Engineering Higher Quality Through Agile Testing Practices The Agile Coach - 1 views
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Maintaining quality involves a blend of exploratory and automated testing. As new features are developed, exploratory testing ensures that new code meets the quality standard in a broader sense than automated tests alone. This includes ease of use, pleasing visual design, and overall usefulness of the feature in addition to the robust protections against regressions that automated testing provides.
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Exploratory testing is a risk-based, critical thinking approach to testing that enables the person testing to use their knowledge of risks, implementation details, and the customers' needs.
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On our development teams, QA team members pair with developers in exploratory testing, a valuable practice during development for fending off more serious bugs. Much like code review, we’ve seen testing knowledge transfer across the development team because of this. When developers become better testers, better code is delivered the first time.
10 Questions to Ask Your Customer for Written or Video Testimonials - 0 views
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How did you get involved with our company? What was the reason that you chose us?
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Tell me what your experience has been with our products/services? (Ask for the customer's experience and wisdom.)
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Can you think of a word or phrase that best describes your relationship with us? Why that particular word or phrase?
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"Questions to Ask Your Customer for a Written or Video Testimonial Give me a one-minute history of your career (or your success, or your business). (Get them relaxed and comfortable. Everyone loves talking about themselves.) How did you get involved with our company? What was the reason that you chose us? Was price more important that delivery, service, and quality? (This question gets to the value of the products/services you provide.) Tell me what your experience has been with our products/services? (Ask for the customer's experience and wisdom.) Can you think of a word or phrase that best describes your relationship with us? Why that particular word or phrase? How has working with us changed the way your company does business? Have you had our competitors knock on your door? If so, what did you tell them? Why would you recommend us to someone else? (This is the key part of the testimonial.) If someone called you and said "Why should I do business with XYZ company", what would you tell them?"
No QA? All QA! | AgileSparks - 0 views
How Google Sold Its Engineers on Management - 0 views
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A good manager: 1. Is a good coach 2. Empowers the team and does not micromanage (See the sidebar “How Google Defines One Key Behavior”) 3. Expresses interest in and concern for team members’ success and personal well-being 4. Is productive and results-oriented 5. Is a good communicator—listens and shares information 6. Helps with career development 7. Has a clear vision and strategy for the team 8. Has key technical skills that help him or her advise the team
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Employees with high-scoring bosses consistently reported greater satisfaction in multiple areas, including innovation, work-life balance, and career development
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high-scoring managers saw less turnover on their teams than the others did—and retention was related more strongly to manager quality than to seniority, performance, tenure, or promotions
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InfoQ: What is Velocity Good For? - 2 views
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Doubling velocity (story points done-done in each sprint) usually means we must improve several things:
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a clearer definition of done
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no [known] bugs escape the Sprint
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From the Agile Transformation Trenches: Culture Change with Pigs, not Chickens - 0 views
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Identify the technical leaders within projects; those that are “self-driven to produce quality results on time … combine technical ability with enough people skills …are trusted and respected by both their managers and fellow developers, are determined to make the team succeed, and usually live the work.” (Chief programmers, Chapter 2: A Practical Guide to FDD).
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Sell them the vision: if you cannot sell these people on the benefits to them, their colleagues and the organization of the new way of working then something is wrong
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Provide in-depth training and on-going coaching. It is better to have a single lead person trained in-depth who can coach his teammates through the basics than to have the whole team trained on the basics with no-one on the team to turn to when the basics are not enough.
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Agile Product Manager in the Enterprise (5): Responsibility 3 - Maintain the ... - 0 views
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The Roadmap consists of a series of planned release dates, each of which has a theme and a prioritized feature set.
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While it is a simple thing mechanically to represent the Roadmap, figuring out the content for anything beyond the next release is another matter entirely. The topic of what else the team plans to ship and when can be a fascinating and contentious topic in agile
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the easiest way to think about the Roadmap is that it is an output, rather than an input to the Release Planning process.
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Agile Resources: Velocity | VersionOne - 0 views
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Does maximum velocity mean maximum productivity? Absolutely not. In an attempt to maximize velocity, a team may in fact achieve the opposite. If asked to maximize velocity, a team may skimp on unit or acceptance testing, reduce customer collaboration, skip fixing bugs, minimize refactoring, or many other key benefits of the various Agile development practices. While potentially offering short-term improvement (if you can call it that), there will be a negative long-term impact. The goal is not maximized velocity, but rather optimal velocity over time, which takes into account many factors including the quality of the end product.
Ideal Training for Enterprise-Scale Agility? « Scaling Software Agility - 0 views
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training strategy for a significant enterprise that is contemplating an “all in” (immediate and across the entire company) enterprise scale transformation approach
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for the enterprise, a combination of team-based and role-based training that would touch every practitioner is ideal
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all team practitioners receive a minimum of two days of agile training, (agile team training for the each team in the enterprise)
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GE Healthcare Goes Agile | Dr Dobb's - 0 views
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we operate in a highly regulated environment so there are a number of additional quality and regulatory steps that must be completed before we can accept a "user story"— that scenario written in the business language of the user that captures what he or she wants to achieve. Therefore, our "definition of done" — that is, the list of activities that add value to the product such as unit tests, code coverage, and code reviews — turned out to be lengthy.
Creating an Agile Culture to Drive Organizational Change - 1 views
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It is critical that everyone has the same understanding of, and commitment to, the desired outcome: a business that is reliable through predictable technology processes that deliver business agility. To do this, there needs to be a management commitment to develop a focused, on-going practice around the pursuit of organizational maturity. As part of this, gaps in skills and capabilities should be identified and positive action – training, coaching, process improvement and tools deployment – taken in order to close the gap
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the work force needs to understand the business drivers for Agility. They need to be challenged to improve their quality, improve their cycle times, to improve the frequency of releases and the value they deliver to the customer. They need to know how these things fit within the bigger picture and why improvement is their responsibility.
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To change a culture it's important to recognize that every knowledge worker makes decisions and takes actions that affect the performance of the business. The culture in the organization is the reflection of those decisions and actions.
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Permanent Link to Feature Flow - Increasing velocity using Kanban - 1 views
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team that had some problems getting their process right
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their velocity was decreasing and spirits were low. Luckily we managed to change our process by changing some basic Scrum practices and replacing some of them with Lean practices, inspired by the new Kanban articles and presentations. Productivity is now higher than ever and we can now focus on what really matters: product quality and customer satisfaction.
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one major issue: getting things done. The major symptom was the frustration of management and the team with the project. The first 3-week time box (sprint) ending with about 30% (!) of all features still in progress, when, of course, they should all have been done and ready for shipment.
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James Shore: The Art of Agile Development: Incremental Design and Architecture - 1 views
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when you first create a design element—whether it's a new method, a new class, or a new architecture—be completely specific. Create a simple design that solves only the problem you face at the moment, no matter how easy it may seem to solve more general problems
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Waiting to create abstractions will enable you to create designs that are simple and powerful.
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The second time you work with a design element, modify the design to make it more general—but only general enough to solve the two problems it needs to solve. Next, review the design and make improvements. Simplify and clarify the code. The third time you work with a design element, generalize it further—but again, just enough to solve the three problems at hand. A small tweak to the design is usually enough. It will be pretty general at this point. Again, review the design, simplify, and clarify. Continue this pattern. By the fourth or fifth time you work with a design element—be it a method, a class, or something bigger—you'll typically find that its abstraction is perfect for your needs. Best of all, because you allowed practical needs to drive your design, it will be simple yet powerful.
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