|
|
STARWEST 2005: Testing Outside the Bachs: A Hands-On Exploratory Testing Workshop Simply put, exploratory testing means designing your tests as you perform them. When it's done well, it's a fantastically productive and rewarding approach to testing. However, to do it well requires training, practice, and discipline. Lecture presentations about exploratory testing are a poor substitute for seeing it and doing it. So ... plan to bring your laptop to this session and test along with James Bach and Jon Bach as they demonstrate exploratory testing in a live testing workshop. Participate or just observe as exploratory testing is performed in real time with play-by-play and color commentary. Learn how to bring structure to this apparently unstructured testing method. See if you can find bugs that they do not find as you test "outside the Bachs"!
|
Jon Bach, Quardev Laboratories
|
|
|
Test Driven Development - It's Not Just for Unit Testing Test-driven development (TDD) is a new approach for software construction in which developers write automated unit tests before writing the code. These automated tests are always rerun after any codes changes. Proponents assert that TDD delivers software that is easier to maintain and of higher quality than using traditional development approaches. Based on experiences gained from real-world projects employing TDD, Peter Zimmerer shares his view of TDD's advantages and disadvantages and how the TDD concept can be extended to all levels of testing. Learn how to use TDD practices that support preventive testing throughout development and result in new levels of cooperation between developers and testers. Take away practical approaches and hints for introducing and practicing test-driven development in your organization.
|
Peter Zimmerer, Siemens
|
|
|
Systematic Techniques for Fault Detection and Isolation Selecting the appropriate testing techniques and test cases improves test efficiency, reduces time to market, and gives you confidence that the system is ready to ship. Using real-world case studies as examples, Madhav Phadke explains the fundamentals of robust test case selection and how code coverage can improve your test results. He discusses ways for testers to support debugging and faster repairs by isolating defects to a specific part of the software. Learn to select test outputs based on "total function evaluation" rather than end customer outputs and ways to use orthogonal arrays for testing combinations of parameters. Take away a list of free or inexpensive tools that can speed up your testing process.
|
Madhav Phadke, Phadke Associates
|
|
|
Don't Wait, Innovate! Our test teams often struggle for so long ... to do so much ... with so little, and they usually manage to just squeak by. In the next cycle when asked to do even more with even less, they are likely to fail. Working harder and smarter isn't enough-the rules of the game must change. Innovation is the currency of success. Using his experiences from several years of success (and a few months of failure) in driving innovation, Heath Newburn will show you how-through innovation-you can drastically increase your team's value and your contributions to your organization. Uncover the secrets to managing change and learn: how to systematically create innovation and foster creativity, how to generate ideas and use your whole team to identify and build on the best of those ideas, how to implement a plan for success, and how to overcome the inevitable obstacles with the six secrets "they" don't want you to know.
|
Heath Newburn, IBM Global Services
|
|
|
STARWEST 2005: Interpersonal Skills for Working with Business Stakeholders As a professional test manager or test engineer, you must keep up with the latest test techniques, management practices, and systems technologies. But that is not enough. You also must interact with-and more importantly learn to influence-executive managers and other non-technical project stakeholders. Even today in many companies, testing and test management are not well understood and are under-appreciated by non-technical people. Now is the time for you to take action and do more than simply "get along" in your organization. Join Robert Sabourin for a lively session on developing your interpersonal skills, including the skills of communication, persuasion, problem solving, and teamwork. Discover new ways to work harmoniously with non-technical people while efficiently and effectively getting your important testing job done.
|
Robert Sabourin, AmiBug.com Inc
|
|
|
Risk: The Testers Favorite Four Letter Word Identifying risk is important-but managing risk is vital. Good project managers speak the language of risk, and their understanding of risk guides important decisions. Testers can contribute to an organization's decision making ability by speaking that same language. Learn from Julie Gardiner how to evaluate risk in both quantitative and qualitative ways. Julie will discuss how to deal with some of the misconceptions managers have about risk-based testing including: Testing is always risk-based. Risk-based testing is nothing more than prioritizing tests. Risk-based testing is a one-time-only activity. Risk-based testing is a waste of time. And risk-based testing will delay the project.
|
Julie Gardiner, QST Consultants Ltd.
|
|
|
Building a Requirements Foundation with Customer Interviews Whether you are building a brand new product or evolving an existing system, understanding the business needs of your customers is the foundation of a marketable product or valuable internal application. Few of us are experts in interviewing techniques, and few customers talk about their tasks, needs, and context in neat, concise statements about requirements. Hone your elicitation skills and learn what it takes to get beneath the surface and understand your customers: their world, how they work, and what really bothers them. With effective interviewing techniques and skills, you will get inside their heads and better understand their needs within their context.
|
Esther Derby, Esther Derby Associates Inc
|
|
|
Project Driven vs. People Driven Technical Management Technical managers often find that their time is taken up by tasks that have the greatest urgency and those that seem to offer the most benefit. All too often our time is focused on project details to the detriment of building and retaining an excellent development team. Martin King's presentation illustrates people- and project-centered styles of management and the consequences of each. Learn the benefits of people-centered leadership and how to shift your style in this direction. Martin explores the issues of honest feedback, conflict resolution, recognition, rewards, performance appraisals, and life balance. By meeting the needs of the people on your team, you will likely be rewarded with hard working, loyal, and productive employees who want to achieve the goals of your current project-and who will be around for the next one.
|
Marty King, Hospira, Inc.
|
|
|
Life Rafts for a Drowning Project When time is of the essence and stress is high, it's easy to find your team drowning under the weight of impossible deadlines and spiraling requirements. Unfortunately, more projects go under due to poor management than for any other reason-and common responses to problems often make the situation worse, rather than better. The original sin of the software industry is the “tight, but doable” project schedule, caused by everything from market pressures to management perversity. Peter Clark shares the practical strategies he has used to return sanity to projects that seem hopelessly behind schedule and out of control. Learn to deal with and avoid mandatory overtime, task thrashing, distractions, scope creep, and more. By focusing on what is possible, you can re-energize the team and do the best job you can with the resources you have.
|
Peter Clark, Jervis B. Webb Co
|
|
|
Cut the Cards When You Play for Money: Overcoming Resistance to Risk Management In most organizations, the project game is not going particularly well-we continue high stakes wagers on business projects, but lose more often than we win. Sometimes the losses are staggering. Risk management practices have received increasing attention recently as a way to improve the odds, but there are limits to what risk management can do for an organization in the absence of committed executive sponsors. This session explores strategies for overcoming resistance to risk management and encourages thoughtful engagement between project managers and sponsoring executives as they consider hedging their bets with more effective approaches to risk.
|
Payson Hall, Catalysis Group Inc
|
