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Can You Negotiate Quality?

XP teams have the right to do their best work. On the other hand, customers have the right to specify and pay for only the quality they need. How does one reconcile two potentially conflicting points of view? Is quality negotiable? If so, how do we go about negotiating it? This paper will explore the following questions: Is quality negotiable? How can we negotiate quality? What are internal and external quality, and are either or both negotiable? What's the XP tester's quality assurance role? How far should testers go in helping the customer define acceptance criteria?

Lisa Crispin's picture Lisa Crispin
Our Individual Role in Raising the Quality Status Quo

In the busy world of quality assurance and testing, we often as individual testers/quality assurance professionals dig in and do the daily work we need to do and sometimes leave the overall quality measures to those in management positions. As individuals we need to realize that each of us makes an impact on quality, whether we are proactively and consciously doing so or not.

TechWell Contributor's picture TechWell Contributor
Managing and Controlling Workspaces

This article gives a solution for workspace management by implementing a simple process.

TechWell Contributor's picture TechWell Contributor
Testing a Website

From a large amount of research, this paper presents best practices for website testing.

Glenn Stout
Requirements for an SCM System

Although versioning and configuration management are accepted as basic requirements of an SCM, there are so many requirements for Software Configuration Systems that should be considered by a CM user. This paper describes a set of ideal requirements for an SCM system that can effectively enhance the software development cycle.

Nina RajKumar
The 11th Hour

Testers are often on the critical path for getting a software release out. They must plan carefully in order to minimize the critical path, while still doing a complete job of testing. This schedule pressure is taken to an extreme when a production server must be taken offline in order to deploy the software, and everyone is waiting for the final test results before the system can go live again. Karen Johnson describes her company's carefully planned and orchestrated method for doing a final check of an installed system. Her story is relevant to e-commerce companies as well as IT shops that are under pressure to keep systems updated while minimizing downtime.

Karen N. Johnson's picture Karen N. Johnson
Addicted to Adrenaline

Are you a manager who lavishes praise on those who can swoop in and save the day when a project hits the skids? Are you an employee who prides yourself on damage control and the ability to pull all-nighters? If so, industry expert Linda Hayes suggests that you or your organization may have a condition that masks an even more troubling underlying problem.

Linda Hayes's picture Linda Hayes
Streamlined Change Request Management

Most start-up companies start with paper-based change request management tools and then migrate to automated solutions. Many of the change request management tools available on the market integrate with the change management tool, and ensure that all bug fixes in the code are controlled and managed. Critical bugs reported while the product is in the field require immediate code fixes. The origin of some of these bugs is in the early development phases of requirements and design and may require documentation changes. When the number of field reported bugs is high, maintaining the traceability of the fixes is critical to future development activities. Also, research shows that over 70% of the defects originate from the requirements and design phases and that the cost of fixing these defects in successive phases increases exponentially. The key then remains in developing a change request management tool, which integrates with the CM tool and tracks the changes to the impacted configuratio

Nikhil Kalyanpur
CMM: The Road Not Taken

This article discusses the successful aspects of process improvement efforts that are not explicitly addressed by the CMM, but which are critical in achieving business and process improvement goals. It also summarizes the lessons learned by an organization that matured with these practices.

Shiva Kumar
Starting a Metrics Program

This article explains a set of six metrics, which collectively provide valuable insight into:

a) Effort variation
b) Assessing the organizational capability
c) Knowing how well the organization meets its commitments on time
d) Defect detection capability of QA&QC activities, hence control on price of conformance
e) Defect leakage across the phases of projects, organization wide
f) Productivity metrics - a sure input to scheduling

These six metrics are easy to understand and implement. The cost of implementation will be minimal, if the basic systems like time tracking and defect tracking systems are in place, and the organization follows a standard method for project size estimation.

Abrachan Pudussery's picture Abrachan Pudussery

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