As a tester on an agile team, are you still creating lots of scripted test cases the old way? Are you still caught in the classic waterfall-always behind-while the rest of the team is doing Scrum and looking forward? Then, change course and work with your team to become a test specialist, coordinating testing rather than only doing testing. Henrik Andersson describes his experiences on a Scrum team and their transition to his test specialist role. To orchestrate such a change, they needed new tools and approaches. So, Henrik gives a short introduction to behavior-driven development. For developing automated unit tests, he describes how their team learned to write tests in English-like Gherkin notation. Then, he demonstrates Developers’ Exploratory Testing, in which the entire team tests together and shares joint responsibility for the quality of the software.

Is your company experiencing difficulty and frustration with its offshore project teams? Are your teams not consistently performing well? Are the results not what was expected? Gerie Owen shares her experiences in managing offshore test teams through each phase of the project cycle-from selecting the team and executing the project through presenting and documenting its results. Gerie explains how to assess the team’s knowledge and skill level. Because your offshore team members often are new to you, it is critical to recognize and handle training issues as early as possible. With the challenges of time zones, language, and cultural differences, Gerie addresses the critical issues of providing explicit direction and expressing clear expectations.

As if releasing a quality software project on time were not difficult enough, ineffective management practices when dealing with planning, people, and process issues can be deadly to a project. Presenting as a series of anti-pattern case studies, Ken Whitaker describes the most common deadly habits-and ways to avoid them. These seven killer habits are: mishandling employee incentives; attempting to make key decisions by consensus; ignoring processes and releasing too early; delegating absolute control to a project manager; taking too long to negotiate a project’s scope; releasing an “almost tested” product to market; and hiring someone who is not quite qualified-but whom everyone likes. Whether you are an experienced manager struggling with some of these issues or a new software manager, you’ll take away invaluable tips and techniques for correcting these software management habits-or better yet, avoiding them altogether.

When Keith Klain took over Barclays Capital Global Test Center, he found an organization focused entirely on managing projects, managing processes, and managing stakeholders—the last most unsuccessfully.