The CEO asked the test manager 10 questions regarding implementing Agile practices and improving quality while meeting aggressive release goals. Some of the key questions included how Agile will improve quality, what is needed to achieve a goal of 3000 story points per release, how to add features needed late in a sprint, and whether the company really needs automated quality assurance given priorities around time to market over crystal clear quality.
Fixed price agile projects from a developer's perspective. The document discusses challenges with fixed price agile contracts including estimating scope, costs and time given the iterative nature of agile. It recommends never compromising on quality, having close involvement between parties, recognizing that changes have costs, building trust and transparency through a transparent dashboard, and avoiding last minute rushes by keeping all parties informed.
Agile Software Development with Remote TeamsMentorMate
Why businesses need it, questions they ask and 7 principles for success.
In the past 10 years, Agile has become the defacto method for cost-conscious businesses to build and launch beautiful, working software. Increasingly though teams looking to accelerate or scale operations are stymied by the scarcity of available technical talent. More companies are looking for staff out-of-state or even out-of-country to grow.
The move toward distributed software teams begs the question, “Can they pair with Agile methodology?” Naysayers will argue no, citing co-location and collaboration as barriers. For teams willing to consider the potential, the savings extend beyond revenue gains and increased capacity. They revolutionize the business. With over 15 years managing distributed Agile software teams, we share how.
The ART of Avoiding a Train Wreck - Global Payment Day of AgileEm Campbell-Pretty
Presented at the Global Payment Day of Agile - June 2020
The ART of Avoiding a Train Wreck
If you are thinking about launching your first ART or you are struggling with your existing ART(s) then this session is for you! In this session Em will share her “trade secrets” for launching and operating awesome Agile Release Trains. This will go well beyond the standard SAFe courseware, deep diving into practical tips and tricks that can be immediately applied in your context . Em will share war stories, experiments and lessons learnt over almost 10 years of real world experience with SAFe.
Learning Outcomes
The 4 ingredients for a successful train launch
How to “turn up the good” during PI execution
The common mistakes that lead to “train wrecks”
The document discusses the role and qualities of an effective Product Owner in Agile development. It describes key Product Owner activities like managing the Product Backlog, participating in ceremonies like Sprint Planning and Daily Standup, and working with stakeholders. It also provides an example of a potential Product Owner, Sara, and rates her qualifications. Finally, it poses some common questions about the Product Owner role and provides information about upcoming Agile training courses from Excella.
SF Welly - My Salesforce journey from office manager by Alisa EdwardsAnna Loughnan Colquhoun
Alisa Edwards leads Salesforce Auckland Women in tech, this is the slide deck of her journey, including mindfulness, certifications, Trailhead, giving back!
Becoming a New Manager - Todd DeLuca - STC Summit 2015Todd DeLuca, MTSC
Becoming a New Manager - Todd DeLuca - STC Summit 2015
Have you wondered how to transition from a sole contributor to a manager? What if there are few opportunities to advance? How do others recognize your potential? Maybe you’ve just been thinking about that ‘leap’ but don’t know if leading others is for you.
If you’re not sure where to start, then review this informative session and learn from someone who has been there. Todd DeLuca outlines his experience of being a lone writer to leading a Technical Communications department. More specifically, he describes activities and actions that helped him demonstrate his capability to decision makers that helped him stand out as a potential leader (to get the job) !
Everyone’s leadership path follows its own course. After viewing this session, you’ll have pointers on how to pave your own path and receive some ‘newbie’ advice on what you should do when you reach your destination.
Best software development team refreshed4slideshareJulien Plée
To be the best development team, focus on solving problems regularly by being agile, adding value, and giving back. Maintain quality through techniques like QA pairing and continuous learning and progress. Stay focused on customer and developer satisfaction.
Fixed price agile projects from a developer's perspective. The document discusses challenges with fixed price agile contracts including estimating scope, costs and time given the iterative nature of agile. It recommends never compromising on quality, having close involvement between parties, recognizing that changes have costs, building trust and transparency through a transparent dashboard, and avoiding last minute rushes by keeping all parties informed.
Agile Software Development with Remote TeamsMentorMate
Why businesses need it, questions they ask and 7 principles for success.
In the past 10 years, Agile has become the defacto method for cost-conscious businesses to build and launch beautiful, working software. Increasingly though teams looking to accelerate or scale operations are stymied by the scarcity of available technical talent. More companies are looking for staff out-of-state or even out-of-country to grow.
The move toward distributed software teams begs the question, “Can they pair with Agile methodology?” Naysayers will argue no, citing co-location and collaboration as barriers. For teams willing to consider the potential, the savings extend beyond revenue gains and increased capacity. They revolutionize the business. With over 15 years managing distributed Agile software teams, we share how.
The ART of Avoiding a Train Wreck - Global Payment Day of AgileEm Campbell-Pretty
Presented at the Global Payment Day of Agile - June 2020
The ART of Avoiding a Train Wreck
If you are thinking about launching your first ART or you are struggling with your existing ART(s) then this session is for you! In this session Em will share her “trade secrets” for launching and operating awesome Agile Release Trains. This will go well beyond the standard SAFe courseware, deep diving into practical tips and tricks that can be immediately applied in your context . Em will share war stories, experiments and lessons learnt over almost 10 years of real world experience with SAFe.
Learning Outcomes
The 4 ingredients for a successful train launch
How to “turn up the good” during PI execution
The common mistakes that lead to “train wrecks”
The document discusses the role and qualities of an effective Product Owner in Agile development. It describes key Product Owner activities like managing the Product Backlog, participating in ceremonies like Sprint Planning and Daily Standup, and working with stakeholders. It also provides an example of a potential Product Owner, Sara, and rates her qualifications. Finally, it poses some common questions about the Product Owner role and provides information about upcoming Agile training courses from Excella.
SF Welly - My Salesforce journey from office manager by Alisa EdwardsAnna Loughnan Colquhoun
Alisa Edwards leads Salesforce Auckland Women in tech, this is the slide deck of her journey, including mindfulness, certifications, Trailhead, giving back!
Becoming a New Manager - Todd DeLuca - STC Summit 2015Todd DeLuca, MTSC
Becoming a New Manager - Todd DeLuca - STC Summit 2015
Have you wondered how to transition from a sole contributor to a manager? What if there are few opportunities to advance? How do others recognize your potential? Maybe you’ve just been thinking about that ‘leap’ but don’t know if leading others is for you.
If you’re not sure where to start, then review this informative session and learn from someone who has been there. Todd DeLuca outlines his experience of being a lone writer to leading a Technical Communications department. More specifically, he describes activities and actions that helped him demonstrate his capability to decision makers that helped him stand out as a potential leader (to get the job) !
Everyone’s leadership path follows its own course. After viewing this session, you’ll have pointers on how to pave your own path and receive some ‘newbie’ advice on what you should do when you reach your destination.
Best software development team refreshed4slideshareJulien Plée
To be the best development team, focus on solving problems regularly by being agile, adding value, and giving back. Maintain quality through techniques like QA pairing and continuous learning and progress. Stay focused on customer and developer satisfaction.
This document profiles Richard Cheng, an Agile trainer and coach. It lists his extensive certifications and experience helping organizations adopt Agile practices across Federal, commercial, and non-profit sectors. It provides an overview of the key responsibilities of a ScrumMaster and questions for a ScrumMaster to assess how a Product Owner, team, engineering practices, and overall organization are performing.
Business Agility - Pivot or Perish v1.5Richard Cheng
This document discusses business agility and how organizations can adapt to change. It defines business agility as the ability to adapt quickly to market changes, respond rapidly to customer demands, and continuously have a competitive advantage. It outlines six enablers of business agility: Agile, Scrum, Design Thinking, Lean Startup, Automation, and DevOps. The document provides an overview of each enabler and how they can help organizations become more agile.
Keylingo is a translation services company established in 2004 that prides itself on its customer service, quality, and efficiency. It has over 16 locations in North America and is led by professional managing directors with experience in the corporate world. Keylingo aims to provide a seamless project experience for clients through its state-of-the-art project management tools and direct communication between clients and project managers. Multiple clients highlight Keylingo's ability to deliver high-quality translations on tight deadlines and its professionalism.
In this unique presentation, Kevin will discuss his experience at Adobe, Microsoft, Spotify and now at a legal online marketplace, Avvo. In each organization, Kevin used his background in Operational Excellence to transform businesses. Kevin has created nimble innovation cultures at Adobe & Microsoft, and has used operational excellence tools to help innovation at Spotify. He will discuss how:
* How Avvo’s leadership team focuses on the larger strategy at this rapidly growing company, empowering employees to make decisions
* Articulating and communicating the strategy in a way that employees understand
* Aligning and prioritizing innovation projects at Spotify to overall business goals and objectives
* How to benefit from speed and how to operate on a larger scale.
Ever wondered why some teams and organisations don’t feel they can make Agile work for them? – Why do we often see teams implementing Agile, but without really getting the results they had hoped for? Should we change our expectations of the process, or is there something else we can do? Will fine-tuning the process and highlighting internal ownership even work, and how can we do that? These are just some of the questions that we will answer together in this session, targeted at new practitioners – we will cover a lot of real life scenarios and cases from the teams I’ve been working with and experiments I have been a part of.
The document discusses Richard Cheng, an agile trainer and coach. It provides information on his qualifications and experience in agile transformations across different industries. It also lists the training courses offered by Excella, including certifications in Scrum, Kanban, and testing. The document contains information on the roles and responsibilities of a Product Owner, including their activities both within and outside the Scrum team. It also rates an example Product Owner based on key qualities.
This document discusses how to identify if you have the right Product Owner and what qualities make a good Product Owner. It provides examples of evaluating potential Product Owners, describing their bandwidth, power, knowledge, interest and vision. It also outlines typical activities for a Product Owner, including working with the Scrum team, stakeholders and refining the product backlog.
Jevgeni Kabanov (Bolt) - Value-led GrowthTechsylvania
Jevgeni Kabanov discusses value-led growth and focusing on a company's value proposition. He argues that companies should focus on a few highly meaningful hard and soft value metrics rather than many poorly measurable ones. For ride-hailing, the value proposition of pooling rides seemed good but in reality it led to longer wait times, worse experiences, and strained unit economics. Understanding a company's true value proposition compared to competitors is important for areas like new products, verticals, and assessing necessary pricing discounts needed to make up for lacking features. Value-led growth creates good trade-offs around priorities like growth spending versus innovation.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
Anastasya Razryadova - Difficulties in building Pre-sale as a Service and why...Lviv Startup Club
Presales as a Service provides tips to build things better by treating presales as a project. It recommends estimating work, scaling the team by involving experts and mentoring them, and analyzing work by proposing discoveries and collecting proposals and case studies. It also stresses the importance of valuing experience, rewarding the team, bringing retrospectives in, helping projects start by supporting staffing and sprint 0, and being responsible by treating presales as one's own dream project.
This document contains copyright information for AgiliX Agile Consulting B.V. from 2014-2015. It discusses organizing teams into value areas based on customer domains to improve understanding. It also contains quotes from teams about challenges with testing, helping other teams, and standards. Finally, it outlines moving to self-managing feature teams organized for flow of customer value.
Can you work agile in a waterfall organisation? Wagile MagenTys
The document discusses how an organization can adopt Agile practices while still operating within a largely Waterfall structure. It describes how the organization was able to increase delivery efficiency by 150% and grow their Agile teams eleven-fold by taking an iterative "Wagile" approach. This involved starting with a small initial project using Agile methods and business analysts, then expanding the team and engagement with users, experience designers, and technology partners in subsequent iterations to refine solutions and gain insights. The conclusion is that Agile can be worked into a Waterfall organization, but it requires doing so incrementally and iteratively over time.
Follow the Money - How to Speak to Executives about AgileAgileThought
When agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire. Rather than blaming each other, what is needed is more empathy for the results that others care about and more understanding of the languages that others speak. Steven Granese will share his stories from working with executives while leading their agile transformations. He will describe how to explain agile using the language of executives: business outcomes and financial results. You will leave with a new appreciation for communicating with executives. Get ready to realize that you've been advocating for and evangelizing agile all wrong!
The document discusses the importance of creating a product narrative to provide clarity for a team working on a new product. It defines a narrative as a report of connected events presented through words and images. It then provides an example product narrative for an admissions process at a startup incubator. The example demonstrates how a narrative outlines each step from a user perspective with details to provide shared understanding for collaborative work. It is noted that creating a narrative helps avoid wasted time and arguments while its absence can lead to chaos. Common mistakes to avoid are making the narrative too rigid or hypothetical rather than focused on shipping improvements.
This document provides an overview of Agile for CIOs who may be unfamiliar with it. It discusses that Agile is more than just a process change but a set of principles to guide teams. It explains the benefits of Agile like continuous feedback loops, incremental delivery, and collaboration. Some myths about Agile are addressed, such as it being only for IT or not working at large scale. Common pitfalls like seeing it as only an IT thing or lack of prioritization are also covered.
Agile Truths and Misconceptions ExposedRichard Cheng
The document discusses several truths and misconceptions about Agile. It begins by introducing Richard Cheng and his background in Agile training and coaching. It then addresses several common misconceptions, such as that Agile and Scrum are the same, that Scrum is just mini-waterfall, and that Scrum cannot work for fixed date/fixed scope projects. For each, it provides the correct perspective on the truth. The document aims to help readers understand Agile concepts and principles.
5 Key Things I Changed / Did in BUILK That Led To The Company Getting Fundede27
"5 Key Things I Changed/Did in BUILK That Led To The Company Getting Funded"
by Patai Padungtin, Principal & Evangelist, Builk
Presented at Thailand Satellite 2013
More information: e27.co/echelon
Dicoding Developer Coaching #38: Android | 5 Library Android yang Patut Kamu ...DicodingEvent
Dicoding Developer Coaching merupakan webinar, yang membahas tuntas kendala maupun pertanyaan yang sering ditanyakan di Academy Dicoding.
Tema kali ini adalah "5 Library Android yang Patut Kamu Coba di 2021"
Library sering sekali membantu kita sebagai developer untuk mengembangkan aplikasi dengan lebih cepat dan efisien. Nah, di sini kita akan memilih 5 Library yang patut kamu coba di tahun 2021. Ada library yang dapat membantu dalam memanajemen log dan juga error ketika aplikasi dirilis. Ada juga library yang dapat membuat desain aplikasi menjadi lebih menarik. Selain itu, ada juga library yang dapat digunakan untuk menampilkan peta. Penasaran library apa sajakah itu? Yuk ikuti developer coaching penutup dari series Android ini.
Building a culture of quality real world examples #CAST2015Josh Meier
I gave this talk at CAST 2015 in Grand Rapids, MI. It focused on laying out what I think culture and quality are and then going through some real work examples of building a culture of quality from the bottom up.
How Does Salary Work - The Lead Developer Berlin 2019 extended remixKevin Goldsmith
The document describes the annual salary and budgeting process at a company. It involves several teams and steps throughout the year: leadership and finance teams benchmark salaries and estimate costs, decide on projects to fund, and set hiring plans in Q3 and Q4; budgets are generated, reviewed, and approved by leadership, finance, and the board of directors in Q4; and a hiring and salary review plan is produced in Q4/Q1 to guide individual salary decisions and raises. The CTO provides additional context on factors considered in making job offers and conducting salary reviews to ensure compensation is fair.
This document profiles Richard Cheng, an Agile trainer and coach. It lists his extensive certifications and experience helping organizations adopt Agile practices across Federal, commercial, and non-profit sectors. It provides an overview of the key responsibilities of a ScrumMaster and questions for a ScrumMaster to assess how a Product Owner, team, engineering practices, and overall organization are performing.
Business Agility - Pivot or Perish v1.5Richard Cheng
This document discusses business agility and how organizations can adapt to change. It defines business agility as the ability to adapt quickly to market changes, respond rapidly to customer demands, and continuously have a competitive advantage. It outlines six enablers of business agility: Agile, Scrum, Design Thinking, Lean Startup, Automation, and DevOps. The document provides an overview of each enabler and how they can help organizations become more agile.
Keylingo is a translation services company established in 2004 that prides itself on its customer service, quality, and efficiency. It has over 16 locations in North America and is led by professional managing directors with experience in the corporate world. Keylingo aims to provide a seamless project experience for clients through its state-of-the-art project management tools and direct communication between clients and project managers. Multiple clients highlight Keylingo's ability to deliver high-quality translations on tight deadlines and its professionalism.
In this unique presentation, Kevin will discuss his experience at Adobe, Microsoft, Spotify and now at a legal online marketplace, Avvo. In each organization, Kevin used his background in Operational Excellence to transform businesses. Kevin has created nimble innovation cultures at Adobe & Microsoft, and has used operational excellence tools to help innovation at Spotify. He will discuss how:
* How Avvo’s leadership team focuses on the larger strategy at this rapidly growing company, empowering employees to make decisions
* Articulating and communicating the strategy in a way that employees understand
* Aligning and prioritizing innovation projects at Spotify to overall business goals and objectives
* How to benefit from speed and how to operate on a larger scale.
Ever wondered why some teams and organisations don’t feel they can make Agile work for them? – Why do we often see teams implementing Agile, but without really getting the results they had hoped for? Should we change our expectations of the process, or is there something else we can do? Will fine-tuning the process and highlighting internal ownership even work, and how can we do that? These are just some of the questions that we will answer together in this session, targeted at new practitioners – we will cover a lot of real life scenarios and cases from the teams I’ve been working with and experiments I have been a part of.
The document discusses Richard Cheng, an agile trainer and coach. It provides information on his qualifications and experience in agile transformations across different industries. It also lists the training courses offered by Excella, including certifications in Scrum, Kanban, and testing. The document contains information on the roles and responsibilities of a Product Owner, including their activities both within and outside the Scrum team. It also rates an example Product Owner based on key qualities.
This document discusses how to identify if you have the right Product Owner and what qualities make a good Product Owner. It provides examples of evaluating potential Product Owners, describing their bandwidth, power, knowledge, interest and vision. It also outlines typical activities for a Product Owner, including working with the Scrum team, stakeholders and refining the product backlog.
Jevgeni Kabanov (Bolt) - Value-led GrowthTechsylvania
Jevgeni Kabanov discusses value-led growth and focusing on a company's value proposition. He argues that companies should focus on a few highly meaningful hard and soft value metrics rather than many poorly measurable ones. For ride-hailing, the value proposition of pooling rides seemed good but in reality it led to longer wait times, worse experiences, and strained unit economics. Understanding a company's true value proposition compared to competitors is important for areas like new products, verticals, and assessing necessary pricing discounts needed to make up for lacking features. Value-led growth creates good trade-offs around priorities like growth spending versus innovation.
Leading Large Scale Product Development with Large-Scale Scrum (LeSS)Kamlesh Ravlani
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk. On the other hand, organizations are actively identifying ways to reduce hierarchies and reducing layers of middle management to become adaptive and agile.
Leaders leading large scale product development initiatives are seeking structure and process clarity to fail-proof their undertaking. Plethora of (Scrum) scaling frameworks and methodologies are trying to address these challenges. Some organically and others in more prescriptive way. In this session Kamlesh Ravlani discusses Large-Scale Scrum (LeSS) framework and how leaders can apply it to re-design and descale their organization to scale the value delivery.
Large-Scale Scrum is Scrum applied to many teams working on one product. Scrum is almost linearly scalable, hence LeSS framework elements are essentially the same as one team Scrum. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. From my practical experience working on and leading multiple large scale product development initiatives, and LeSS framework, I'll share elements and practices useful for leaders to re-design the organizations and to enhance the focus on customer value.
Anastasya Razryadova - Difficulties in building Pre-sale as a Service and why...Lviv Startup Club
Presales as a Service provides tips to build things better by treating presales as a project. It recommends estimating work, scaling the team by involving experts and mentoring them, and analyzing work by proposing discoveries and collecting proposals and case studies. It also stresses the importance of valuing experience, rewarding the team, bringing retrospectives in, helping projects start by supporting staffing and sprint 0, and being responsible by treating presales as one's own dream project.
This document contains copyright information for AgiliX Agile Consulting B.V. from 2014-2015. It discusses organizing teams into value areas based on customer domains to improve understanding. It also contains quotes from teams about challenges with testing, helping other teams, and standards. Finally, it outlines moving to self-managing feature teams organized for flow of customer value.
Can you work agile in a waterfall organisation? Wagile MagenTys
The document discusses how an organization can adopt Agile practices while still operating within a largely Waterfall structure. It describes how the organization was able to increase delivery efficiency by 150% and grow their Agile teams eleven-fold by taking an iterative "Wagile" approach. This involved starting with a small initial project using Agile methods and business analysts, then expanding the team and engagement with users, experience designers, and technology partners in subsequent iterations to refine solutions and gain insights. The conclusion is that Agile can be worked into a Waterfall organization, but it requires doing so incrementally and iteratively over time.
Follow the Money - How to Speak to Executives about AgileAgileThought
When agile transformations fail, many agilists blame their executives for not caring about or understanding agile. However, few people focus on the different languages that IT and business people speak, and the different outcomes that both sides desire. Rather than blaming each other, what is needed is more empathy for the results that others care about and more understanding of the languages that others speak. Steven Granese will share his stories from working with executives while leading their agile transformations. He will describe how to explain agile using the language of executives: business outcomes and financial results. You will leave with a new appreciation for communicating with executives. Get ready to realize that you've been advocating for and evangelizing agile all wrong!
The document discusses the importance of creating a product narrative to provide clarity for a team working on a new product. It defines a narrative as a report of connected events presented through words and images. It then provides an example product narrative for an admissions process at a startup incubator. The example demonstrates how a narrative outlines each step from a user perspective with details to provide shared understanding for collaborative work. It is noted that creating a narrative helps avoid wasted time and arguments while its absence can lead to chaos. Common mistakes to avoid are making the narrative too rigid or hypothetical rather than focused on shipping improvements.
This document provides an overview of Agile for CIOs who may be unfamiliar with it. It discusses that Agile is more than just a process change but a set of principles to guide teams. It explains the benefits of Agile like continuous feedback loops, incremental delivery, and collaboration. Some myths about Agile are addressed, such as it being only for IT or not working at large scale. Common pitfalls like seeing it as only an IT thing or lack of prioritization are also covered.
Agile Truths and Misconceptions ExposedRichard Cheng
The document discusses several truths and misconceptions about Agile. It begins by introducing Richard Cheng and his background in Agile training and coaching. It then addresses several common misconceptions, such as that Agile and Scrum are the same, that Scrum is just mini-waterfall, and that Scrum cannot work for fixed date/fixed scope projects. For each, it provides the correct perspective on the truth. The document aims to help readers understand Agile concepts and principles.
5 Key Things I Changed / Did in BUILK That Led To The Company Getting Fundede27
"5 Key Things I Changed/Did in BUILK That Led To The Company Getting Funded"
by Patai Padungtin, Principal & Evangelist, Builk
Presented at Thailand Satellite 2013
More information: e27.co/echelon
Dicoding Developer Coaching #38: Android | 5 Library Android yang Patut Kamu ...DicodingEvent
Dicoding Developer Coaching merupakan webinar, yang membahas tuntas kendala maupun pertanyaan yang sering ditanyakan di Academy Dicoding.
Tema kali ini adalah "5 Library Android yang Patut Kamu Coba di 2021"
Library sering sekali membantu kita sebagai developer untuk mengembangkan aplikasi dengan lebih cepat dan efisien. Nah, di sini kita akan memilih 5 Library yang patut kamu coba di tahun 2021. Ada library yang dapat membantu dalam memanajemen log dan juga error ketika aplikasi dirilis. Ada juga library yang dapat membuat desain aplikasi menjadi lebih menarik. Selain itu, ada juga library yang dapat digunakan untuk menampilkan peta. Penasaran library apa sajakah itu? Yuk ikuti developer coaching penutup dari series Android ini.
Building a culture of quality real world examples #CAST2015Josh Meier
I gave this talk at CAST 2015 in Grand Rapids, MI. It focused on laying out what I think culture and quality are and then going through some real work examples of building a culture of quality from the bottom up.
How Does Salary Work - The Lead Developer Berlin 2019 extended remixKevin Goldsmith
The document describes the annual salary and budgeting process at a company. It involves several teams and steps throughout the year: leadership and finance teams benchmark salaries and estimate costs, decide on projects to fund, and set hiring plans in Q3 and Q4; budgets are generated, reviewed, and approved by leadership, finance, and the board of directors in Q4; and a hiring and salary review plan is produced in Q4/Q1 to guide individual salary decisions and raises. The CTO provides additional context on factors considered in making job offers and conducting salary reviews to ensure compensation is fair.
Root Cause Analysis in Testing "Dealing with Problems, Not Symptoms! " SQALab
The document discusses root cause analysis (RCA) techniques for analyzing critical problems. It introduces the 5 whys technique and cause-effect diagramming for performing RCA. A case study example is presented of an RCA meeting with a high-tech company that was experiencing a high return rate of products from customers. The initial belief was that partial test planning and coverage was the root cause, but upon further analysis using the RCA techniques, it was revealed that issues higher up in the development process, such as unclear requirements and incomplete specifications, were likely the underlying root causes.
This document discusses test estimation techniques. It explains that good estimates are accurate, realistic, and actionable. It recommends asking experts, using metrics and industry averages, and negotiating with managers. It also discusses estimating techniques like planning poker, three-point estimates, and understanding dependencies. The document emphasizes using historical data to predict testing time and the number of bugs found.
HMH Agile Testing Lightning Talk with www.softtest.ieDavid O'Dowd
The document summarizes an organization's journey towards adopting agile transformation. It discusses how the development team was previously perceived as slow, expensive, and operating without visibility. A large project exemplified these issues. The organization explored adopting agile/scrum practices to improve collaboration, increase flexibility, and deliver higher quality products faster. Initial results were positive with successful mini-releases and feedback. However, the journey is ongoing and communication remains vital as agile/scrum must be adapted to each business. The document cautions that while agile/scrum helped, it is not a "silver bullet" and ongoing improvements are needed.
David Bogaerts, ING Bank | Agile Turkey Summit 2013Agile Turkey
Building a Lean Agile Enterprise
The first Agile pilot at the domestic bank of ING Netherlands started at the end of 2010. Since that moment agility said foot in our IT department. Now we find ourselves in the middle of a transition we didn’t dare to think of in our wildest dreams. We are scaling up to more than 100 Agile teams with all the challenges but also all the advantages this brings.
In this session we will explore the Agile transition through the eyes of a Lean Agile coach. This session will cover:
• some of the interventions that brought us this far, but also
• the many mistakes we made on our way, and of course
• the challenges that are still ahead of us in our constant strive for agility
Small Improvement - Quarterly Company Update July 2015Per Fragemann
- The company has hired 6 new people since April and is still hiring for several roles.
- Finances are down from Q2 expectations but better than Q4. The goal remains $3M total revenue for 2015.
- Several achievements and next steps were outlined for customer success, including experimenting with a "concierge" role and analyzing NPS survey results.
- The dev team made some adjustments to create improvement, feature, and epic teams to better focus work. Several releases occurred in Q2 with more planned for Q3.
- Marketing and operations updates were provided on the US office and dev team reorganization. Goals for Q3 include reducing churn, improving faster, and keeping customers.
Small Improvemnts: All hands meeting - January 2015Per Fragemann
- The document summarizes an all-hands meeting covering achievements, product improvements, growth, and objectives from Q3/Q4 2014 through Q1 2015.
- Key achievements included doubling in developer staff and coding hours, hitting $1.72M in revenue and doubling customer numbers in 2014.
- Product improvements were delivered despite challenges, and work is underway on major features like objectives and user directory overhauls.
- Growth objectives for 2015 include hitting $3M in revenue through new customers and features. Challenges around competition, tech debt, and aging features were also discussed.
Q1 2015 Company Update - All hands meeting April 2015Per Fragemann
Our most recent company update, covering Q1 2015 plus an outlook for the next quaerter. Revenues, MRR, features launched and in development, all there.
Q1 2015 Company Update - All hands meeting April 2015Per Fragemann
The document summarizes an all-hands meeting at the company. It discusses strong financial performance in the first quarter but an expected drop in the second quarter. Customer and revenue numbers have grown substantially over the past year. The customer success team has achieved several milestones and has projects ongoing to improve the customer experience. Development provides an overview of features recently released or in progress including an iOS app beta and objectives overhaul. Marketing has no major updates and more developers are still needed. Several potential new features are discussed but priorities may change.
Getting Dev and QA Teams to Work Better TogetherServiceRocket
In a traditional software development culture, development and QA teams often work independently of each other. As project teams transform from traditional workflows to Agile or DevOps, it can be challenging to get independent Dev and QA teams to collaborate. Not only does each team use different tools, but there can be this sense that code is rushed and thrown over the wall for bugs to be cleaned up in testing. At the very least, this can cause tension between teams, and ultimately, the customer suffers.
How do you eliminate this tension, get everyone to adopt new processes, improve teamwork, and focus on delivering value to customers?
During the webinar, we will speak with an expert panel to discuss these issues, why improving teamwork matters, and steps you can take to improve teamwork and focus on customers.
In this webinar, we will discuss:
Why should QA and Dev work together in the first place?
What hurdles must be overcome to improve how QA and Dev improve collaboration?
What successes and outcomes has the panel experienced as a result of improving teamwork?
Specific action steps and small changes you can put in place right way.
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
Path to Agile Leadership with David Hawks - Agile Austin Leaders SIGAgile Velocity
This document discusses leadership development and agile transformation. It outlines three levels of leadership: expert, achiever, and catalyst. It encourages leaders to let go and empower self-organizing teams for better outcomes. Leaders are advised to make decisions more objective and use OKRs with clear and measurable goals. The document is presented by David Hawks from Agile Velocity, an agile coaching firm that helps organizations achieve business results through agility.
This resume is for Puttalakshmi G, providing her contact information and professional experience. She has over 10 years of experience in order management and customer service roles for various companies. Her most recent role is as a Process Lead for Continuous Improvement at TE Connectivity Global Shared Services India Pvt. Ltd since 2016, where she is responsible for ensuring processes meet KPIs and training new hires. She also has experience in roles such as Senior Process Executive, Customer Service Representative, and Return Specialist. She holds an MBA in HRM from Annamalai University and a BSc in Computer Science.
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...André Faria Gomes
Agile continuous flow (Kanban) methods aren’t only for Operations and Support anymore -- Product Development teams now use them for strategic, date-sensitive initiatives to achieve faster time to market. Proceed with caution! Simply throwing away timeboxes can be dangerous.
We took the journey from a timeboxed to a continuous flow software delivery model. We brought along a large tribe of developers, testers, product owners, dev-ops people, UX designers, and stakeholders. We got lost a few times on the way, but we did find our destination.
This document provides guidance on setting basic Key Performance Indicators (KPIs) for employees. It begins with an introduction of the author, Linda S. Wirawan, who has 20 years of experience in the banking industry. The document then discusses the importance of setting KPIs and outlines a 5-step process: 1) Review business goals and objectives, 2) Analyze current performance, 3) Set short-term and long-term KPI targets, 4) Review targets with your team, and 5) Review progress and readjust targets as needed. It emphasizes that KPIs should follow the S-M-A-R-T rule by being specific, measurable, achievable, relevant, and time
The document discusses the evolution of IAG Loyalty's (IAGL) approach to agile working. Over the past year, IAGL implemented an agile transformation process led by an agile coach. This included discovery meetings, surveys, workshops, and establishing agile practices like Kanban boards and cadences. Key outcomes included embedding agile in their culture, clear prioritization, seamless workflow, and skilled colleagues. Measurement shows improvements in engagement, delivery times, and other metrics. The transformation process focused on establishing the right infrastructure and tailored their approach to fit IAGL's unique needs. Major learnings included challenges with partners, benefits of leadership engagement, and the need for continuous skills development.
How the best of Design and Development come togetherBol.com Techlab
Speaker: Jorien Brangert
Genre & level: Way of working, Medior
Ever been assigned to a business feature that was completely designed and thought out beforehand, without your involvement, and you didn’t completely agree? What if you could be part of the idea for a new business feature from the start? From idea to production, including the design process! At Shopping Innovation & UX Design we’re doing just that! Found out how.
Cultural Issues Faced While Adopting Agile by Avinash GargXebia IT Architects
AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.
Path to Agility: Avoiding Common Pitfalls in Agile AdoptionAgile Velocity
Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
How to Jumpstart Enterprise Agile AdoptionTechWell
- Alan Padula presented on how to jumpstart enterprise agile adoption based on his experience leading Intuit Financial Services' (IFS) transformation to agile.
- IFS followed Kotter's 8-step change model, starting with establishing urgency and guiding teams, then getting the vision right and communicating it. They enabled action through extensive training, transition elements, and governance processes. Short-term wins and continuous improvement helped make the change stick.
- Key lessons included focusing on promoters over naysayers, allocating dedicated resources, investing in training and coaches, finding leaders to drive the change, and accepting it takes time for a mindset change.
Scale quality with kaizen - Tech.Rocks conferenceFabrice Bernhard
MVPs at full speed with a little team: OK. But once the project scales, how do you address the inevitable slowdown due to exponential complexity? Kaizen is Toyota's scalable solution and our results are impressive.
This document summarizes an Agile coaching program in Cornwall, England. The program was started in 2010 by Michael Barritt and Oxford Innovation to (1) bring international software practices to local businesses, (2) improve business efficiency and profitability, and (3) support the local knowledge economy. The program provides workshops, in-house coaching, and training to help 9+ local companies employing over 150 people adopt Agile practices. It is funded through a combination of client fees, the European Social Fund, and European Regional Development Fund. The program aims to create better paid, more skilled jobs in the region.
This document discusses continuous performance testing (CPT) and introduces the Jagger CPT solution. It provides an overview of why performance testing is important, outlines the principles and goals of CPT, and describes the key parts of the Jagger CPT platform including load generation, metrics collection, test data management, and environment management. It also provides an example customer success story where Jagger was used for continuous performance testing of a large ecommerce site.
Мощь переполняет с JDI 2.0 - новая эра UI автоматизацииSQALab
This document provides an overview of the JDI (Java UI test automation framework). It discusses features of JDI including being UI element oriented, providing common UI elements and solutions to common problems. It provides examples of how to write tests using JDI annotations and page object pattern. The document also summarizes benefits of JDI such as reducing test code, improving test clarity, reuse across projects. Finally it outlines new features planned for JDI 2.0 including layout verification, page object generator, integration with Selenium and expanding JDI to other languages like Python.
The document discusses testing of geolocation systems. It provides an overview of geolocation, including definitions and importance. It then outlines the speaker's experience and work testing GIS systems. The rest of the document details approaches to testing geolocation, including simulating calls, checking responses and databases, and verifying accuracy. It also discusses common data formats, projections, tools like PostGIS and QGIS, and potential bugs to watch for like coordinate jumbling. The conclusion emphasizes starting simple, practicing to improve, and for tests to grow with knowledge as geolocation is important for future IT.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
1. by Andriy Mudryy
Competence Lead / Delivery Manager
Remit AB
10 questions I’ve been asked
as test Manager by CEO
2. Who am I
• Hired by USA/SWE/RSA company to build a Dev center
in Ukraine
• Worked there for 2 years as All in one:
• Development Center director
• Delivery Manager
• R&D Director
• QA Manager (until hired a FTE for QA Mgmt.)
• Agile Coach
• Was a proxy between delivery and ExCo
• When settled things up made a new opportunity in the
company
• Now working as Competence Manager & new
customers Delivery Mgr. / CTO
3. Question 1
Now Andriy, when we hired an Agile-guru
and a QA Manager (2 in 1)!..
… tell us how Agile will improve quality?
4. Executive Council has set the goal of
3000 Story Points / release
• What would you need to help us
achieve this?
• How can we make QA to stop failing
this goal – entering more and more
bugs?
Question 2
5. Waiting till end of sprint to add a
feature we need?
You should have some Agile tricks?
Question 3
8. Agile looks to have lots of complicated
rules. Can we KISS?
Question 6
9. Testing brought some low hanging
fruits. 850 reported!
Looks like it’s worst release ever.
Is next one going to be better?
Question 7
10. Sometimes when I do something,
something crashes.
I wonder why that crash was not found.
Question 8
11. We don’t want crystal clear quality. We
have signed some ass kicking contracts.
Our priority is time to market.
What can I do for you to make it
happen?
Question 9
12. - Just finished reading some Retro stuff.
- Q: What would you need to do better?
A: “More whiskey”
- WTF?
Question 10
Hi guys!
My name is Andriy Mudryy and I this is going to be a story about:
Building a development center in Ukraine from the scratch
Bringing the Delivery organization from 4 engineers sitting in the wardrobe to
literary in the wardrobe so small the room for engineers was: well on the other hand the devs could turn on the light – but they decided the would be on the dark side of the Moon / Force
Just to make things clear: it’s both and idiom and a real case: once when server was down and after fix was falling due to memory leaks and there was a session using a product a guy would sit behind the curtains listen to the ideas said and posting them with direct SQLs injections to the DB
And what’s more interesting for you – that’s I speak here – is building QA process from the scratch. And I mean it.
But before I start – let me give you a little bit of background:
The company and product are really ass kicking. The product itself is a brainstorming and facilitating tool that changed the world so many times that I couldn’t believe: control economy of 2 continents, prevent a Nuclear War, send shuttles to space, react on H1N5 flu etc. Now the top 5 worlds most influential organization use this to build their strategies. I couldn’t believe that it could be done in such conditions.
Now a bit of a background of what I was hired for and what I ended up doing… This is important because of 2 things:
Who talks to you? And why I think I can talk about this?
What was expected from me
A USA/SWE/RSA company decided to extend the development team opening the office in Ukraine. I was hired primarily to make that office happen. The requirements to developers were really high: rock starts only. But… I got the budget for that. Anyway, the original plan was to hire 10 Java+JS Senior+ guys. Lviv was a good place for that 25%+ of the IT workforce in Ukraine. But there were hardly 10 guys at all. And other 100500 companies would let them go easy. And there’s was no one to care about the quality. So just stated that (those guys just like when you DARE to CARE to tell truth straight ahead in the face) that there is no chance to do this even with given money. So I suggested an alternate solution to hire some QA (since no quality at all on the product), Automation, DBA etc. Still freaking rock-stars but to fulfill the team. Like in football – you cant have a team of 10 forwards and the goalkeeper. And those guys in the Top mgmt. like metaphors – we would talk about them later on as well.
So that’s how I became the Delivery director and a QA manager (at lest till the time I hired one).
Also I as I was discovering the company and learning it needs it occurred that:
There was just the Agile philosophy (true Agile philosophy – need to say – but nothing besides that) – so became an Agile expert
There were cool engineers with innovative ideas : needing a leader – so I became an R&D Director
So I ended up with 6 hats (almost like in Walt Disney creative strategy)
This speech will be focused on QA most – but some other “hats” will happen too.
I don’t work with the project any longer – so now I can talk more :)
I set the things up and running and saw no much new challenges
So I started looking a building challenges for myself (a good experience – just go and say what you want to do in the company) but still this was one of the most thrilling experiences in my life.
Now, Who of you have faced this question? Like being agile is more or less quality…
First thing we need to make sure that quality is quality disregard the process you work. You need to ensure the quality is the quality you plan. It’s just needs to satisfy the quality baselines.
Here’s one more analogy I use speaking with business using their language.
ThinkTank changed the Business Model from being a donator organization to earning selling the services to World most economical most influential organizations: DTT, EY, PWC, Accenture. And as I’ve been told by the CEO of the company – those guys drive BMW. And they need BMW quality everywhere.
The truth was – that the quality of product we were selling to them was mot better than 1960-s hippie VW mini-van. And VW is definitely what we wanted to sell.
Speaking about the Agile culture… It was in the air. But nothing else. No working frameworks, no rule – just a good example how Agile could be chaotic.
You need to include quality in the mindset and the process.
But since business believed in Agile and me I just recommended few simple steps:
Test Cases
Performing Testing
User Stories acceptance
Definition of Done
(the last two makes even more sense in general, since Quality comes qualitatively only then when you have it your mindset).
You can’t do something BMW style if you day to day act as Band of Blustery Baboons in the old garage. Or well… wardrobe
And how about this question?
Check out those fancy business phrases: “What would you need to help us achieve this” – we gonna achieve, you gonna do.
And who is the main enemy? Right, QA they keep finding bugs all the time. And that’s why we don’t move quickly.
Looks familiar?
Now my answer was:
Story Points – are non-dimensional value. Gummi-bears basically. Measuring distance with ball-throws. A relative value.
Business does not understand story points good.
The main outcome of my whole speech comes at this slide: Business understands when you talk money
If you say this thing costs 3000 money? Is it much? You never know. Well… unless it’s a computer game. But even in computer games it differs.
The same here 3000 US Dollars is not 3000 Indian Rupees.
You need 3000 SP – I can re-shale the SP now and you get 30 000.
But the team wouldn’t do more software just because that
If you keep doing slack-slack and let it go into production – this won’t make a VW to BMW just if you place the sign there.
Who of you have ever faced such suggestions? Much, right….
This was another coaching moment for business. And yes, business needs some coaching even they pay you money. Actually they pay you as a manager so that you coach them. It’s like one of those Steve Jobs quotes that they post on LinkedIn with his face on it. Or with some grumpy cat face. Whatever… You hire a person so that he says what to do, not does what you say. So…
Agile does not mean Scrum. And half of IT companies can’t tell one from the other.
Don’t like Sprints? Don’t like the retro’s & stuff? You got Kanban. Then you prioritize things quicker.
But everything has it’s trade-offs. Then don’t require long term detailed plans. If want to prioritize just do it. If you want the dates – then do some planning. By this I mean that ability to improve is more important than sticking to the plan. But this does not mean you don’t plan at all.
Actually this is all we did – we had a team of firemen that were working just on fires. Not planning. Pure KanBan – but still some rules. They (I mean complications) even led to kissing. So stay tuned!...
Where we ended up is creating a team of team of the new feature developers working with Scrum and the SWAT team working on some hot things sold to be done yesterday. Or to help support to save the world… once again. But guys working in SWAT team need to rest some time so we organized rotations for both Dev and QA. Test design development was done only in Scrum Teams – and KanBan team was only running the selected suits.
QE stands here for quality engineers.
This is possible but very unrealistic. Especially if developers had worked on the product for couple of years. Now with that question we returned to what we started.
Have you ever seen developer testing it’s own code? Except probably the unit tests. Could you imagine a developer willing to find a bug or an edge case in his perfects and elegant code? Not likely.
In the very end – if you state that you want BMW quality you should admit that:
Haters hate
Potatoes potate
Developers develop
Analysts analyze
And testers test.
The same here – if you want something get done professionally, you better hire a professional.
This does not mean QA can’t help developers find issues early in the process.
What we did were:
Developer Test logs – like checklists that developers need to check during testing
Peer reviews – after the Test logs were checked QA just sat with Devs to try simple break scenarios so that Developer could fix that ad hoc
Well to be Agile you need to think Agile and act Agile.
AQA will help you save money on being Agile.
And deliver more frequently with better quality.
Let’s get back to what we already discussed here: the most effective way to talk to business is to talk money.
When we structured the test cases – it occurred that we have 5300+ test cases documented. (and about 4700 not documented)
Just running the test cases (not taking into consideration bug posting and verification) took 9 man/weeks.
Since new versions were released every 2 sprints – this required a team of 6 junior developers be dedicated on testing and running regression tests.
6 Juniors * month = 3K USD just on stupid monkey clicking.
This does not include actual testing of the new functionality, new tests, security and scalability testing.
1 senior AQA hired can build a framework and automate (which was proven) in 15 months. ROI – 15 months.
This is just salary-wise and not talking about the operational expenses.
Profit – money.
Even more important is time to market perspective.
And we will talk more on that that during question #9.
For the team of 6 developers 9 man/weeks is 10-12 calendar days.
For and automation running thru the night on couple of devices this is 1 night.
Profit 9-11 calendar days.
What would you do if someone from the Board of Directors asks you something like this?
What if it was a lady? A real-lady business shark?
KEEP CALM & LEARN ACRONYMS
KISS = Keep it Simple Stupid.
Why those question occurred at all?
Because when ensuring more quality and building the process always leads to some NO-s that needs to get said to business owners if they want to break the rules.
I got the two parts of the response:
Now imagine that BMW says we don’t want to follow the rules and deliver the new car to the market without checking/re-checking/double-ckecking. In the majority of cases this leads to calling back the whole series of cars and crisis-management. Do you lack fire-fighting and crisis-management now?
And yes, you got my KISS – you do the business and don’t care about the process and the rules. I will let you know when you want to break them. You hired rock-stars. So them rock and KISS for you.
One of the classics!
Who is responsible for so many bugs found in the project? Right, QA.
When we started Project Measurement (Metrics) activities we started identifying how much bugs are there now open in release.
When there was no QA – this number was about 100-150.
When QA started looking into this application and listing everything in 2 releases this number grew to 850?
So for the first point of view – more QA more bugs. More complication.
And that could lead for the whole QA team to get fired. And this is real.
What I learned from this – metrics a good. Your feedback on them, analysis and recommendation is better.
And this how a trust you as a QA Manager is built.
Your predictions and forecasts come true. The release next to the one with 850 bugs – became the best release for last 5 years as per customer feedback.
What is the correct answer to that? Your options….
What I did – is I closed the bug with my comment “something fixed”.
But this is just a real example of how things could work.
We created an e-mail, where users could post some feedback on the application. Obviously 80% of the feedback was notifications about bugs. Some of them was like that.
And investigating those was real pain in the neck. Like what was the reason. Especially for those schroeding-bugs that’s reproduced once in full blue moon.
And fixing that was a night mare. But here are the benefits that we taken from that:
Users were willing to help
We showed them that we CARE
This was just a kicking point when that emails had attachments with what version is used and what is the system state
Even if we couldn’t repro those bugs – these emails were used to build a map of problematic places (or the places users use most in day to day work)
Check out that Management trick once again: What can I do for you to make it happen?
The most important here is that business admitted – I always thought.
That the time to market is more important than quality. Which was obvious in the times when there was no quality at all.
But this is a typical case, too. First you are told that time to market is a priority.
Then you get asked why this did bot got caught during testing. Well because the time to market did not give enough time to test all the workflows and edge cases. Test cases are just atomic touches.
So what I told – is asked to put the name and signature under the statement.
Made a nice frame and put the well-printed PDF certificate of this quote.
Well, this is not only CYA letter, this just change my mindset a bit from being to orthodox. Life happens and you need to be ready for that.
Now when suggesting options – I don’t take quality as a constant. This could be a price business sometimes is ready to pay.
And finally.
Now couple of words about the QA itself not the QC. We tend to call QA just the testing, which is QC – Quality control. QA is the whole another thing. It’s the quality of the processes that lead to deliverables in the project.
Long story short:
If you want to get qualitative answers – you need to ask qualitative questions.
The Retros were just ceremonial. And questions were asked just to get asked. And it happened that CEO was checking the notes.
So this also needed to get redesigned.
But this is a whole another story…