Qa Team Quotes

DevOps benefits all of us in the technology value stream, whether we are Dev, Ops, QA, Infosec, Product Owners, or customers. It brings joy back to developing great products, with fewer death marches. It enables humane work conditions with fewer weekends worked and fewer missed holidays with our loved ones. It enables teams to work together to survive, learn, thrive, delight our customers, and help our organization succeed.

DevOps requires potentially new cultural and management norms and changes in our technical practices and architecture. This requires a coalition that spans business leadership, Product Management, Development, QA, IT Operations, Information Security, and even Marketing, where many technology initiatives originate. When all these teams work together, we can create a safe system of work, enabling small teams to quickly and independently develop and validate code that can be safely deployed to customers. This results in maximizing developer productivity, organizational learning, high employee satisfaction, and the ability to win in the marketplace.

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Complex deployments often require multiple handoffs between teams, particularly in siloed organizations where database administrators, network administrators, systems administrators, infosec, testing/QA, and developers all work in separate teams.

It used to be that developers rarely wrote tests. If tests were written at all, they were written by a separate QA team. However, one of the tenets of agile development is that testing should be tightly integrated with development, and programmers should write tests for their own code. This practice has now become widespread.

Trust is a massive component of achieving a DevOps culture. Operations must trust that Development is doing what they are because it’s the best plan for the success of the product. Development must trust that QA isn’t really just there to sabotage their successes. The Product Manager trusts that Operations is going to give objective feedback and metrics after the next deployment. If any one part of the team doesn’t trust another part of the team, your tools won’t matter. Additionally, if you don’t trust the people who work for you, why are they working there? Why are you?

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.

Dedicated QA teams are an anti-pattern. Testers should find nothing. Zero. Nada.

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.

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.

Nobody grins more on their first day on the dev team than someone from QA. Contrary to what people believe, QA people don’t sit around playing games all day. Although they’re the first people to see new titles, one can’t describe their day-to-day routine as fun. It takes meticulous effort to write and verify bug reports. Developers fix bugs at their own pace, after which it becomes QA’s responsibility to test and verify whether the proper adjustment has been made. Some bugs are trivial or are duplicates of others; some are fiendishly difficult to solve and take months or even years to address. Other entries aren’t even bugs and are dubbed “working as intended.” When a problem is discovered by QA, it has to be verified by senior QA staff members. Josh Kurtz described nightmarish experiences he had isolating a bug that occurred whenever a player attacked a monster in Diablo II’s expansion. To eliminate the possibility that a weapon was the culprit of the bug, Josh had to attack a dummy monster using every weapon in the game, a process that took hours. Tasks like these might be split among QA people or sometimes they fell to just one unfortunate soul to sort out. After every weapon was checked, Josh reported the results. The programmers or designers would change something, and Josh would then have to retest every weapon and report results again. The developers would change something else, and Josh would need to test everything again to make sure the bug hadn’t reactivated. And again. After doing something like this repetitively for hours, for days, for weeks, and sometimes for months, QA drudgery feels less like being in a computer game company and more like a psychological experiment. These entry-level positions are minimum-wage jobs, but people endure the experience just for a chance at getting a development position, becoming a QA lead, or attaining some other non-developer position. But everyone’s goal is the same: escape from QA.

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.

an organization that is arranged in functional silos (where teams specialize in a particular function, such as QA, DBA, or security) is unlikely to ever produce software systems that are well-architected for end-to-end flow.

By adding the expertise of QA, IT Operations, and Infosec into delivery teams and automated self-service tools and platforms, teams are able to use that expertise in their daily work without being dependent on other teams.

They start making a list: Every developer uses a common build environment. Every developer is supported by a continuous build and integration system. Everyone can run their code in production-like environments. Automated test suites are built to replace manual testing, liberating QA people to do higher value work. Architecture is decoupled to liberate feature teams, so developers can deliver value independently. All the data that teams need is put in easily consumed APIs

Hopefully the QA testing is part of those sprints, but if not, the QA team will follow this up with some testing to make sure the new idea works as advertised and doesn't introduce other problems (known as regressions).

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