_DOES LEONARDODI CAPRIO SECRETELY WORK IN YOUR QA TEAM?

PAULINA JUREK

QA MANAGER

EDUCATION

IT Project Management (Postgraduate)

ISTQB

Poznan University of Technology

1.1

_ABOUT ME

_PART 1: INTRO

_AND THE OSCAR DOESN’T GO TO…

_MUCH LEO SUCH LASSIE

RESEARCH

- how does the internal communication workflow function?

- how the testing have been done so far?

- how does the bugfixing process work from ticket

submission onwards?

- how are the project teams structured?

SETTING STANDARDS

- your position in the team

- optimising the amount of communication channels

- defining the meaning behind each step of the QA process

- standarizing how to deal with bug tickets submissions

STABILIZATION

- standarized submission form for spotted bugs

- step-by-step ticket processing

- communicating the meaning behind each step across

the whole team

- proactivity (and willingness to change)

OPTIMIZATION

- learning from previous mistakes

- ditch the coercion of your teammates

- it's system for the people, not the other way around

2.1

_PART 2: THE BEGINNINGS

_COMMUNICATION!

2.2

_PART 2: THE BEGINNINGS

_OUR IT PROCESS

TO DO IN PROGRES IN REVIEWREADY FOR

TESTING

IF IS NOT WORKING

CORRECTLY

TESTINGWAITING FOR

DEPLOYCOMPLETE

(WORKS FOR ME)FIXED

_BEFORE YOU GO"I'M THE KING OF THE

WORLD!"

ESTIMATION

- include QA workers in estimating time and costs

- indicate critical areas: testing shouldn't be

shortened to deliver the project on time

- estimate time needed for verification of each

functionality

3.1

_PART 3: THE JOB

_PLANNING

ONE LINE OF CODE TOO LITTLE LEADS TO

TOO LITTLE FEEL IN THE FINGERTIPS.3.2

_PART 3: THE JOB

Źródło: www.wprost.pl

_BLACK STORY

THERAC-25

- a machine used for radiotherapy in the 80s.

OUTCOME

- 6 people suffering from radiation burn

- out of which, 3 passed away

- one female patient lost a breast and feel in her hand

- the machine exposed patients to a radiaton amount 100

times bigger than prescribed

FAULT

- AECL admitted to have done "few tests" of the

machine before it hit the market.

- $1-million-worth of hardware was equipped with

Assembler software coded by one person

- Everything was caused by small programming

mishaps. The code was lacking an important line of

code.

3.2

_PART 3: THE JOB

Źródło: www.wprost.pl

_BLACK STORY

DASH TO AUTODESTRUCTION-

3.3

_PART 3: THE JOB

Źródło: www.wprost.pl

_BLACK STORY

THE PRICIEST OVERBAR IN HISTORY

- July 22nd, 1962 - NASA employees, based on

Canaveral Peninsula, Florida, launched a rocket with a

mission to deliver Mariner 1 space probe to Venus's

orbit.

OUTCOME

- The losses are estimated at $18.5 million.

FAULT

- The programmer omitted an overbar/dash over the

derivative in n-th radius/ray timeframe. It was

responsible for the smoothing function in the

calculations. Without it, the CPU calculated even a

minor change in speed as a major issue and performed

a series of fierce maneuvers.

3.3

_PART 3: THE JOB

Źródło: www.strefakodera.pl

_BLACK STORY

_COMPANY IS THE DIRECTORCLIENT IS THE PRODUCERUSER IS THE FAN

If you take on the metaphorical role of an actor or an actress,

you have at least three parties to satisfy with your work:

● your client - the producer, the one who pays for the

project

● your company - the director, the entity coorinating your

performance for the final result

● your users - the fans, the people who will experience

the end product of your diligence

Choose wisely, as in fact, the users have to be kept on your mind

at all times.

4.1

_WHO DO YOU NEED TO PLEASE

_PART 4: THE HYPE

KNOWING IT

- the tools

- the verification process

- telling the client his ticket was rejected

APPLYING IT

- podio.com: Client's bug - webform

4.2

_CLIENTS' TICKETS

_PART 4: THE HYPE

DISCERNMENT

- drive down the number of tools to a necessary minimum

- pick tools based on actual needs

- keep it simple

_PART 4: THE HYPE

_TOOLS

COMMUNICATING CODING BUGTRACKING TESTING

4.3

_6 NOMINATIONSZERO SATISFACTION

CONGRATS LEO, ON YOUR

WINNING 7TH ATTEMPT!

DO MORE:

- meticulous questioning

- open, elastic approach

- self-directed initiatives

- explaining clients' needs

5.1

_PART 5: THE FUTURE

DO LESS:

- giving up

- doing the bare minimum at work

- ignoring developers' needs

- insisting on immediate execution

_RECOMMENDATIONS FOR THE FUTURE

_PART 5: THE FUTURE

_THANK YOU

Reach me at:

PAULINA JUREKQA MANAGER

pjurek@apptension.com VISIT OUR WEBSITE

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