Qa Engineer Quotes

Software testing is a sport like hunting, it's bughunting.

A technical summary on pressure piping Engineering and Regulatory documents used in Quality Control and Construction of Pressure Piping

Professional Bio of Shahin Shardi, P.Eng. Materials Engineer Welding and Pressure Equipment Inspector, QA/QC Specialist Shahin Shardi is a Materials Engineer with experience in integrity management, inspection of pressure equipment, quality control/assurance of large scale oil and gas projects and welding inspection. He stared his career in trades which helped him understand fundamentals of operation of a construction site and execution of large scale projects. This invaluable experience provided him with boots on the ground perspective of requirements of running a successful project and job site. After obtaining an engineering degree from university of British Columbia, he started a career in asset integrity management for oil and gas facilities and inspection of pressure equipment in Alberta, Canada. He has been involved with numerus maintenance shutdowns at various facilities providing engineering support to the maintenance, operations and project personnel regarding selection, repair, maintenance, troubleshooting and long term reliability of equipment. In addition he has extensive experience in area of quality control and assurance of new construction activities in oil and gas industry. He has performed Owner’s Inspector and welding inspector roles in this area. Shahin has extensively applied industry codes of constructions such as ASME Pressure Vessel Code (ASME VIII), Welding (ASME IX), Process Piping (ASME B31.3), Pipe Flanges (ASME B16.5) and various pressure equipment codes and standards. Familiarity with NDT techniques like magnetic particle, liquid penetrant, eddy current, ultrasonic and digital radiography is another valuable knowledge base gained during various projects. Some of his industry certificates are CWB Level 2 Certified Welding Inspector, API 510 Pressure Vessel Inspector, Alberta ABSA In-Service Pressure Vessel Inspector and Saskatchewan TSASK Pressure Equipment Inspector. Shahin is a professional member of Association of Professional Engineers and Geoscientists of Alberta.

Engineers hate doing throwaway work. Not only is it wasteful, it offends their sense of efficiency. They are firm believers in the conventional wisdom that says it’s better to build your product right the first time, so you only have to build it once. But when you’re blitzscaling, inefficiency is the rule, not the exception. To prioritize speed, you might invest less in security, write code that isn’t scalable, and wait for things to start breaking before you build QA tools and processes. It’s true that all of these decisions will lead to problems later on, but you might not have a later on if you take too long to build the product. A hack that takes a tenth of the time may be more useful than an elegantly engineered solution, even if it has to be thrown away later.

create their own OKRs for their own organization. For example, the design department might have objectives related to moving to a responsive design; the engineering department might have objectives related to improving the scalability and performance of the architecture; and the quality department might have objectives relating to the test and release automation. The problem is that the individual members of each of these functional departments are the actual members of a cross‐functional product team. The product team has business‐related objectives (for example, to reduce the customer acquisition cost, to increase the number of daily active users, or to reduce the time to onboard a new customer), but each person on the team may have their own set of objectives that cascade down through their functional manager. Imagine if the engineers were told to spend their time on re‐platforming, the designers on moving to a responsive design, and QA on retooling. While each of these may be worthy activities, the chances of solving the business problems that the cross‐functional teams were created to solve are not high.

A QA engineer walks into a bar. Orders a beer. Orders zero beers. Orders 999,999,999 beers. Orders a lizard. Orders negative one beer. Orders a ‘sfdeljknesv.

With this in mind, here are the basic steps to organizational design: 1. Figure out what needs to be communicated. Start by listing the most important knowledge and who needs to have it. For example, knowledge of the product architecture must be understood by engineering, QA, product management, marketing, and sales. 2. Figure out what needs to be decided. Consider the types of decisions that must get made on a frequent basis: feature selection, architectural decisions, how to resolve support issues. How can you design the organization to put the maximum number of decisions under the domain of a designated manager? 3. Prioritize the most important communication and decision paths. Is it more important for product managers to understand the product architecture or the market? Is it more important for engineers to understand the customer or the architecture? Keep in mind that these priorities will be based on today’s situation. If the situation changes, then you can reorganize. 4. Decide who’s going to run each group. Notice that this is the fourth step, not the first. You want to optimize the organization for the people—for the people doing the work—not for the managers. Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization. Making this step four will upset your managers, but they will get over it. 5. Identify the paths that you did not optimize. As important as picking the communication paths that you will optimize is identifying the ones that you will not. Just because you deprioritized them doesn’t mean they are unimportant. If you ignore them entirely, they will surely come back to bite you. 6. Build a plan for mitigating the issues identified in step five. Once you’ve identified the likely issues, you will know the processes you will need to build to patch the impending cross-organizational challenges.

Great QA requires a perverse and sometimes sadistic intuition for what will cause software to blow up, crash, or endlessly hang. Maxine once heard a joke: “A QA engineer walks into a bar. Orders a beer. Orders zero beers. Orders 999,999,999 beers. Orders a lizard. Orders negative one beer. Orders a ‘sfdeljknesv.

To achieve market orientation, we won’t do a large, top-down reorganization, which often creates large amounts of disruption, fear, and paralysis. Instead, we will embed the functional engineers and skills (e.g., Ops, QA, Infosec) into each service team, or provide their capabilities to teams through automated self-service platforms that provide production-like environments, initiate automated tests, or perform deployments.

here are the basic steps to organizational design: 1. Figure out what needs to be communicated. Start by listing the most important knowledge and who needs to have it. For example, knowledge of the product architecture must be understood by engineering, QA, product management, marketing, and sales. 2. Figure out what needs to be decided. Consider the types of decisions that must get made on a frequent basis: feature selection, architectural decisions, how to resolve support issues. How can you design the organization to put the maximum number of decisions under the domain of a designated manager? 3. Prioritize the most important communication and decision paths. Is it more important for product managers to understand the product architecture or the market? Is it more important for engineers to understand the customer or the architecture? Keep in mind that these priorities will be based on today’s situation. If the situation changes, then you can reorganize. 4. Decide who’s going to run each group. Notice that this is the fourth step, not the first. You want to optimize the organization for the people—for the people doing the work—not for the managers. Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization. Making this step four will upset your managers, but they will get over it. 5. Identify the paths that you did not optimize. As important as picking the communication paths that you will optimize is identifying the ones that you will not. Just because you deprioritized them doesn’t mean they are unimportant. If you ignore them entirely, they will surely come back to bite you. 6. Build a plan for mitigating the issues identified in step five. Once you’ve identified the likely issues, you will know the processes you will need to build to patch the impending cross-organizational challenges.

In a Lean Startup, traditional department labels like “Engineering,” “QA,” “Marketing,” and so forth can get in the way and create needless friction. Eric Ries instead recommends organizing around two teams, the Problem team and the Solution team.

leap in the ability to process and data. For the sake of simplicity, this book will focus on the recent past to discuss various stages where information technology, norms, practices, and rules combined to allow for data gathering and sharing within an enterprise and with individuals. Framing and noting the various risks and opportunities within various stages in the Information Age creates a context for the ensuing discussion surrounding the mission and purpose of the privacy engineer and the call to action for the privacy engineer’s manifesto, as presented later in this book.

Because our goal is to enable small teams of developers to independently develop, test, and deploy value to customers quickly and reliably, this is where we want our constraint to be. High performers, regardless of whether an engineer is in Development, QA, Ops, or Infosec, state that their goal is to help maximize developer productivity.

a joke: “A QA engineer walks into a bar. Orders a beer. Orders zero beers. Orders 999,999,999 beers. Orders a lizard. Orders negative one beer. Orders a ‘sfdeljknesv.

Developers and testers usually maintain a very healthy India-Pakistan like camaraderie