A zero bug policy (ongoing series)
Many teams struggle to cope with bugs effectively and focus mostly on releasing new features quickly. By following a zero bug policy -where bugs take priority over new features- you build in quality.
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Weekly newsletter about leadership, technology, books and anything else we felt compelled to share with others
Many teams struggle to cope with bugs effectively and focus mostly on releasing new features quickly. By following a zero bug policy -where bugs take priority over new features- you build in quality.
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“On October 29, 1969, the internet era began as UCLA Computer Science Professor Len Kleinrock sent the first message on ARPANET, a network of computers that would evolve to become the internet.
Five decades later, and 30 years since the World Wide Web brought the internet into the mainstream, global digital connectivity has fundamentally changed our world.”
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Conceived in 2019, the Ten Years Reproducibility Challenge dares scientists to find and re-execute old code, to reproduce computationally driven papers they had published ten or more years earlier.
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If keeping the pipeline running is so important, why do we sometimes ignore failures? Why do we put up with failing tests? What makes us turn a blind eye to broken steps? What stops us from taking action to fix the issues? (…) The failing steps are somebody else’s problem because we don’t want to see them, we don’t expect to see them, or we can’t explain them. In this article, you will find examples of such unpleasant steps along with some ideas and suggestions on how to improve them.
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“After a decade of shipping software projects in various environments, I have started to notice patterns on projects that are more successful than others. The most surprising thing I'm seeing is how actual, day to day project management methodology is not the most important predictor of project success. Instead, the things I observed making or break software projects are pretty universal and little to do with methodologies like Scrum, Kanban or Waterfall-style approaches.”
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Here are a few common signals that may indicate your test automation project is on the road to failure.
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Two articles describing the reasoning and the steps behind the idea of correlating software product delivery process performance metrics with community health and collaboration metrics as a way to engage execution managers so their teams participate in Open Source projects and Inner Source programs.
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These two articles represent a modest attempt to summarize and structure in 5 basic steps the process that an organization should go through to improve its delivery process performance at scale using Throughput and Stability as guiding lights.
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This post (…) reveals the chaos behind the often mindless, uncertain and inconsistent usage of issue types in many software projects. It shows why a conscious and purposeful application of issue types can lead to better code comprehensibility as well as better quality monitoring and decision making in projects. It suggests a minimal set of reasonable issue types along with understandable rules for their usage.
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“For years I’ve noodled around with various setups for a Python development environment. A couple of years ago I wrote about a setup I finally liked; this is an update to that post.”
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“While some companies offer management training in various forms (including classes on psychological safety, unbiased feedback, hard discussions, etc), I haven’t worked anywhere that’s offered classes on engineering management, which I think has its own unique challenges. What do you do when a team doesn’t want to use Project-Management-Software? What are some indicators that I can use to evaluate if my team is being productive? And the king of all management questions: how do you determine your priorities?”
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We can debate endlessly on who should do the testing and on what kinds of tests we should run. Ultimately, we need to remember that customers do not care about testing – they care about quality. (…) Our focus needs to be on customer value.
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Bug-free, “zero defect software” is a new boast/mantra I’m seeing and hearing more and more (…) from people in the industry who should know better. And who in fact do. Which I find very troubling.
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“In college, a professor’s goal is for everyone to learn. At a company, though, the goal is for the business to succeed. Learning, and teaching, are techniques used to reach that goal. It’s typically expected that the senior engineers teach as well as learn. So instead of letting those junior engineers figure it out on their own, give them a mentor. With a mentor, their straightforward projects will teach them more and they’ll deliver faster, too.”
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Without a list of criteria, how do we know when testing is done — or how to get there?
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