, agile is being rolled out to all areas of R&D including hardware.
Quality Metrics: The Dirty Word in the Room
The document discusses quality metrics in software development. It begins with an introduction of the speaker, Annette Ash, and her experience in software quality. The presentation then addresses the purpose of quality metrics, what constitutes good and bad metrics, benchmarking against past performance, and implementing the right kinds of metrics. It provides examples of common metrics like bugs found, code duplications, and test coverage. It also discusses how tools like SonarQube can help teams set and track quality goals based on metrics. Overall, the presentation aims to demonstrate how metrics can positively impact teams when used correctly and as a team-centric tool.
End-to-End Automated Testing: Lessons from Zombieland
With the proliferation of mobile devices, browsers, and IoT devices, each with its own eccentricities, performing end-to-end automated testing is starting to feel like navigating a zombie apocalypse. You need to fight off the zombies but lack the right tools. You need a set of rules to live by. You wish you had a buddy who would teach you all those rules because alone, you feel like you’re being eaten alive. On the surface, the rules are simple—Limber Up, Don’t Be a Hero, Travel Light, and Check the Backseat. When applied to automated testing, these rules provide you the tools you need to live a happy life in a world of uncertainty. Matt Barbour shares how you can adapt the rules from the movie Zombieland to make your end-to-end tests highly efficient and provide meaningful business value—all while reducing the amount of overhead needed to maintain them.
Stay Ahead of the Mobile and Web Testing Maturity Curve
Join Danny McKeown, Paychex’s lead test enterprise automation architect, to learn how to climb the testing maturity curve and increase predictability and reuse, all while accelerating repeatable and reliable testing. Learn how Paychex iteratively built a well-defined web and mobile app test automation architecture. By evolving the areas of strategy, environment pre-conditions, continuous integration, and understanding their IT users, Paychex executes a mature program automating test readiness, scheduling, execution, and report distribution. Hear their lessons about strategy, and how the Test Automation Pyramid helps structure their automation architecture. Discover their environment pre-conditions, and how they are able to minimize false negative results (derailment factors) due to non-automation issues. See how Paychex uses continuous integration to bring it all together in an integrated, scalable, and parallel execution. Danny discusses lessons learned about their IT Users and how defining user test automation abilities enables better expectations for the user and project team.
A Tester’s Experience with User Experience Mapping
Let's take an off-the-beaten-path approach to quality—testing based on actual user experiences. Being aware of surroundings and emotions while using intuition and instincts are attributes of great testing. With the right tools and approaches, we can learn to tap into users’ experiences to understand and exploit their underlying emotions. Marjana Shammi explains the basics of experience mapping and describes how testers can use that information to generate great test ideas. Experience mapping is an activity that examines the journey of how the user experiences an application. This map contains the user’s interactions with the application, depicted through a journey with highs and lows. By identifying the risks, retrieving information from an experience mapping session, and determining important areas to focus on in future test coverage, testers can generate test ideas and focus on the user’s concerns. Testing can be more in-depth and explorative, providing valuable insights for product development. Using this approach will bring another dimension of the test basis to improve test coverage.
The Canary in the Coal Mine: Create an Early Warning Tool to Help Your Testing
Many organizations are using virtualization technology to increase the number of available test machines. However, this increase creates a new dilemma for testers. How can you confirm that all test systems are running properly and not showing signs of serious defects? Since many companies are reluctant to add additional staff members to simply “babysit” test environments, teams are forced to do more with less. Stephen Burlingame shares a solution to this problem that takes a proactive, rather than reactive, approach—in the form of a daily status report—to gather data, perform analysis, and generate results. This analysis of each test machine helps expose defects that, if ignored, could pose serious issues once the software is deployed to production. Take away an understanding of how such analysis is completed and a meaningful report compiled. See how critical data points are collected and presented efficiently. Leave with an understanding of how to create a similar early warning tool for your own organization and change the conversations testers are having.
Detection Theory Applied to Finding and Fixing Defects
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The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
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