EuroSTAR Software Testing Conference 2010 presentation on I Don't Want To Be A Tester Anymore by Anne Mette Hass.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Isabel Evans - Working Ourselves out of a Job: A Passion For Improvement - Eu...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Working Ourselves out of a Job: A Passion For Improvement by Isabel Evans.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Ben Walters - Creating Customer Value With Agile Testing - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Creating Customer Value With Agile Testing by Ben Walters. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Martin Koojj - Testers in the Board of DirectorsTEST Huddle
Martin Kooij discusses the evolution and future of software testing. He traces his experience in testing telecom equipment from the 1960s to present day. Testing has matured from a technical focus on defects to a more strategic, risk-based approach. Metrics now consider risks rather than just defects. Kooij believes that by 2018, testers will report directly to boards of directors on product risks translated into business risks. Testers will broaden their skills and take responsibility for cost-effective testing to estimate and mitigate risks. For testing to continue evolving, testers must be brave, independent, and politically skilled while focusing on business risks over personal agendas.
Edwin Van Loon - How Much Testing is Enough - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on How Much Testing is Enough by Edwin Van Loon . See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
End users, and more precisely end users involved in acceptance testing decide whether a new application or system will go live or not. Therefore it is very important they are in the same pursuit of quality as the rest of the project. End users are no dedicated testers, although sometimes we expect them to be. Just by looking at their available time for testing, we already know they are not. The fact that they are not trained to be testers, doesn’t make it easier.
But are we really looking for dedicated testers here?
During this presentation, Erik will explain how you can involve end users in such a way that we optimize their added value during their testing activities. An error often made in projects is that end users are only involved during test execution. It’s by having them participate in the test process on regular, well selected moments that we can get the best out of acceptance testing.
By means of a case study, Erik points out these moments. To start with, the acceptance testers need to know the goal of their testing activities. Knowing that, the acceptance testers are already involved at the end of the analysis phase in order to help the writing and prioritisation of high level test scenarios together with setting up the entry criteria for starting the acceptance test phase. Consequently, the acceptance testers will get demos on a regular basis of the software already delivered. These demos deliver valuable information, both for the project team as for the end users.
And finally, after having assessed the test readiness of the system through system testing, the end users will execute their test cases closely monitored by the test coordinator. While executing the tests, it is up to the test coordinator to make sure the end users are always updated on the defects.
The presentation will provide the audience with practical advice, examples and templates on how to set up their acceptance testing in a flexible way without drowning in administrative tasks.
James Brodie - Outsourcing Partnership - Shared Perspectives TEST Huddle
This presentation discusses NFU Mutual's outsourcing project and partnership with a vendor for additional testing. It covers their selection process, including developing criteria and running proofs of concept. It also discusses how they have lived the relationship, including governance, service level agreements, integrating teams, and moving work offshore. Metrics and cultural integration are important factors for a successful partnership. Overall, the key to success is open communication, agreed metrics, and addressing potential issues upfront.
Michael Snyman - Software Test Automation Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Software Test Automation Success by Michael Snyman. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Gitte Ottosen - Agility and Process Maturity, Of Course They Mix!TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Agility and Process Maturity, Of Course They Mix! by Gitte Ottosen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Isabel Evans - Working Ourselves out of a Job: A Passion For Improvement - Eu...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Working Ourselves out of a Job: A Passion For Improvement by Isabel Evans.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Ben Walters - Creating Customer Value With Agile Testing - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Creating Customer Value With Agile Testing by Ben Walters. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Martin Koojj - Testers in the Board of DirectorsTEST Huddle
Martin Kooij discusses the evolution and future of software testing. He traces his experience in testing telecom equipment from the 1960s to present day. Testing has matured from a technical focus on defects to a more strategic, risk-based approach. Metrics now consider risks rather than just defects. Kooij believes that by 2018, testers will report directly to boards of directors on product risks translated into business risks. Testers will broaden their skills and take responsibility for cost-effective testing to estimate and mitigate risks. For testing to continue evolving, testers must be brave, independent, and politically skilled while focusing on business risks over personal agendas.
Edwin Van Loon - How Much Testing is Enough - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on How Much Testing is Enough by Edwin Van Loon . See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
End users, and more precisely end users involved in acceptance testing decide whether a new application or system will go live or not. Therefore it is very important they are in the same pursuit of quality as the rest of the project. End users are no dedicated testers, although sometimes we expect them to be. Just by looking at their available time for testing, we already know they are not. The fact that they are not trained to be testers, doesn’t make it easier.
But are we really looking for dedicated testers here?
During this presentation, Erik will explain how you can involve end users in such a way that we optimize their added value during their testing activities. An error often made in projects is that end users are only involved during test execution. It’s by having them participate in the test process on regular, well selected moments that we can get the best out of acceptance testing.
By means of a case study, Erik points out these moments. To start with, the acceptance testers need to know the goal of their testing activities. Knowing that, the acceptance testers are already involved at the end of the analysis phase in order to help the writing and prioritisation of high level test scenarios together with setting up the entry criteria for starting the acceptance test phase. Consequently, the acceptance testers will get demos on a regular basis of the software already delivered. These demos deliver valuable information, both for the project team as for the end users.
And finally, after having assessed the test readiness of the system through system testing, the end users will execute their test cases closely monitored by the test coordinator. While executing the tests, it is up to the test coordinator to make sure the end users are always updated on the defects.
The presentation will provide the audience with practical advice, examples and templates on how to set up their acceptance testing in a flexible way without drowning in administrative tasks.
James Brodie - Outsourcing Partnership - Shared Perspectives TEST Huddle
This presentation discusses NFU Mutual's outsourcing project and partnership with a vendor for additional testing. It covers their selection process, including developing criteria and running proofs of concept. It also discusses how they have lived the relationship, including governance, service level agreements, integrating teams, and moving work offshore. Metrics and cultural integration are important factors for a successful partnership. Overall, the key to success is open communication, agreed metrics, and addressing potential issues upfront.
Michael Snyman - Software Test Automation Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Software Test Automation Success by Michael Snyman. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Gitte Ottosen - Agility and Process Maturity, Of Course They Mix!TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Agility and Process Maturity, Of Course They Mix! by Gitte Ottosen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
EuroSTAR Software Testing Conference 2011 presentation on Implementing Change by Torben Hoelgaard. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Andrew Goslin - TMMi, What is Not in the Text Book - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on TMMi, What is Not in the Text Book by Andrew Goslin. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Niels Malotaux - Help We Have a QA Problem!TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Help We Have a QA Problem! by Niels Malotaux. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Rob Baarda - Are Real Test Metrics Predictive for the Future?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Are Real Test Metrics Predictive for the Future? by Rob Baarda. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
EuroSTAR Software Testing Conference 2009 presentation on Low Budget Tooling - Excel-ent by Mattias Diagl. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Risk based testing prioritizes test efforts based on risk scores to find critical defects earlier. It aims to test high-risk areas first, then medium-risk, and finally low-risk areas. Risk is defined as the probability of a fault occurring multiplied by the damage caused. Probability and damage are determined based on factors like complexity, usage frequency, and business criticality. The goal is to reach an acceptable level of risk where quality is good enough.
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Lean Kaizen Applied To Software Testing by Thomas Axen . See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
'Houston We Have A Problem' by Rien van Vugt & Maurice SiteurTEST Huddle
Prevent the surprise, become a pro-active test manager. Too often projects suddenly seem to spin out of control. Challenges and risks keep stacking up and the defect count grows exponentially. At the same time, management can put pressure on you, asking when testing will be completed.
A surprise? Not really, defects only paint half the picture. The test effort, after all, is primarily determined by the number of tests that need to be completed. For an on the spot status of testing and accurate view on the quality and risks of the entire project we need to organize the test process to provide flexible, up-to-date metrics and trends on a daily basis. E.g. we need a view on baseline vs. actuals and ETC’s on test cases. Advanced metrics will provide answers on what needs to be done tomorrow to stay on track, the location and root cause of issues and who is required to take action. Also the test effort remaining for an acceptable product (or a specific risk level) can be estimated fairly accurately.
In addition early involvement and preparation in the development life cycle, performing test intakes rather than reviews, will help you bridge the gap between different development teams and allows you to verify consistency between business requirements, the integration model, functional specifications and technical specifications. It facilitates knowledge transfer and provides you with the “story” behind the specifications. This will help prevent structural issues in an early stage and avoid blocking issues during test execution.
This presentation combines daily test metrics and trends with test process dynamics and shows you how to become a “pro-active” test manager. Even better you can apply it tomorrow and take your test process to a distinct higher maturity level.
Christian Bk Hansen - Agile on Huge Banking Mainframe Legacy Systems - EuroST...TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Agile on Huge Banking Mainframe Legacy Systems by Christian Bk Hansen. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Value Added Testing (VAT) aims to identify the minimum amount of testing needed to deliver a high quality product within time and budget constraints. It requires questioning standard testing processes and determining which activities add value and which do not. VAT adapts the testing lifecycle to each specific product and project by potentially altering, skipping, or reducing non-value added sub-processes. This "good enough" testing approach can save companies significant time and costs without compromising quality.
Ane Clausen - Success with Automated Regression Test revisedTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Success with Automated Regression Test revised by Ane Clausen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Julie Gardiner - Branch out using Classification Trees for Test Case Design -...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Branch out using Classification Trees for Test Case Design by Julie Gardiner. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Mats Grindal - Risk-Based Testing - Details of Our Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Risk-Based Testing - Details of Our Success by Mats Grindal. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Dirk Van Dael - Test Accounting - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Test Accounting by Dirk Van Dael. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Anyone who has ever attempted to estimate software testing effort realizes just how difficult the task can be. The number of factors that can affect the estimate is virtually unlimited. The key to good estimates is to understand the primary variables, compare them to known standards, and normalize the estimates based on their differences. This is easy to say but difficult to accomplish because estimates are frequently required even when very little is known about the project and what is known is constantly changing. Throw in a healthy dose of politics and a bit of wishful thinking and estimation can become a nightmare. Rob Sabourin provides a foundation for anyone who must estimate software testing work effort. Learn about the test team’s and tester’s roles in estimation and measurement, and how to estimate in the face of uncertainty. Analysts, developers, leads, test managers, testers, and QA personnel can all benefit from this tutorial.
James Whittaker - Pursuing Quality-You Won't Get There - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Pursuing Quality-You Won't Get There by James Whittaker. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
Derk-Jan de Grood - 9 Causes of losing valuable testing time - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on 9 Causes of losing valuable testing time by Derk-Jan de Grood. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Lessons learnt Integrating Test into the Agile LifecycleTEST Huddle
Despite extensive uptake in Agile and more recently Lean approaches, many teams and organisations still struggle to achieve a required level of software quality. This presentation will highlight a number of the key real world mistakes being make by organisations and their development teams in relation to integrating test into the agile lifecycle and suggest ways to improve.
This webinar explores issues relating to:
- The perceived value of testing in agile teams and organisations
- The meaning of cross-functional and how this impacts on testers and testing
- Integrating test competency into an agile team – team and organisational issues.
- How to cope without the traditional independent test manager/lead roles
- Release and feature level thinking – planning for optimum integration of test
- Avoiding the mini waterfall in Sprints/iterations where testing is squeezed at the end of the timebox
- Stories, acceptance criteria and ‘Acceptance’ level TDD
- What ‘done’ looks like from a test perspective
EuroSTAR Software Testing Conference 2011 presentation on Implementing Change by Torben Hoelgaard. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Andrew Goslin - TMMi, What is Not in the Text Book - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on TMMi, What is Not in the Text Book by Andrew Goslin. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Niels Malotaux - Help We Have a QA Problem!TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Help We Have a QA Problem! by Niels Malotaux. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Rob Baarda - Are Real Test Metrics Predictive for the Future?TEST Huddle
EuroSTAR Software Testing Conference 2008 presentation on Are Real Test Metrics Predictive for the Future? by Rob Baarda. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
EuroSTAR Software Testing Conference 2009 presentation on Low Budget Tooling - Excel-ent by Mattias Diagl. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Risk based testing prioritizes test efforts based on risk scores to find critical defects earlier. It aims to test high-risk areas first, then medium-risk, and finally low-risk areas. Risk is defined as the probability of a fault occurring multiplied by the damage caused. Probability and damage are determined based on factors like complexity, usage frequency, and business criticality. The goal is to reach an acceptable level of risk where quality is good enough.
Thomas Axen - Lean Kaizen Applied To Software Testing - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Lean Kaizen Applied To Software Testing by Thomas Axen . See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
'Houston We Have A Problem' by Rien van Vugt & Maurice SiteurTEST Huddle
Prevent the surprise, become a pro-active test manager. Too often projects suddenly seem to spin out of control. Challenges and risks keep stacking up and the defect count grows exponentially. At the same time, management can put pressure on you, asking when testing will be completed.
A surprise? Not really, defects only paint half the picture. The test effort, after all, is primarily determined by the number of tests that need to be completed. For an on the spot status of testing and accurate view on the quality and risks of the entire project we need to organize the test process to provide flexible, up-to-date metrics and trends on a daily basis. E.g. we need a view on baseline vs. actuals and ETC’s on test cases. Advanced metrics will provide answers on what needs to be done tomorrow to stay on track, the location and root cause of issues and who is required to take action. Also the test effort remaining for an acceptable product (or a specific risk level) can be estimated fairly accurately.
In addition early involvement and preparation in the development life cycle, performing test intakes rather than reviews, will help you bridge the gap between different development teams and allows you to verify consistency between business requirements, the integration model, functional specifications and technical specifications. It facilitates knowledge transfer and provides you with the “story” behind the specifications. This will help prevent structural issues in an early stage and avoid blocking issues during test execution.
This presentation combines daily test metrics and trends with test process dynamics and shows you how to become a “pro-active” test manager. Even better you can apply it tomorrow and take your test process to a distinct higher maturity level.
Christian Bk Hansen - Agile on Huge Banking Mainframe Legacy Systems - EuroST...TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Agile on Huge Banking Mainframe Legacy Systems by Christian Bk Hansen. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Value Added Testing (VAT) aims to identify the minimum amount of testing needed to deliver a high quality product within time and budget constraints. It requires questioning standard testing processes and determining which activities add value and which do not. VAT adapts the testing lifecycle to each specific product and project by potentially altering, skipping, or reducing non-value added sub-processes. This "good enough" testing approach can save companies significant time and costs without compromising quality.
Ane Clausen - Success with Automated Regression Test revisedTEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Success with Automated Regression Test revised by Ane Clausen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Julie Gardiner - Branch out using Classification Trees for Test Case Design -...TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Branch out using Classification Trees for Test Case Design by Julie Gardiner. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Mats Grindal - Risk-Based Testing - Details of Our Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Risk-Based Testing - Details of Our Success by Mats Grindal. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Dirk Van Dael - Test Accounting - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Test Accounting by Dirk Van Dael. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Anyone who has ever attempted to estimate software testing effort realizes just how difficult the task can be. The number of factors that can affect the estimate is virtually unlimited. The key to good estimates is to understand the primary variables, compare them to known standards, and normalize the estimates based on their differences. This is easy to say but difficult to accomplish because estimates are frequently required even when very little is known about the project and what is known is constantly changing. Throw in a healthy dose of politics and a bit of wishful thinking and estimation can become a nightmare. Rob Sabourin provides a foundation for anyone who must estimate software testing work effort. Learn about the test team’s and tester’s roles in estimation and measurement, and how to estimate in the face of uncertainty. Analysts, developers, leads, test managers, testers, and QA personnel can all benefit from this tutorial.
James Whittaker - Pursuing Quality-You Won't Get There - EuroSTAR 2011TEST Huddle
EuroSTAR Software Testing Conference 2011 presentation on Pursuing Quality-You Won't Get There by James Whittaker. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
Derk-Jan de Grood - 9 Causes of losing valuable testing time - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on 9 Causes of losing valuable testing time by Derk-Jan de Grood. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
Lessons learnt Integrating Test into the Agile LifecycleTEST Huddle
Despite extensive uptake in Agile and more recently Lean approaches, many teams and organisations still struggle to achieve a required level of software quality. This presentation will highlight a number of the key real world mistakes being make by organisations and their development teams in relation to integrating test into the agile lifecycle and suggest ways to improve.
This webinar explores issues relating to:
- The perceived value of testing in agile teams and organisations
- The meaning of cross-functional and how this impacts on testers and testing
- Integrating test competency into an agile team – team and organisational issues.
- How to cope without the traditional independent test manager/lead roles
- Release and feature level thinking – planning for optimum integration of test
- Avoiding the mini waterfall in Sprints/iterations where testing is squeezed at the end of the timebox
- Stories, acceptance criteria and ‘Acceptance’ level TDD
- What ‘done’ looks like from a test perspective
ATDD And BDD The Great Beat Down…or…DebateTEST Huddle
Bob and Mary discuss the differences and relationships between ATDD (Acceptance Test Driven Development) and BDD (Behavior Driven Development). They debate whether the user story or automated tests should come first in the development process. Mary explains how Cucumber can be used to automate acceptance tests by linking feature files written in plain text to code implementations. They conclude by emphasizing the importance of collaboration and conversation between developers, testers and product owners in emerging requirements.
I believe that our existing models of testing are not fit for purpose – they are inconsistent, controversial, partial, proprietary and stuck in the past. They are not going to support us in the rapidly emerging technologies and approaches. The certification schemes that should represent the interests and integrity of our profession don’t, and we are left with schemes that are popular, but have low value, lower esteem and attract harsh criticism. My goal in proposing the New Model is to stimulate new thinking in this area.
eurostarconferences.com
testhuddle.com
Emerging Trends in Testing - Conclusions from the 2013-2014 World Quality ReportTEST Huddle
View webinar: http://www.eurostarconferences.com/community/member/webinar-archive/webinar-82-emerging-trends-in-testing---conclusions-from-the-2013-2014-world-quality-report
How does your company stack up to the industry in software quality and testing? For instance, did you know that, despite the rapid rise in mobile testing (from 31% in 2012 to 55% in 2013), close to half of respondents this year report that they still lack mobile testing experts...
Mark your calendar for a dynamic 30-minute discussion with Capgemini and HP where we'll share results from the World Quality Report. This report is the industry's most comprehensive annual research study focused on insights about the latest trends and best practices in application quality assurance, testing methodologies, tools, and QA processes. The report is based on more than 1,500 telephone interviews with CIOs, CFOs, IT directors and managers and QA directors across 25 countries.
During this event you'll hear actionable highlights of the findings on topics including:
• Testing in the cloud
• Mobility & security testing
• Managing Agile distributed testing organizations and testing CoEs
• Test automation
• Quality metrics
• ReportingMike Cooper
This insightful discussion co-author of the World Quality Report, Makarand Teje, Senior Vice President, Applications, Capgemini is joined by Michael Cooper, HP Software QA and Testing Evangelist.
"Experiences Of Test Automation At Spotify" with Kristian KarlTEST Huddle
View webinar: http://www.eurostarconferences.com/community/member/webinar-archive/webinar-87-experiences-of-test-automation-at-spotify-
At Spotify, we want the manual testing effort to be focused as much as possible at feature testing, less on regression tests. But we still have to do regression. So, we tried to automate a big chunk of that. Regression tests are run on our Desktop, Android, iOS and WebPlayer clients, and also some backend services.
I will share with you how far we have come. What techniques, tools and methodologies we have tried. What experiences has been good, and what has been not that good.
Fredrik Rydberg - Can Exploratory Testing Save Lives - EuroSTAR 2010TEST Huddle
EuroSTAR Software Testing Conference 2010 presentation on Can Exploratory Testing Save Lives by Fredrik Rydberg. See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
EuroSTAR Software Testing Conference 2012 presentation on Agile Testing Isn’t Risking It by Bram Bronneborg.
See more at: http://conference.eurostarsoftwaretesting.com/past-presentations/
The Core of Testing – Dynamic Testing Process – According to ISO 29119 with...TEST Huddle
Testers like to test! But sometimes it is difficult to get to grips with what testing really is; and it can be an overwhelming experience to be handed over a system and asked to test it. Where should you start? What should you test? How should you test it? In this webinar we will go through the dynamic testing process (as defined in ISO 29119 Standard for Software Testing) step by step. This will give an in-depth understanding of what the dynamic testing activities: Test Design and Implementation, Test Environment Set-up, and Test Execution, consist of. You can choose to perform the activities formally or informally, but no matter how you do it, understanding the activities and their purpose will enhance the quality of your testing.
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
Capital Budgeting Techniques (Investment Decision Rules) (Measuring Return on Investment)
This document discusses various capital budgeting techniques used to evaluate long-term investment projects, including net present value (NPV), internal rate of return (IRR), payback period (PP), discounted payback period (DPP), and profitability index (PI). It provides examples of how to calculate these metrics and compares their strengths and weaknesses in accepting or rejecting investment projects.
This chapter discusses various capital budgeting techniques for evaluating investment projects. It recommends using net present value (NPV) as the best approach, as NPV accounts for the timing of cash flows and uses the required rate of return to discount future cash flows. The chapter covers payback period and internal rate of return (IRR) but notes limitations of both, such as payback ignoring the time value of money and IRR potentially yielding incorrect decisions for projects with non-standard cash flows. It also discusses profitability index and compares the strengths and weaknesses of different capital budgeting methods.
OL_06-07_IPE 4111_ Capital Budgeting.pptxSajibDas40
The document discusses capital budgeting, which is the process of planning and evaluating long-term investments. It covers key concepts like net present value (NPV), internal rate of return (IRR), payback period, and profitability index. The steps to capital budgeting are outlined as estimating cash flows, assessing risk, determining the cost of capital, and using methods like NPV and IRR to evaluate whether projects should be accepted. Examples are provided to illustrate how to calculate these metrics and address issues that can arise like mutually exclusive projects.
This chapter discusses various capital budgeting techniques for evaluating investment projects, including net present value (NPV), internal rate of return (IRR), payback period, and profitability index. It recommends using NPV as the primary decision rule, as NPV accounts for the time value of money and considers all cash flows. IRR can produce incorrect decisions for projects with multiple IRRs, differing scales of investments, or non-standard cash flow timing. Payback period ignores the time value of money.
This document discusses financial analysis techniques for project prioritization. It covers concepts like net present value (NPV), internal rate of return (IRR), return on investment (ROI), payback period, and time value of money. Formulas are provided for calculating future value, present value, NPV, and IRR. Examples are included to demonstrate how to use these techniques to evaluate and select between projects. The key message is that projects with higher NPV, IRR and ROI but lower payback period should be prioritized.
FIN534 Week 7 Scenario Script Forecasting Operations and Agency C.docxmydrynan
FIN534 Week 7 Scenario Script: Forecasting Operations and Agency Conflicts
Slide #
Scene/Interaction
Narration
Slide 1
Intro Scene
Slide 2
Scene 2
· Joe meeting the intern
· Conference room
· End of scene
FIN534_7_2_Joe-1: Hello everyone. I wanted to stop by and tell you how great of a job you are doing with this analysis. Your expertise in many financial areas has helped us in making our decision to expand.
Before we can move forward with this project, we want to be extremely confident that this move is the best choice for TFC.
FIN534_7_2_Linda-1: Joe, we have reviewed:
TFC’s financial statements; and
Calculated ratios and compared them to the industry averages;
Calculated TFC’s stock price using the constant growth model;
Calculated a required rate of return for TFC and used it for capital budgeting;
And we ran many calculations using the net present value, internal rate of return, the payback period, and evaluated our cash flows, to help in the decision making for this project.
So I have to ask, what can possibly be next?
FIN534_7_2_Joe-2: Linda, that is quite a list and I can see that a lot of work went into it this by you and your intern. The Strayer MBA program must be providing its students with the necessary concepts to translate to real-world applications. Let's use some more theory to analyze some more data BEFORE we make a decision. Remember, we are a conservative company, so we want to be confident before we make the ultimate decision which will change our present day TFC.
FIN534_7_2_Joe-3: What we want you to do with your intern is look at the financial planning side of TFC. There are two main pieces of the financial planning and they consist of the Operating Plan and the Financial Plan.
FIN534_7_2_Linda-2: Joe, you are right. We need to look at those areas before making a decision. So, our analyses need a little more work!
FIN534_7_2_Joe-4: Right! . But, we are getting close to a decision. Plus you and your intern are doing such a great job we don’t want you to impede your progress. Maybe in a hundred years?
<they laugh>
FIN534_7_2_Linda-3: Joe, you have that special touch of wanting to do more for the company. That is one of the reasons why it is such a great company to work for; and to workout. (laugh)
FIN534_7_2_Joe-5: That is simply the TFC way!
Don will be joining you in a bit to discuss the financial planning piece of the project. As always, good luck!
Slide 3
Scene 3
· Don in conference room
·
· Go to next slide
FIN534_7_3_Don-1: So Joe filled you in on your next part of the project of looking at both the Operating Plan and the Financial Plan.
The Operating Plan will look at TFC for future operations in our market segments and will focus on our sales and marketing strategies, growth opportunities and offerings. Typically an operating plan will focus on the immediate five years. Since we are doing a lot in the first year, we will focus on that time horizon. A lot of what-if analys ...
FIN534 Week 7 Scenario Script Forecasting Operations and Agency C.docxssuser454af01
FIN534 Week 7 Scenario Script: Forecasting Operations and Agency Conflicts
Slide #
Scene/Interaction
Narration
Slide 1
Intro Scene
Slide 2
Scene 2
· Joe meeting the intern
· Conference room
· End of scene
FIN534_7_2_Joe-1: Hello everyone. I wanted to stop by and tell you how great of a job you are doing with this analysis. Your expertise in many financial areas has helped us in making our decision to expand.
Before we can move forward with this project, we want to be extremely confident that this move is the best choice for TFC.
FIN534_7_2_Linda-1: Joe, we have reviewed:
TFC’s financial statements; and
Calculated ratios and compared them to the industry averages;
Calculated TFC’s stock price using the constant growth model;
Calculated a required rate of return for TFC and used it for capital budgeting;
And we ran many calculations using the net present value, internal rate of return, the payback period, and evaluated our cash flows, to help in the decision making for this project.
So I have to ask, what can possibly be next?
FIN534_7_2_Joe-2: Linda, that is quite a list and I can see that a lot of work went into it this by you and your intern. The Strayer MBA program must be providing its students with the necessary concepts to translate to real-world applications. Let's use some more theory to analyze some more data BEFORE we make a decision. Remember, we are a conservative company, so we want to be confident before we make the ultimate decision which will change our present day TFC.
FIN534_7_2_Joe-3: What we want you to do with your intern is look at the financial planning side of TFC. There are two main pieces of the financial planning and they consist of the Operating Plan and the Financial Plan.
FIN534_7_2_Linda-2: Joe, you are right. We need to look at those areas before making a decision. So, our analyses need a little more work!
FIN534_7_2_Joe-4: Right! . But, we are getting close to a decision. Plus you and your intern are doing such a great job we don’t want you to impede your progress. Maybe in a hundred years?
<they laugh>
FIN534_7_2_Linda-3: Joe, you have that special touch of wanting to do more for the company. That is one of the reasons why it is such a great company to work for; and to workout. (laugh)
FIN534_7_2_Joe-5: That is simply the TFC way!
Don will be joining you in a bit to discuss the financial planning piece of the project. As always, good luck!
Slide 3
Scene 3
· Don in conference room
·
· Go to next slide
FIN534_7_3_Don-1: So Joe filled you in on your next part of the project of looking at both the Operating Plan and the Financial Plan.
The Operating Plan will look at TFC for future operations in our market segments and will focus on our sales and marketing strategies, growth opportunities and offerings. Typically an operating plan will focus on the immediate five years. Since we are doing a lot in the first year, we will focus on that time horizon. A lot of what-if analys ...
http://finishedexams.com/homework_text.php?cat=15820
Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
This document discusses various financial measures for evaluating revenue opportunities and projects. It defines types of revenue including new, incremental, and retained revenue. It also discusses metrics like net present value, internal rate of return, payback period, and discounted payback period for assessing projects. Sample calculations are provided to illustrate how to forecast revenues and costs over several quarters and calculate net cash flow. Key considerations in choosing a project include risk, return on investment, net present value, and balancing highest reward with least risk.
Syed Ajmal is seeking a role as a financial analyst. He has over 10 years of experience in finance and accounting roles including budgeting, forecasting, and portfolio management. Currently, he works as a Senior FinOps Analyst at Amazon where he is responsible for accounts payable for various regions. Previously, he worked at Franklin Templeton and Wipro in accounting roles where he gained experience in accounts payable, accounts receivable, financial reporting, and expense management. He has expertise in ERP systems like Oracle and PeopleSoft.
THIS IS THE DISCUSSION PART PLEASE READ AND FOLLOW INSTRUCTIONS PU.docxamit657720
This document discusses calculating the required rate of return for TFC stock using the Capital Asset Pricing Model. It then uses the required rate of return to value TFC stock using the constant growth model. The intern calculates TFC's required rate of return to be 15% based on a risk-free rate of 3%, market risk premium of 18%, and TFC's beta of 0.8. Using this required rate of return and assumptions of a 10% dividend growth rate and initial $10 dividend, the intern values one share of TFC stock at $220. Management confirms the current market price is $220.65, indicating the stock is fairly valued.
FIN534 Week 4 Scenario Script The CAPM and Market Efficiency and.docxmydrynan
FIN534 Week 4 Scenario Script: The CAPM and Market Efficiency and
Valuing Common Stocks
Slide #
Scene/Interaction
Narration
Slide 1
Scene 1
Opening slide
Slide 2
Scene 2
· Don and Linda in Parking Lot Before Work
· Show Strayer banner
· End of scene
FIN534_4_2_Don-1: I see you are here bright and early as usual.
You and your intern have been doing fabulous work. We are looking for someone like your intern to come on board, but I would like to see your intern work on some more projects before we consider extending an offer.
FIN534_4_2_Linda-1: Of course, I understand Don. So far, our intern has done excellent work. Strayer University is really teaching its students well. Our intern has seemingly learned the concepts taught in class and has been able to apply here on the job.
Slide 3
Scene 3
· Don and Linda in front of TFC
·
· Go to next slide
FIN534_4_3_Linda-1: Don, you mentioned some more work?
FIN534_4_3_Don-1: Yes, Linda. Since TFC went public, we have always considered our stockholder risk averse, as they want to see their investment grow but without a lot of risk. Based on the ratio analysis you showed me, it seems we have been doing just that. However, this expansion project is not revealing the same picture. When Joe talks to our investors, he wants to be able to explain why this project is good for TFC’s future even though financially, it may not seem like the best move. With that, I would like you and your intern to come up with the expected rate of return that our investors are currently benefiting from their equity. This will also be our required rate of return for the project, as we have to give the investors a return on their investment.
FIN534_4_3_Linda-2: Sounds great Don. Let’s go inside. I am going to meet the intern in the conference room to discuss our next project.
Slide 4
Scene 4
· Linda In conference room
· Show CAPM acronym
· Equation on slide TFC’s Required Rate of Return = Risk-free rate + Risk premium
· Go to next slide
FIN534_4_4_Linda-1: I just met with Don and he has given us another project. He asked that we calculate TFC’s expected rate of return, which is also the required rate of return for our stockholders. In order to do that we are going to use the Capital Asset Pricing Model, or CAPM. With the help of the Security Market Line, or SML, we will use inputs to calculate the required rate of return. In general the required rate of return for TFC will be a risk-free rate plus some additional market premiums. When we put it all together, we will come up with our required rate of return.
FIN534_4_4_Linda-2: Our formula can be thought of as the required rate of return for TFC is equal to the risk-free rate plus a risk premium for TFC’s stock.
Slide 5
Scene 5
· In conference room
· List components and equation
· RTFC = rRF + betaTFC x RPM
· Linda discusses the variables
Go to next slide
FIN534_4_5_Linda-1: In order for us to calculate the required rate of return, let’s go ove ...
The document discusses various capital budgeting techniques used to evaluate investment projects. It defines capital budgeting as the process of analyzing projects whose returns extend beyond one year. Some key techniques discussed include net present value (NPV), which takes the time value of money into account and accepts projects with positive NPV. Internal rate of return (IRR) calculates the discount rate that makes the NPV equal to zero. Payback period is the number of years to recover the initial investment without considering time value, while discounted payback period discounts future cash flows. The document provides examples of calculating these techniques.
Best practices to include in your OpenERP implementation contracts. Sandro Bo...Odoo
This document provides best practices for OpenERP implementation contracts between OpenERP publishers and partners. It recommends an 85-15% revenue split that favors partners. It advises partners to sell packaged implementations using out-of-the-box OpenERP functionality to speed up sales cycles and revenue. It also recommends selling pre-implementation analysis services and Odoo Enterprise subscriptions to protect projects from unexpected issues and secure long-term customer relationships.
FIN534 Week 6 Scenario Script How to use the Different Capital Bu.docxmydrynan
FIN534 Week 6 Scenario Script: How to use the Different Capital Budgeting Methods, and Identifying Relevant Cash Flows
Slide #
Scene/Interaction
Narration
Slide 1
Intro Slide
Slide 2
Scene 2
· In Don’s office
· Maybe Fitness Olympic banner
· Situation room
· End of scene
Don: Hi Linda, how was your workout? I knew I would see you exercising before work.
Linda: That is right Don. Our annual Fitness Olympics challenge is coming up and I want to be in shape for it.
Don: I forgot about the company Fitness Olympics.
Linda: Well, I did not forget. Last year our department just missed out on the top honors. This year we are planning on being the winning department. I may even try to recruit our intern!
Don: Great attitude, Linda.
Don: Before the Fitness Olympics, we still have a lot of work to do concerning this expansion project and whether or not we should go with it. Things are starting to move quickly. Recently, I heard from Joe and he wants us to do some capital budgeting analyses on the project. This analysis may be our make or break analysis for the project so we really need to be detailed.
Linda: Okay Don. The intern and I are right on it. I plan on meeting the intern in the “Situation Room”. We dubbed the conference room that name as we are constantly making informed decisions.
Slide 3
Scene 3
· Linda in conference room
·
· Go to next slide
Linda: We have our hands full. The project is getting close to decision making time. Joe and Don want us to analyze the proposed expansion project from a capital budgeting standpoint. Currently, we have completed many internal analyses on TFC. Now, we must look at the viability of the expansion project. Capital budgeting does just that. At the end of it, we should have a better idea of what our recommendation would be.
Linda: Capital budgeting can be done whenever there is an initiative to invest in assets for the long term. Our project is doing just that. We want to be confident in our decision as this project is for the long term and is costly. Don is going to be joining us with the expected cost of the project.
Slide 4
Scene 4
· Don in conference room with papers in hand?
· Show on the papers - seven hundred fifty million dollars
· Go to next slide
Don: Hello all. With this expansion project we will double in asset size. But it comes with a price. The Accounting Department told us that the projected price to expand out West is seven hundred fifty million dollars. I also have the projected cash flow numbers. Now, I need the both of you to determine if we should proceed with the expansion. To do so you will need to use many capital budgeting techniques to arrive at a highly confident decision. Good luck! The faith of this expansion and the future success of TFC depend on your analysis.
Linda: Don, the Intern and I will begin working on this now!
Slide 5
Scene 5
· Linda In conference room (Don not in room)
· Net Present Value
· WACC =10.92%
· G ...
FIN534 Week 6 Scenario Script How to use the Different Capital Bu.docxssuser454af01
FIN534 Week 6 Scenario Script: How to use the Different Capital Budgeting Methods, and Identifying Relevant Cash Flows
Slide #
Scene/Interaction
Narration
Slide 1
Intro Slide
Slide 2
Scene 2
· In Don’s office
· Maybe Fitness Olympic banner
· Situation room
· End of scene
Don: Hi Linda, how was your workout? I knew I would see you exercising before work.
Linda: That is right Don. Our annual Fitness Olympics challenge is coming up and I want to be in shape for it.
Don: I forgot about the company Fitness Olympics.
Linda: Well, I did not forget. Last year our department just missed out on the top honors. This year we are planning on being the winning department. I may even try to recruit our intern!
Don: Great attitude, Linda.
Don: Before the Fitness Olympics, we still have a lot of work to do concerning this expansion project and whether or not we should go with it. Things are starting to move quickly. Recently, I heard from Joe and he wants us to do some capital budgeting analyses on the project. This analysis may be our make or break analysis for the project so we really need to be detailed.
Linda: Okay Don. The intern and I are right on it. I plan on meeting the intern in the “Situation Room”. We dubbed the conference room that name as we are constantly making informed decisions.
Slide 3
Scene 3
· Linda in conference room
·
· Go to next slide
Linda: We have our hands full. The project is getting close to decision making time. Joe and Don want us to analyze the proposed expansion project from a capital budgeting standpoint. Currently, we have completed many internal analyses on TFC. Now, we must look at the viability of the expansion project. Capital budgeting does just that. At the end of it, we should have a better idea of what our recommendation would be.
Linda: Capital budgeting can be done whenever there is an initiative to invest in assets for the long term. Our project is doing just that. We want to be confident in our decision as this project is for the long term and is costly. Don is going to be joining us with the expected cost of the project.
Slide 4
Scene 4
· Don in conference room with papers in hand?
· Show on the papers - seven hundred fifty million dollars
· Go to next slide
Don: Hello all. With this expansion project we will double in asset size. But it comes with a price. The Accounting Department told us that the projected price to expand out West is seven hundred fifty million dollars. I also have the projected cash flow numbers. Now, I need the both of you to determine if we should proceed with the expansion. To do so you will need to use many capital budgeting techniques to arrive at a highly confident decision. Good luck! The faith of this expansion and the future success of TFC depend on your analysis.
Linda: Don, the Intern and I will begin working on this now!
Slide 5
Scene 5
· Linda In conference room (Don not in room)
· Net Present Value
· WACC =10.92%
· G ...
Mohamed Elwardani is a resourceful software tester with over 5 years of experience in Egypt. He has a bachelor's degree in accounting and various testing certificates. His skills include test planning, quality assurance, manual and automation testing. He is currently a senior software tester at Efinance and has worked on numerous projects there. Previously he held customer service roles at banks and a factory.
This document discusses various financial measures for evaluating projects and revenue types. It presents examples of calculating new revenue, incremental revenue, retained revenue, and operational efficiencies over multiple quarters. The document also summarizes key financial metrics like net present value, internal rate of return, payback period, and discounted payback period and discusses their pros and cons for project evaluation. Finally, it analyzes three sample projects based on their net present value, risk, and return on investment.
Sheet1TFC Capital Budgeting Analysis - Week 6 ScenarioENTER CORREC.docxlesleyryder69361
Sheet1TFC Capital Budgeting Analysis - Week 6 ScenarioENTER CORRECT DATA IN YELLOW-CODED CELLS($600,000,000)Projected Expansion Cost8.50%WACC012345Year($600,000,000)($2,500,000)$175,000,000$200,000,000$150,000,000$300,000,000Cash flows($602,500,000)($427,500,000)($227,500,000)($77,500,000)0.258Cumulative cash flows$10,681,917NPV9.03%IRR8.88%MIRR4.258Payback years
Sheet2
Sheet3
Sheet4
Sheet5
Sheet6
Sheet7
FIN534 Week 6 Scenario Script: How to use the Different Capital Budgeting Methods, and Identifying Relevant Cash Flows
Slide #
Scene/Interaction
Narration
Slide 1
Intro Slide
Slide 2
Scene 2
· In Don’s office
· Maybe Fitness Olympic banner
· Situation room
· End of scene
Don: Hi Linda, how was your workout? I knew I would see you exercising before work.
Linda: That is right Don. Our annual Fitness Olympics challenge is coming up and I want to be in shape for it.
Don: I forgot about the company Fitness Olympics.
Linda: Well, I did not forget. Last year our department just missed out on the top honors. This year we are planning on being the winning department. I may even try to recruit our intern!
Don: Great attitude, Linda.
Don: Before the Fitness Olympics, we still have a lot of work to do concerning this expansion project and whether or not we should go with it. Things are starting to move quickly. Recently, I heard from Joe and he wants us to do some capital budgeting analyses on the project. This analysis may be our make or break analysis for the project so we really need to be detailed.
Linda: Okay Don. The intern and I are right on it. I plan on meeting the intern in the “Situation Room”. We dubbed the conference room that name as we are constantly making informed decisions.
Slide 3
Scene 3
· Linda in conference room
·
· Go to next slide
Linda: We have our hands full. The project is getting close to decision making time. Joe and Don want us to analyze the proposed expansion project from a capital budgeting standpoint. Currently, we have completed many internal analyses on TFC. Now, we must look at the viability of the expansion project. Capital budgeting does just that. At the end of it, we should have a better idea of what our recommendation would be.
Linda: Capital budgeting can be done whenever there is an initiative to invest in assets for the long term. Our project is doing just that. We want to be confident in our decision as this project is for the long term and is costly. Don is going to be joining us with the expected cost of the project.
Slide 4
Scene 4
· Don in conference room with papers in hand?
· Show on the papers - seven hundred fifty million dollars
· Go to next slide
Don: Hello all. With this expansion project we will double in asset size. But it comes with a price. The Accounting Department told us that the projected price to expand out West is seven hundred fifty million dollars. I also have the projected cash flow numbers. Now, I need the both of you to determi.
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Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...
Anne Mette Hass - I Don't Want To Be A Tester Anymore - EuroSTAR 2010
1. I Don’t Want To Be A Tester Any More! Merging requirements engineering and testing to everybody’s benefitEuroSTAR 2010 Session T5Anne Mette HassDELTA Axiom
3. 3
Testers are always unhappy
Plan at project start
development test
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Plan under development
development Plan at test start
development test
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Plan at project start
development test
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test
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Plan under development
development Plan at test start
development test
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Plan at project start
development test
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Plan under development
development Plan at test start
development test
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6. 6
I want to be at Boris Beizer Mental Level 4
Phase 4: A mental discipline that results in low-risk software without much testing effort. In this phase testers view themselves as disciplined professionals whose task is to support the development of highly testable, low risk software.
7. 7
I want to be an expectation engineer
But I don’t want to be a tester,
16. 16
Elicitation Result Example
We never give rebates to first timers!
For the standard subscribers we only give rebate from the 5th subscription –that rebate is 5%.
The loyals gets 10% on the standard price.
REMEMBER:Always add a delivery fee! Obviously not on the web-version, but otherwise 5 E. if the subscriber lives within 10 kilometers, and 7.5 E. if he lives within 20 kilometers. Other people living in this country must pay 10 E. for delivery. If somebody lives abroad we’ll have to figure out what the delivery fee should be on a case to case basis –ask Hugo.
17. 17
Corresponding
expectations
1st aspect domains 2nd aspect domains MAMP is expected to L
Type
First subtract no rebate 1
Regular no. of subsc. *1
= 3 subtract no rebate 2
> 3 < 4 subtract no rebate 3
= 4 subtract no rebate 4
= 5 subtract 5% 5
>5 < 10 subtract 5% 6
= 10 subtract 5% 7
Loyal subtract 10% 8
Postal code *2
[210, 215,
220, 225]
add 5 Euro 9
230 to 300 add 7.5 Euro 10
all other
country
here add 10 Euro 11
abroad ensure that the
secretary enters a
delivery fee, before the
subscription becomes
accepted,
12
inform the subscriber
of the situation
13
Notes:
*1 We know from elsewhere
that a standard subscriber
has between 3 and 10
subscriptions, incl.
*2 These are the postal codes
representing 10, respectively
20 kilometers from Minitown.
18. 18
and examination schedule (extract)
Procedure
Step +
Tracing
Actions and input Examination of result Actual
result
1 Start creating a new
subscription.
[SE 54]
L1
Check that no rebate is
subtracted from the price.
2
[SE 54]
L9
Accept the subscription. Check that a delivery fee of 5
Euro is added to the price.
ID Purpose Estimated
duration:
2.1.1 The purpose is to examine the rebate and delivery fee calculation for
subscribers who are first-timers and loyal, and living within 10 km
or more than 15 km away.
10 min.
Preconditions:
A user (User A) who is a first-timer living within 10 km must exist in the database.
A user (User B) who is a loyal living more than 15 km away must exist in the database.
User A is logged on.
Examination Log
Date: Initials: Examination item: OK /
Not OK
Comments: