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In this interview, Bob Galen, principal agile coach at Vaco Agile, talks about the importance of getting rid of silos by breaking down the barriers of “them and us” and becoming “we.” He also discusses the need for agile managers to steer away from a tactical management view toward a more strategic leadership view. That means leading their teams by setting expectations and guidelines and being available to help if needed, but ultimately just trusting their teams to get the job done.

Globally distributed software teams are no longer just a trend—they are industry commonplace. Creating these teams allows companies to lower their costs by tapping into developing markets and to provide support around the clock.

The market demands that high-quality software is released at an increasing pace, yet resources remain fixed. How can organizations expand and improve testing under these conditions and help prevent costly and embarrassing bugs in production software?

Discover practical ways to plan and prepare for the work, to communicate with testers and analysts about what needs to be done, and to create requirements that are understandable to everyone.

 If something breaks in production, how will you know? Will you wait for a user to report it to you? What do you do when your staging test results do not reflect current production behavior? In order to test proactively as opposed to reactively, why not test in production?

Are you a leader with a quality problem? Every organization struggles with quality at some point in their product lifecycle. Knowing what to measure and how to build a culture of quality with specific and actionable methods is key.

Data is the most valuable commodity in the world, and testers generate the most valuable data in the product development organization. When effectively tracked and presented, that data can inform release schedules, aid in decision-making, and shape the direction of the product.