I have been working at Fronter almost for a year. It’s one of this cool companies that has a budget for social activities. Thanks to this fact I can say I work with my friends, I meet my colleagues outside the office for biking, skiing, doing photowalks or just for a few beers.
Fronter Winter Hackathon 2013 was celebrated last week. This post describes the experience of two different persons who participated in the hackathon from 2 different locations: Mumbai and Oslo.
Some days ago, I took the opportunity to create an analogy between my beer brewing experiment and our lean process adaptation. I should refer that brewing is as a new to me as being lean is to my company (At this stage I should point out that this blog post only reflects my personal view and it does not reflect in any way Fronter’s viewpoint or anyone else). Anyway, a while back during my sleep I saw that beer brewing and being lean has many things in common.
Not so long ago…
…we were releasing the latest ‘version’ of Fronter biannually. Every biannual release took months of preparation to get everything ready, packed in the same box, and shipped off to the customers.
Things eventually got a little better. We dropped biannual releases and started releasing projects. New bulks of functionality that were released when they were ready. Gone were the days when a finished product had to be shelved for weeks or even months until the release day.
Last week I attended EuroSTAR Software Testing Conference in Gothenburg. It’s the biggest Testing conference in Europe and the topic for this year was: Questioning Testing
Participating in this big event has been a great way of learning about the current trends in the European testing community and the challenges that are facing most of the IT organizations when it comes to Quality Assurance.
On the Smidig2013 conference I took part in a really interesting workshop; Effectively Coaching Agile Teams by Bent Myllerup (@bentmyllerup) and Andrea Tomasini (@tumma72). I see big potential in this method when it comes to improving the efficiency of teams as well as improving the team spirit.
Is software testing a slowly dying profession?
There is a lot of hue and cry expecting testers to be more adaptive with the formation of more malleable and ductile development teams now also called Lean Agile teams.
This post comes as a firsthand account of my metamorphosis from a mere mortal to an embryonic Fibonacci Kitten, to the final transformation of being an actual Fibonacci Kitten.
I have always considered myself an enthusiastic person, full of determination. These two skills could be seen as the positive versions of being impatient and impulsive. I tend to think that everyone is like me.
As part of the Fibonacci Kittens’ backlog of impediments for being agile, there was an issue reported named FK- 21 “Have high visibility when something is released into production”. Another very similar issue was FK-89 “We need a Release board”. Both are targeting the valid point that in order to be agile and lean, we need to have high visibility of relevant information. And we should aim for transparency. Staff members writing emails to ask for information they should be able to easily retrieve themselves, is a waste. So I made it my task to improve the visibility of releases.