Changing Testing Culture in a Ginormous Company
summary
A Fortune 10 auto company with ~220,000 staff moves from one release in three years with 250 production bugs to regular deployments: first post-change release in nine months, next three months later, then another one month after that, and zero bugs in production. Change comes from teaching nontechnical testers to write WebDriver automation, pairing devs and testers, running a Selenium Grid experiment framed as a scientific experiment, and standing up a Jenkins server on a borrowed PC to get fast feedback.
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chapters (20)
- 0:00Start
- 2:28Fortune 10 Company
- 3:11MY PART OF THE CHANGE
- 4:22Bureaucracy
- 12:32Culture Problems
- 15:15System Version 1: Three years
- 15:44Over 250 bugs
- 15:55MAKING CHANGE SUCCESSFUL
- 19:20Organizational policies
- 21:41Fiefdoms
- 25:19Poor skills
- 29:31Learn the business
- 32:29Find the right levers
- 32:39Managers and Execs
- 34:46High-level support
- 35:57Change Agents
- 37:25Scope of Change
- 39:11Learn from your losses
- 41:41Celebrate your wins
- 45:34Learn more about people
