Conference Presentations

STARWEST 2018 Improve Planning Estimates by Reducing Your Human Biases
Slideshow

Are you puzzled about why your estimate turned out wrong, or stressed from working to meet an impossible deadline? Some teams on inaccurately estimated projects suffer stress, burnout, and poor quality as pressure is applied to stick to an unrealistic schedule. Such project teams also descend into irrational decision-making—with potentially catastrophic consequences. Frustratingly, even when teams perform well, they are often judged by their failure to meet impossible deadlines. Andrew Brown will show how estimation errors are caused not just by new technology or intentionally manipulated estimations, but also from limitations in the way we think. Andrew will explain how cognitive biases contribute to estimation errors and show how to mitigate these biases. Learn how the planning fallacy, anchoring effect, and optimistic bias contribute to estimation errors and lead to irrational decision-making.

Andrew Brown
STARWEST 2018 Why "Why...?" Can Be the Most Important Question for QA to Ask
Slideshow

To test a product, there are so many questions to ask, and so little time in which to ask them. More often than not, we get caught up in the who, what, when, and how, but Jane Jeffers from Riot Games explains that “why…?” questions can be the most important ones to ask when it comes to QA work. When missing the whys, we can wind up only focusing on specific details like who needs to do the work or when our deadlines are, and subsequently lose the bigger picture of why a project matters, and why we do what we do. Learn some of the key ways that you can ask why for product, for process, and for people, and how the answers you get will help you with everything from how to devise your overall test strategy to how you communicate with your teammates to get them thinking about quality.

 

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Jane Jeffers
STARWEST 2018 What Aircrews Can Teach Testing Teams
Slideshow

United Flight 232 should have crashed with all 296 lives lost. Asiana Flight 214 should not have crashed at all. But the reality is very different. Peter Varhol and Gerie Owen explain that the critical difference between the two flights was the interactions of their respective aircrews. United Flight 232 divided up responsibilities and worked as a team, using Aircrew Resource Management (ARM) to guide how the crew behaved during the flight, and especially in a crisis. Asiana Flight 214 deferred to the captain, neither communicating nor questioning his decisions in crisis. ARM helps cockpit crew members work together to best utilize the whole team’s skills to make flights safe. Using ARM principles, a testing team can bring their project safely home. The leader of a team is the final authority, but leaders must acknowledge team members’ knowledge and experience. This can make the difference between success and failure.

Peter Varhol
STARWEST 2018 Building a Modern DevOps Enterprise Testing Organization
Slideshow

The DevOps movement is front and center across enterprises. Companies with mature systems are breaking down siloed IT departments and federating them into product development teams and departments. Testing and its practices are at the heart of these changes. Traditionally, development organizations have been filled with mostly manual testers and a limited number of automation and performance engineers. Adam Auerbach says this has to change. To keep pace with development in the new “you build it, you own it” environment, testing teams and individuals must develop new technical skills and even embrace coding in order to stay relevant and add more value to the business. Based on his experiences at Lincoln Financial and Capital One, Adam explores what the DevOps movement is all about, its core values, and proven patterns for how testing must evolve.

Adam Auerbach
STARWEST 2018 Help! I am Drowning In 2 Week Sprints....Please Tell Me What NOT to Test!
Slideshow

Sometimes we allow ourselves to drown in work… Mary Thorn hears it all the time: testers complaining at retrospectives to their teams that they do not have enough time to test everything. She often sees testers work overtime the last week of a sprint to ensure the definition of done is accomplished. Why do they do this? Why do we, as testers, enable the bad behaviors of “Scrummerfall” or a lack of whole-team ownership of quality? Mary aims to arm testers with techniques that allow them to test smarter, not harder, and enable the testers and the team to have better conversations that make it clear what they are testing in the sprint. Most importantly, she wants you to come out of her session being able to answer the question, “What are you not going to test this sprint?” Take home some approaches that allow you to swim, not sink, by focusing your own and your team’s efforts.

Mary Thorn
STARWEST 2018 7 Fundamentals of a Successful Testing Team
Slideshow

You want to build an effective testing team, but you’re asking yourself, “Where do I begin?” Greg Paskal, a quality assurance engineer with over thirty years of testing experience, shares seven keys to building a successful testing team. Learn the fundamentals every tester should know and how to build upon them to achieve an effective manual and automated testing strategy. Greg’s minimal essential testing strategy (METS), coupled with his proven experience, will help you build an amazing testing organization. Greg will provide specific instruction through each of these seven areas, including fundamentals of software testing, how to begin implementing and executing the METS manual test strategy, outfitting your manual test team with automated testing, and the importance of building strategic partnerships across your IT and technology organization.

Greg Paskal
STARWEST 2018 What You Can't Measure, You Can't Improve: Measurements for a Continuous Delivery Organization
Slideshow

Ashwin Desai has faced the daunting challenge of using measurements and metrics to assess and improve product quality through process change. Join him as he shares what he learned on the journey to move the sports technology firm Hudl from a reactive approach to quality to quantitative, data driven, proactive means to improve product quality. Just as Hudl itself provides the ability for coaches and teams to analyze and improve their performance based on data, they wanted to move the teams building Hudl to use the same approach to improve quality. Ashwin shares how they selected measurements, the work agile teams completed to get buy-in for the measurements, and how the data was normalized to provide understanding of the quality of each initiative and the variance between them.

Ashwin Desai
Agile Dev West 2018, Better Software West 2018, DevOps West 2018 Unlocking Retrospectives
Slideshow

Retrospectives empower teams to learn and improve. But many teams fail to reach their true learning potential. Ryan was part of a team that held retrospectives for a year and a half to fix one line of code. Through the story of this team, he will show you how they turned their retrospectives from a meeting with meaningless action items to one that accomplished a meaningful improvement. Ryan will explore the resistance that was met and how it was overcome. He will show how to shift to a hypothesis-driven retrospective that to guides specific improvements and learning goals. His team made significant changes to their retrospectives and were rewarded with a radical improvement. Breaking through their retrospective impediments and finally embracing a learning mindset empower Ryan's team to fix the legacy line of code that had held the team back for over year.

Ryan Latta
Agile Dev West 2018, Better Software West 2018, DevOps West 2018 Removing Impediments and Cultivating a Culture of Feedback
Slideshow

As agilists, we know the importance of open, candid feedback for agile teams to be continuously improving. This talk will share how impediments, such as unconscious biases and a person’s level of self-confidence, can impact the feedback and learning cycle. Participants will learn why there are positive and negative reactions when feedback is given, the difference between a defensive (fixed) and accepting (growth) mindset, how age, self-confidence and gender biases influence an individual’s mindset and other impediments that can impact a team member’s ability to provide candid feedback.

Joanna Vahlsing
Agile Dev West 2018, Better Software West 2018, DevOps West 2018 I Manage an Agile Team. Am I Obsolete?
Slideshow

Agile and Scrum Teams are self-organizing and self-managing. As a line manager, what's left to do? Traditionally, managers are responsible for the output of their teams. Sometimes they're even responsible for the for a team's delivery that they do not have direct oversight. This model is flawed. People are complex, a team of people is a complex system. May as well try to manage the weather. To get a handle on the complexity of teams, managers need to act differently in how they lead others. In other words, managers of agile teams will fail if they do not shift their thinking from management to leadership. We can't manage the complexity but we can help people navigate it. Just as we can't stop it from raining, we help teams find umbrellas and take supportive actions when things begin to flood.

Robert Pieper

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