The 8th Habit of Effective Testers: From Tester to Thought-Leader
summary
Philip Lew explains how experienced agile testers can move beyond established practices (the “Seven Habits of Highly Effective Agile Testing”) by learning to invent, evaluate, present, and implement new ideas to become thought leaders. He uses his personal journey—from an introverted engineer to an international speaker and community leader—to illustrate a framework for challenging the status quo and inspiring innovation in software testing.
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chapters (14)
- 0:00Start
- 8:582001-Agile Manifesto • 2007-iPhone introduction • 2011-Software is Eating the World • 2012-Mobile is Eating the World • 2014- Software Has Eaten the World
- 9:28Being Successful or Not with Agile Common characteristics -Either in their success -Or in their failure •Most/NONE of these are not rocket science
- 16:29Habit 4 Be agile, Then Do Agile "You can't do Agile until you are agile."
- 24:16How do we scale non-linearly?
- 24:42Covey 8th HABIT
- 30:21Atmosphere of honesty and trust is needed for team members to share thoughts/feedback. What parts of Agile depend on trust? • What is trust?
- 31:21Trust is Created by Action We create trust in our daily lives through our actions toward one another.
- 31:35Predictability •Element 1: Trust means being able to predict what other people will do and what situations will occur. •If we can surround ourselves with people we trust, then we can create the present and future.
- 32:19Element 2: Trust means making an exchange with someone when you do not have full knowledge about them, their intent and what they are offering to you. -Interactions with exchange of some kind are basis for
- 32:49Reciprocity •Element 3: Trust means giving something now with some unspecified way at some unspecified time in Delay adds uncertainty that requires trust. give you something now with the hope of getting back some unspecified thing in the unknown
- 34:29Vulnerability •Element 4: Trust means enabling other people to take advantage of your vulnerabilities
- 36:09Trustful Feedback Listening and Coaching One of our main core responsibilities is to help our team members grow. •Providing feedback on what they're doing well-and what they could do better- is
- 40:39Why We Don't Give Feedback We hold ourselves back. We associate giving feedback with conflict. We want to be candid but also want to maintain a
