狠狠撸shows by User: ehendrickson / http://www.slideshare.net/images/logo.gif 狠狠撸shows by User: ehendrickson / Fri, 26 Jul 2019 00:54:43 GMT 狠狠撸Share feed for 狠狠撸shows by User: ehendrickson Influence > Authority /slideshow/influence-authority/157961690 testbashsf2018-hendrickson-influence-190726005443
Presented at TestBash 2018 San Francisco You're a leader even if you don't think you are. Everyone is. But not everyone realizes it. Like Dorothy stuck in Oz, you have had your red shoes with you all along. In this talk, we'll look at what leadership is and isn't, why influence is much more important than authority, and how to wield and grow your influence to have a positive impact on your organization. Along the way, you'll learn how to leverage a set of underlying core principles such as: - Don't Be Nice, Be Kind; - Shave the Right Yak; - To Fix a Problem, First Make it Visible; - Fear is a Lousy Compass; - To Increase the Intelligence of an Organization, Increase the Connections Within It; - Positive Feedback Is More Powerful Than Criticism; - and Shifting a Boundary a Few Inches Can Drastically Change an Outcome. Oh, yes, and of course there will be stories. So. Many. Stories.]]>

Presented at TestBash 2018 San Francisco You're a leader even if you don't think you are. Everyone is. But not everyone realizes it. Like Dorothy stuck in Oz, you have had your red shoes with you all along. In this talk, we'll look at what leadership is and isn't, why influence is much more important than authority, and how to wield and grow your influence to have a positive impact on your organization. Along the way, you'll learn how to leverage a set of underlying core principles such as: - Don't Be Nice, Be Kind; - Shave the Right Yak; - To Fix a Problem, First Make it Visible; - Fear is a Lousy Compass; - To Increase the Intelligence of an Organization, Increase the Connections Within It; - Positive Feedback Is More Powerful Than Criticism; - and Shifting a Boundary a Few Inches Can Drastically Change an Outcome. Oh, yes, and of course there will be stories. So. Many. Stories.]]>
Fri, 26 Jul 2019 00:54:43 GMT /slideshow/influence-authority/157961690 ehendrickson@slideshare.net(ehendrickson) Influence > Authority ehendrickson Presented at TestBash 2018 San Francisco You're a leader even if you don't think you are. Everyone is. But not everyone realizes it. Like Dorothy stuck in Oz, you have had your red shoes with you all along. In this talk, we'll look at what leadership is and isn't, why influence is much more important than authority, and how to wield and grow your influence to have a positive impact on your organization. Along the way, you'll learn how to leverage a set of underlying core principles such as: - Don't Be Nice, Be Kind; - Shave the Right Yak; - To Fix a Problem, First Make it Visible; - Fear is a Lousy Compass; - To Increase the Intelligence of an Organization, Increase the Connections Within It; - Positive Feedback Is More Powerful Than Criticism; - and Shifting a Boundary a Few Inches Can Drastically Change an Outcome. Oh, yes, and of course there will be stories. So. Many. Stories. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/testbashsf2018-hendrickson-influence-190726005443-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Presented at TestBash 2018 San Francisco You&#39;re a leader even if you don&#39;t think you are. Everyone is. But not everyone realizes it. Like Dorothy stuck in Oz, you have had your red shoes with you all along. In this talk, we&#39;ll look at what leadership is and isn&#39;t, why influence is much more important than authority, and how to wield and grow your influence to have a positive impact on your organization. Along the way, you&#39;ll learn how to leverage a set of underlying core principles such as: - Don&#39;t Be Nice, Be Kind; - Shave the Right Yak; - To Fix a Problem, First Make it Visible; - Fear is a Lousy Compass; - To Increase the Intelligence of an Organization, Increase the Connections Within It; - Positive Feedback Is More Powerful Than Criticism; - and Shifting a Boundary a Few Inches Can Drastically Change an Outcome. Oh, yes, and of course there will be stories. So. Many. Stories.
Influence > Authority from Elisabeth Hendrickson
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Agility for Data /slideshow/agility-for-data/95877868 agiledeliver2018-hendrickson-agility4data-180503212505
Here鈥檚 the thing about data: it鈥檚 sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It鈥檚 not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly.]]>

Here鈥檚 the thing about data: it鈥檚 sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It鈥檚 not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly.]]>
Thu, 03 May 2018 21:25:05 GMT /slideshow/agility-for-data/95877868 ehendrickson@slideshare.net(ehendrickson) Agility for Data ehendrickson Here鈥檚 the thing about data: it鈥檚 sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It鈥檚 not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agiledeliver2018-hendrickson-agility4data-180503212505-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Here鈥檚 the thing about data: it鈥檚 sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It鈥檚 not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly.
Agility for Data from Elisabeth Hendrickson
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On the Care and Feeding of Feedback Cycles /slideshow/care-and-feeding-of-feedback-cycles/27823505 hendrickson-feedback-cycles-131101173606-phpapp01
Presented at Flowcon SF on Nov 1, 2013 Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don't actually meet business needs. You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles. This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We'll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We'll also consider how addressing "bugs" that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we'll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy. ]]>

Presented at Flowcon SF on Nov 1, 2013 Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don't actually meet business needs. You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles. This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We'll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We'll also consider how addressing "bugs" that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we'll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy. ]]>
Fri, 01 Nov 2013 17:36:06 GMT /slideshow/care-and-feeding-of-feedback-cycles/27823505 ehendrickson@slideshare.net(ehendrickson) On the Care and Feeding of Feedback Cycles ehendrickson Presented at Flowcon SF on Nov 1, 2013 Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don't actually meet business needs. You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles. This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We'll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We'll also consider how addressing "bugs" that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we'll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hendrickson-feedback-cycles-131101173606-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Presented at Flowcon SF on Nov 1, 2013 Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don&#39;t actually meet business needs. You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles. This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We&#39;ll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We&#39;ll also consider how addressing &quot;bugs&quot; that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we&#39;ll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy.
On the Care and Feeding of Feedback Cycles from Elisabeth Hendrickson
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Agile Quality and Risk Management /slideshow/to-aqarm-sm/24999604 toaqarmsm-130806150607-phpapp02
Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility. Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility. This leads to the inevitable question: if the traditional approaches to quality and risk management don't work in an Agile context, what does? Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders.]]>

Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility. Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility. This leads to the inevitable question: if the traditional approaches to quality and risk management don't work in an Agile context, what does? Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders.]]>
Tue, 06 Aug 2013 15:06:07 GMT /slideshow/to-aqarm-sm/24999604 ehendrickson@slideshare.net(ehendrickson) Agile Quality and Risk Management ehendrickson Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility. Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility. This leads to the inevitable question: if the traditional approaches to quality and risk management don't work in an Agile context, what does? Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/toaqarmsm-130806150607-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility. Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility. This leads to the inevitable question: if the traditional approaches to quality and risk management don&#39;t work in an Agile context, what does? Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders.
Agile Quality and Risk Management from Elisabeth Hendrickson
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The Thinking Tester, Evolved /slideshow/the-thinking-tester-evolved/13671065 thinkingtesterevolved-120717121646-phpapp02
Keynote for CAST2012]]>

Keynote for CAST2012]]>
Tue, 17 Jul 2012 12:16:45 GMT /slideshow/the-thinking-tester-evolved/13671065 ehendrickson@slideshare.net(ehendrickson) The Thinking Tester, Evolved ehendrickson Keynote for CAST2012 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thinkingtesterevolved-120717121646-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Keynote for CAST2012
The Thinking Tester, Evolved from Elisabeth Hendrickson
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Exploratory Testing in Practice /slideshow/exploratory-testing-in-practice/13429615 ettalk-120623103819-phpapp01
What is this thing called "Exploratory Testing"? How do you do it? Why is it important?]]>

What is this thing called "Exploratory Testing"? How do you do it? Why is it important?]]>
Sat, 23 Jun 2012 10:38:18 GMT /slideshow/exploratory-testing-in-practice/13429615 ehendrickson@slideshare.net(ehendrickson) Exploratory Testing in Practice ehendrickson What is this thing called "Exploratory Testing"? How do you do it? Why is it important? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ettalk-120623103819-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What is this thing called &quot;Exploratory Testing&quot;? How do you do it? Why is it important?
Exploratory Testing in Practice from Elisabeth Hendrickson
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#LFMF: Tales of Test Automation Gone Wrong /slideshow/lfmf-tales-of-test-automation-fa/12954131 lfmf-120516054544-phpapp02
This is a "Best Of" list of my (and others) failures over the years in attempting to adopt test automation. In it, you'll find 13 categories of What Not to Do. Presented at Turku Agile Day 2012 (#tad012).]]>

This is a "Best Of" list of my (and others) failures over the years in attempting to adopt test automation. In it, you'll find 13 categories of What Not to Do. Presented at Turku Agile Day 2012 (#tad012).]]>
Wed, 16 May 2012 05:45:43 GMT /slideshow/lfmf-tales-of-test-automation-fa/12954131 ehendrickson@slideshare.net(ehendrickson) #LFMF: Tales of Test Automation Gone Wrong ehendrickson This is a "Best Of" list of my (and others) failures over the years in attempting to adopt test automation. In it, you'll find 13 categories of What Not to Do. Presented at Turku Agile Day 2012 (#tad012). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lfmf-120516054544-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This is a &quot;Best Of&quot; list of my (and others) failures over the years in attempting to adopt test automation. In it, you&#39;ll find 13 categories of What Not to Do. Presented at Turku Agile Day 2012 (#tad012).
#LFMF: Tales of Test Automation Gone Wrong from Elisabeth Hendrickson
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AGILEEE Friday 17:15 Talk /slideshow/agileee-friday-1715-talk-9390480/9390480 agileriskagileeeprint-110923065510-phpapp02
The original title of this talk is "Agile Testing, Uncertainty, Risk, and Why It All Works." That's still the topic of this talk, however after hearing so many misconceptions about testing simply because the name "Test" carries so much baggage in our industry, I decided to reframe my talk so as to avoid using the word "Test" at all in the first half. Instead, we'll focus on how fast feedback supports learning and empirical evidence trumps speculation.]]>

The original title of this talk is "Agile Testing, Uncertainty, Risk, and Why It All Works." That's still the topic of this talk, however after hearing so many misconceptions about testing simply because the name "Test" carries so much baggage in our industry, I decided to reframe my talk so as to avoid using the word "Test" at all in the first half. Instead, we'll focus on how fast feedback supports learning and empirical evidence trumps speculation.]]>
Fri, 23 Sep 2011 06:55:06 GMT /slideshow/agileee-friday-1715-talk-9390480/9390480 ehendrickson@slideshare.net(ehendrickson) AGILEEE Friday 17:15 Talk ehendrickson The original title of this talk is "Agile Testing, Uncertainty, Risk, and Why It All Works." That's still the topic of this talk, however after hearing so many misconceptions about testing simply because the name "Test" carries so much baggage in our industry, I decided to reframe my talk so as to avoid using the word "Test" at all in the first half. Instead, we'll focus on how fast feedback supports learning and empirical evidence trumps speculation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileriskagileeeprint-110923065510-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The original title of this talk is &quot;Agile Testing, Uncertainty, Risk, and Why It All Works.&quot; That&#39;s still the topic of this talk, however after hearing so many misconceptions about testing simply because the name &quot;Test&quot; carries so much baggage in our industry, I decided to reframe my talk so as to avoid using the word &quot;Test&quot; at all in the first half. Instead, we&#39;ll focus on how fast feedback supports learning and empirical evidence trumps speculation.
AGILEEE Friday 17:15 Talk from Elisabeth Hendrickson
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Exploratory Testing in an Agile Context /ehendrickson/exploratory-testing-in-an-agile-context etinagile-agile2011-final-110822190158-phpapp02
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Mon, 22 Aug 2011 19:01:56 GMT /ehendrickson/exploratory-testing-in-an-agile-context ehendrickson@slideshare.net(ehendrickson) Exploratory Testing in an Agile Context ehendrickson <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/etinagile-agile2011-final-110822190158-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Exploratory Testing in an Agile Context from Elisabeth Hendrickson
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Entaggle: an Agile Software Development Case Study /slideshow/entaggle-an-agile-software-development-case-study/7606365 entaggleagility-110412165514-phpapp02
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Tue, 12 Apr 2011 16:55:11 GMT /slideshow/entaggle-an-agile-software-development-case-study/7606365 ehendrickson@slideshare.net(ehendrickson) Entaggle: an Agile Software Development Case Study ehendrickson <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/entaggleagility-110412165514-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Entaggle: an Agile Software Development Case Study from Elisabeth Hendrickson
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Wclessons atd-sm /slideshow/wclessons-atdsm/5389391 wclessons-atd-sm-101007215742-phpapp01
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Thu, 07 Oct 2010 21:57:33 GMT /slideshow/wclessons-atdsm/5389391 ehendrickson@slideshare.net(ehendrickson) Wclessons atd-sm ehendrickson <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wclessons-atd-sm-101007215742-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Wclessons atd-sm from Elisabeth Hendrickson
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Agile Testing, Uncertainty, Risk, and Why It All Works /ehendrickson/agile-testing-uncertainty-risk-and-why-it-all-works aturawiaw-100629121419-phpapp01
Testing is integral to any Agile development process. This slide deck offers an overview of Agile testing-related practices and explains how they work together to mitigate the most common sources of risk on any project.]]>

Testing is integral to any Agile development process. This slide deck offers an overview of Agile testing-related practices and explains how they work together to mitigate the most common sources of risk on any project.]]>
Tue, 29 Jun 2010 12:14:11 GMT /ehendrickson/agile-testing-uncertainty-risk-and-why-it-all-works ehendrickson@slideshare.net(ehendrickson) Agile Testing, Uncertainty, Risk, and Why It All Works ehendrickson Testing is integral to any Agile development process. This slide deck offers an overview of Agile testing-related practices and explains how they work together to mitigate the most common sources of risk on any project. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/aturawiaw-100629121419-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Testing is integral to any Agile development process. This slide deck offers an overview of Agile testing-related practices and explains how they work together to mitigate the most common sources of risk on any project.
Agile Testing, Uncertainty, Risk, and Why It All Works from Elisabeth Hendrickson
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Agile Testing Overview /slideshow/agile-testing-u/4458320 aturawiaw-100609212643-phpapp02
An explanation of how Agile Testing practices work together to mitigate risk.]]>

An explanation of how Agile Testing practices work together to mitigate risk.]]>
Wed, 09 Jun 2010 21:20:48 GMT /slideshow/agile-testing-u/4458320 ehendrickson@slideshare.net(ehendrickson) Agile Testing Overview ehendrickson An explanation of how Agile Testing practices work together to mitigate risk. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/aturawiaw-100609212643-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An explanation of how Agile Testing practices work together to mitigate risk.
Agile Testing Overview from Elisabeth Hendrickson
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Introduction to Acceptance Test Driven Development /slideshow/introduction-to-acceptance-test-driven-development-3491703/3491703 atddoverview-100321030156-phpapp02
In The Seven Habits of Highly Effective People, Stephen R. Covey names "Begin with the End in Mind" as the second of the seven habits. This habit applies not just to individuals, but to software development teams as well. In Acceptance Test Driven Development (ATDD), the Product Owner begins requirements discussions with expectations and examples, and the whole team collaborates to distill these into acceptance tests that define the essence of 鈥淒one." Modern testing frameworks enable the team to express the tests in natural language while connecting them to the software so that the tests are automated while the software is being developed. The end result is that the acceptance tests become executable requirements. These slides explain the ATDD cycle and how it fits with other Agile development and testing practices including TDD, Continuous Integration, and Exploratory Testing.]]>

In The Seven Habits of Highly Effective People, Stephen R. Covey names "Begin with the End in Mind" as the second of the seven habits. This habit applies not just to individuals, but to software development teams as well. In Acceptance Test Driven Development (ATDD), the Product Owner begins requirements discussions with expectations and examples, and the whole team collaborates to distill these into acceptance tests that define the essence of 鈥淒one." Modern testing frameworks enable the team to express the tests in natural language while connecting them to the software so that the tests are automated while the software is being developed. The end result is that the acceptance tests become executable requirements. These slides explain the ATDD cycle and how it fits with other Agile development and testing practices including TDD, Continuous Integration, and Exploratory Testing.]]>
Sun, 21 Mar 2010 03:01:48 GMT /slideshow/introduction-to-acceptance-test-driven-development-3491703/3491703 ehendrickson@slideshare.net(ehendrickson) Introduction to Acceptance Test Driven Development ehendrickson In The Seven Habits of Highly Effective People, Stephen R. Covey names "Begin with the End in Mind" as the second of the seven habits. This habit applies not just to individuals, but to software development teams as well. In Acceptance Test Driven Development (ATDD), the Product Owner begins requirements discussions with expectations and examples, and the whole team collaborates to distill these into acceptance tests that define the essence of 鈥淒one." Modern testing frameworks enable the team to express the tests in natural language while connecting them to the software so that the tests are automated while the software is being developed. The end result is that the acceptance tests become executable requirements. These slides explain the ATDD cycle and how it fits with other Agile development and testing practices including TDD, Continuous Integration, and Exploratory Testing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/atddoverview-100321030156-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> In The Seven Habits of Highly Effective People, Stephen R. Covey names &quot;Begin with the End in Mind&quot; as the second of the seven habits. This habit applies not just to individuals, but to software development teams as well. In Acceptance Test Driven Development (ATDD), the Product Owner begins requirements discussions with expectations and examples, and the whole team collaborates to distill these into acceptance tests that define the essence of 鈥淒one.&quot; Modern testing frameworks enable the team to express the tests in natural language while connecting them to the software so that the tests are automated while the software is being developed. The end result is that the acceptance tests become executable requirements. These slides explain the ATDD cycle and how it fits with other Agile development and testing practices including TDD, Continuous Integration, and Exploratory Testing.
Introduction to Acceptance Test Driven Development from Elisabeth Hendrickson
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Agile: Get Real /slideshow/hendrickson-agile-get-real-turku-agile-day/3491678 hendricksonagilegetrealturkuagileday-100321024755-phpapp01
Agile practices work because they force us to leave the world of speculation and 'get real.' These are the slides that I presented at Turku Agile Day, March 18, 2010.]]>

Agile practices work because they force us to leave the world of speculation and 'get real.' These are the slides that I presented at Turku Agile Day, March 18, 2010.]]>
Sun, 21 Mar 2010 02:47:45 GMT /slideshow/hendrickson-agile-get-real-turku-agile-day/3491678 ehendrickson@slideshare.net(ehendrickson) Agile: Get Real ehendrickson Agile practices work because they force us to leave the world of speculation and 'get real.' These are the slides that I presented at Turku Agile Day, March 18, 2010. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hendricksonagilegetrealturkuagileday-100321024755-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Agile practices work because they force us to leave the world of speculation and &#39;get real.&#39; These are the slides that I presented at Turku Agile Day, March 18, 2010.
Agile: Get Real from Elisabeth Hendrickson
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https://public.slidesharecdn.com/v2/images/profile-picture.png Over 20 years software industry experience. Working with Agile teams since 2004. Certified Scrum Master, former member of the board of the Agile Alliance, and co-organizer of the Agile Alliance Functional Testing Tools program. Frequently invited speaker to major conferences on software development & testing. www.qualitytree.com https://cdn.slidesharecdn.com/ss_thumbnails/testbashsf2018-hendrickson-influence-190726005443-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/influence-authority/157961690 Influence &gt; Authority https://cdn.slidesharecdn.com/ss_thumbnails/agiledeliver2018-hendrickson-agility4data-180503212505-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/agility-for-data/95877868 Agility for Data https://cdn.slidesharecdn.com/ss_thumbnails/hendrickson-feedback-cycles-131101173606-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/care-and-feeding-of-feedback-cycles/27823505 On the Care and Feedin...