Software Quality Quotes

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

Trying to improve software quality by increasing the amount of testing is like trying to lose weight by weighing yourself more often. What you eat before you step onto the scale determines how much you will weigh, and the software-development techniques you use determine how many errors testing will find.

High performers understand that they don’t have to trade speed for stability or vice versa, because by building quality in they get both.

Quality must be enforced, otherwise it won't happen. We programmers must be required to write tests, otherwise we won't do it.

At first I hoped that such a technically unsound project would collapse but I soon realized it was doomed to success. Almost anything in software can be implemented, sold, and even used given enough determination. There is nothing a mere scientist can say that will stand against the flood of a hundred million dollars. But there is one quality that cannot be purchased in this way - and that is reliability. The price of reliability is the pursuit of the utmost simplicity. It is a price which the very rich find most hard to pay.

Programmers working with high-level languages achieve better productivity and quality than those working with lower-level languages. Languages such as C++, Java, Smalltalk, and Visual Basic have been credited with improving productivity, reliability, simplicity, and comprehensibility by factors of 5 to 15 over low-level languages such as assembly and C (Brooks 1987, Jones 1998, Boehm 2000). You save time when you don't need to have an awards ceremony every time a C statement does what it's supposed to.

Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place” (Deming 2000).

usually more time is spent in making good-looking presentation slides than in improving the quality of the software.

Software quality begins with the quality of the requirements.

The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

These same people were required to be adept at software. They’d pull an all-nighter building a turbo pump for the engine and then dig in the next night to retool a suite of applications used to control the engines. Hollman did this type of work all the time and was an all-star, but he was not alone among this group of young, nimble engineers who crossed disciplines out of necessity and the spirit of adventure. “There was an almost addictive quality to the experience,” Hollman said. “You’re twenty-four or twenty-five, and they’re trusting you with so much. It was very empowering.” To get to space,

The long-term value of software to an organization is in direct proportion to the quality of the codebase.

Adam Geras puts this more eloquently: “Quality is about being prepared for the usual so you have time to tackle the unusual.

In IT, there is nothing like ‘all of a sudden’.

there are four attributes in software development: features, deadlines, quality, and certainty. Generally speaking, you can pick any three, but you can’t have all four.

Poor-quality software has all the subtlety of a neighborhood ice cream truck. You know it's bad for you; you know it's coming a mile away; yet you can't resist.

Quality is not an act, it is a habit. —Aristotle

People who are effective at developing high-quality software have spent years accumulating dozens of techniques, tricks, and magic incantations. The techniques are not rules; they are analytical tools.

Our mind is nothing but accumulated thoughts-good or evil recorded from the day the child is born. For memory or thought to work, a brain is needed. Software cannot work without a hardware. When a computer is damaged can we believe that its software is still somewhere in the sky? How can memory or thinking faculty exist outside brain? The neurotransmitters are responsible for the thought process and memory retention and retrival. All are elecrochemical impulses which cannot travel to sky. Our personality, individuality etc. are result of the accumulated thoughts in our brain. It is quality and nature of accumulated thoughts which decides if one is to become a scientist,poet or a terrorist. A guitar in the hands of a layman does not make any sense. If it is in the hands of a musician melodious tunes can come out. A child in the hands of lovable and intelligent parents go to heights.

For instance, the education system, instead of going by textbook teaching, will promote creative and interactive self-learning—both formal and informal—with a focus on values, merit and quality. Workers, instead of being skilled or semi-skilled, will be knowledgeable, self-empowered and flexibly skilled. Types of work, instead of being structured and hardware driven, will be more flexible and software driven. Management styles will be delegative rather than directive.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

The job of a tester is to prove that the software is bug free, while it has to be the other way around: The job of a tester is to prove that the software is broken. The better testers are doing their jobs, the more bugs they manage to find and report.

The job of tests, and the people that develop and runs tests, is to prevent defects, not to find them. A quality assurance organization should champion processes that build quality into the code from the start rather than test quality in later. This is not to say that verification is unnecessary. Final verification is a good idea. It’s just that finding defects should be the exception, not the rule, during verification. If verification routinely triggers test-and-fix cycles, then the development process is defective.

I write them to improve my productivity as a programmer. Making the quality assurance department happy is just a side effect. Unit tests are highly localized. Each test class works within a single package. It tests the interfaces to other packages, but beyond that it assumes the rest just works. Functional tests are a different animal. They are written to ensure the software as a whole works. They provide quality assurance to the customer and don't care about programmer productivity. They should be developed by a different team, one who delights in finding bugs.

People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

Tests are sometimes mistaken with quality assurance. These two notions are not identical: 1) quality assurance ensures that the organization's processes are implemented and applied correctly; 2) testing identifies defects and failures, and provides information on the software and the risks associated with their release to the market

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

Some people mistakenly refer to software defects as bugs. When called bugs, they seem like pesky things that should be swatted or even ignored. This trivializes a critical problem and fosters a wrong attitude. Thus, when an engineer says there are only a few bugs left in a program, the reaction is one of relief. *Supposed, however, that we called them time bombs instead of bugs.* Would you feel the same sense of relief if a programmer told you that he had thoroughly tested a program and there were only a few time bombs left in it? Just using a different term changes your attitude entirely.

Ana has been pretending it wasn’t there, but now Pearson has stated it baldly: the fundamental incompatibility between Exponential’s goals and hers. They want something that responds like a person, but isn’t owed the same obligations as a person, and that’s something she can’t give them. No one can give it to them, because it’s an impossibility. The years she spent raising Jax didn’t just make him fun to talk to, didn’t just provide him with hobbies and a sense of humor. They were what gave him all the attributes Exponential is looking for: fluency at navigating the real world, creativity at solving new problems, judgment you could entrust with an important decision. Every quality that made a person more valuable than a database was a product of experience.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

Markkula wrote his principles in a one-page paper titled “The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

The parallels, however, between improvisational theater and the plunge into the abyss that is founding or working at a startup are numerous. To expose oneself on the stage, and to inhabit a character, require an embrace of serendipity and a level of psychological flexibility that are essential in building and navigating the growth of a company that seeks to serve a new market, and indeed participate in the creation of that market, rather than merely accommodate the needs and demands of existing ones. There is a breathless, improvisational quality to building technology. Jerry Seinfeld has said, “In comedy, you do anything that you think might work. Anything.” The same is true in tech. The construction of software and technology is an observational art and science, not a theoretical one. One needs to constantly abandon perceived notions of what ought to work in favor of what does work. It is that sensitivity to the audience, the public, and the customer that allows us to build.

In about 1951, a quality approach called Total Productive Maintenance (TPM) came on the Japanese scene. Its focus is on maintenance rather than on production. One of the major pillars of TPM is the set of so-called 5S principles. 5S is a set of disciplines—and here I use the term “discipline” instructively. These 5S principles are in fact at the foundations of Lean—another buzzword on the Western scene, and an increasingly prominent buzzword in software circles. These principles are not an option. As Uncle Bob relates in his front matter, good software practice requires such discipline: focus, presence of mind, and thinking. It is not always just about doing, about pushing the factory equipment to produce at the optimal velocity. The 5S philosophy comprises these concepts: • Seiri, or organization (think “sort” in English). Knowing where things are—using approaches such as suitable naming—is crucial. You think naming identifiers isn’t important? Read on in the following chapters. • Seiton, or tidiness (think “systematize” in English). There is an old American saying: A place for everything, and everything in its place. A piece of code should be where you expect to find it—and, if not, you should re-factor to get it there. • Seiso, or cleaning (think “shine” in English): Keep the workplace free of hanging wires, grease, scraps, and waste. What do the authors here say about littering your code with comments and commented-out code lines that capture history or wishes for the future? Get rid of them. • Seiketsu, or standardization: The group agrees about how to keep the workplace clean. Do you think this book says anything about having a consistent coding style and set of practices within the group? Where do those standards come from? Read on. • Shutsuke, or discipline (self-discipline). This means having the discipline to follow the practices and to frequently reflect on one’s work and be willing to change.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

In the present time, Information Technology has emerged as one of the most promising Industries across the globe. Globally for the reduction of cost, time and efforts involved in the production and supply of the goods and services has made whole business world to adopt the technological support. And due to this reason only Software development have emerged as a important means of growth of IT Industry in India. Software Development Companies in India Have played a crucial role in rapid development of Software industry in India. These Companies Constantly improve and enhance the world of computers and technology. With the help of Software development all the complicated machines whether its computers, laptops, mobile phones or navigation devices all these machines are the way they are today performing various tasks successfully. As Software Development is having a essential role in many industries, so organizations have realized their importance for improving themselves in various aspects of management. Software Development have increased the productivity of the businesses by reducing the human efforts and errors. This increased demand in the Software Development have also given rise to high demand of Software Development Companies everywhere. Even there is a huge demand of best Software Company in Lucknow as Lucknow being capital of U.P have become a growing market for various industries and now almost every offline brand has setup into online businesses of their products and services. As the number of internet users are increasing day by day so are the businesses entering into the online so that they could influence customers online. Besides Software Development many other web solutions like web hosting, web development and website designing services have great demand in the market also therefore, Software Companies have started offering all these services along with software development. Software Industry is flooded with various software companies which are also Website Development Company in Lucknow offering various web based services but it is required by you to choose wisely which company to choose to help your business sustain successfully in long run and stay ahead of its competitors in the market. The company is choosen such that which provide good quality software’s in affordable price.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

[A] central theme is why social, political, and economic institutions tend to coevolve in a manner that reinforces rather than undermines one another. The welfare state is not 'politics against markets,' as commonly assumed, but politics with markets. Although it is popular to think that markets, especially global ones, interfere with the welfare state, and vice versa, this notion is simply inconsistent with the postwar record of actual welfare state development. The United States, which has a comparatively small welfare state and flexible labor markets, has performed well in terms of jobs and growth during the past two decades; however, before then the countries with the largest welfare states and the most heavily regulated labor markets exceeded those in the United States on almost any gauge of economic competitiveness and performance. Despite the change in economic fortunes, the relationship between social protection and product market strategies continues to hold. Northern Europe and Japan still dominate high-quality markets for machine tools and consumer durables, whereas the United States dominates software, biotech, and other high-tech industries. There is every reason that firms and governments will try to preserve the institutions that give rise to these comparative advantages, and here the social protection system (broadly construed to include job security and protection through the industrial relations system) plays a key role. The reason is that social insurance shapes the incentives workers and firms have for investing in particular types of skills, and skills are critical for competitive advantage in human-capital-intensive economies. Firms do not develop competitive advantages in spite of systems of social protection, but because of it. Continuing this line of argument, the changing economic fortunes of different welfare production regimes probably has very little to do with growing competitive pressure from the international economy. To the contrary, it will be argued in Chapter 6 that the main problem for Europe is the growing reliance on services that have traditionally been closed to trade. In particular, labor-intensive, low-productivity jobs do not thrive in the context of high social protection and intensive labor-market regulation, and without international trade, countries cannot specialize in high value-added services. Lack of international trade and competition, therefore, not the growth of these, is the cause of current employment problems in high-protection countries.

agile is the most disciplined and quality-driven set of development practices the industry has invented to date.

Quality is not tested, but built.

Software testing is not only ensuring absence of bugs but also ensuring presence of value.

If interface comments must also describe the implementation, then the class or method is shallow. This means that the act of writing comments can provide clues about the quality of a design;

And here is where we could see the emergence of new types of companies—“Auto-Tech.” These would either be vertically integrated or strategically allied companies, from vehicle manufacture, to fleet management, to ride hailing through their own platforms. They would be the master coordinators of multiple capabilities—manufacturing, data and supply chain management, machine learning, software and systems integration, and the delivery of high-quality “mobility as a service” to customers around the world. At this point, there is still no tipping point where the benefits of new technology and business models prove so overwhelming that they obliterate the oil-fueled personal car model that has reigned for so long.

Quality was not a motivating concern in the design, implementation, or standardization of JavaScript. That puts a greater burden on the users of the language to resist the language's weaknesses.

Spending some additional money to get high-quality products will give more profit. But anyway, it is not true that expensive products are high-quality products. Even an inexpensive or cheap product can be high-quality if it meets the Customer’s needs/expectations.

Fowler argued that this community is well respected and highly visible. If you want to make a name for yourself in software development—the type of name that can help you secure employment—focus your attention on making quality contributions to open-source projects. This is where the people who matter look for talent.

Fundamentally, an aggregate has the following qualities: Is an entity usually composed of other child entities and value objects Encapsulates access to child entities by exposing behavior (usually referred to as commands) Is a boundary that is used to enforce business invariants (rules) consistently Is an entry point to get things done within a bounded context

The confidence you get from knowing about every crash, anywhere in the world, is crucial to delivering a high-quality product that needs to be used in the wild. In the consumer software business, you can't rely on your customers to tell you about crashes—many of them may not be technical enough, and most of them won't bother to take time off of their own important work to give you a useful crash report unless you make it completely automatic.

the fundamental incompatibility between Exponential’s goals and hers. They want something that responds like a person, but isn’t owed the same obligations as a person, and that’s something she can’t give them. No one can give it to them, because it’s an impossibility. The years she spent raising Jax didn’t just make him fun to talk to, didn’t just provide him with hobbies and a sense of humor. They were what gave him all the attributes Exponential is looking for: fluency at navigating the real world, creativity at solving new problems, judgment you could entrust with an important decision. Every quality that made a person more valuable than a database was a product of experience. She wants to tell them that Blue Gamma was more right than it knew: experience isn’t merely the best teacher; it’s the only teacher.

more frequent, higher-quality, and lower-risk software releases.

IdeaTech Software House is your premium choice for the quality solutions of all your IT requirements or worries. Its more than a traditional IT company where you will...

That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption.

That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption. Build less, but with confidence, is the path of many early product teams. If you’re right about the core, you can always iterate and build more features later.

As a first step in test automation, it is important to learn how to build an automation framework

When the automation test pack is being designed, the most important decision is to plan the Test Scheduling of those Automated Test Scripts. The objective of test automation is to reduce the amount of time spent in Regression Testing

The best representation of automation test execution scheduling is possible through Bar Charts when multiple Automation Testers are involved in the test project.

The more you produce, the more you have to read. Automated code generation only makes matters worse. As Martin Fowler writes about low code quality: “Even small changes require programmers to understand large areas of code, code that’s difficult to understand.” [32] Code that’s difficult to understand slows you down. On the other hand, every minute you invest in making the code easier to understand pays itself back tenfold.

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Reducing the quantity of design-in-progress boosts software quality.

Instead of security and compliance activities only being performed at the end of the project, controls are integrated into every stage of daily work in the software development life cycle, resulting in better quality, security, and compliance outcomes.

A key principle of any effective software engineering, not only reliability-oriented engineering, simplicity is a quality that, once lost, can be extraordinarily difficult to recapture.

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

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At Google, this is exactly our goal: to merge development and testing so that you cannot do one without the other. Build a little and then test it. Build some more and test some more. The key here is who is doing the testing. Because the number of actual dedicated testers at Google is so disproportionately low, the only possible answer has to be the developer. Who better to do all that testing than the people doing the actual coding? Who better to find the bug than the person who wrote it? Who is more incentivized to avoid writing the bug in the first place? The reason Google can get by with so few dedicated testers is because developers own quality. If a product breaks in the field, the first point of escalation is the developer who created the problem, not the tester who didn’t catch it.

Small tests lead to code quality. Medium and large tests lead to product quality.

Your team may be called “quality assurance.” Don’t let that go to your head. Your test results and bug reports provide information that facilitates the assurance of quality on the project, but that assurance results from the effort of the entire team.

The goal of Continuous Delivery is to create a constant flow of changes to production: an automated software production line. The core concept that makes this happen is the Continuous Delivery pipeline. The pipeline breaks the software delivery process down into a number of stages. Each stage is aimed at verifying quality of new features from a different angle in order to prevent errors from affecting your users.

The delivery pipeline is the key concept that enables a continuous flow of changes to production in a Continuous Delivery environment. Key points of the pipeline are: Functionality is only added when the quality is right. All changes to the source code immediately result in a new version of the application. Each new version is automatically tested against all available tests. New versions are automatically deployed to production. All installation and configuration of machines and environments is fully automated.

s s i o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications

o n o f R a t i o n a l S o f t w a r e C o r p o r a t i o n i s t o e n s u r e t h e s u c c e s s o f c u s t o m e r s c o n s t r u c t i n g t h e s o f t w a r e s y s t e m s t h a t t h e y d e p e n d o n . We enable our customers to achieve their business objectives by turning software into a source of competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational ApproachTM, a comprehensive softwareengineering solution consisting of three elements: • A configurable set of processes and techniques for the development of software, based on iterative development, object modeling, and an architectural approach to software reuse. • An integrated family of application construction tools that automate the Rational Approach throughout the software lifecycle. • Technical consulting services delivered by our worldwide field organization of software engineers and technical sales professionals. Our customers include businesses in the Asia/Pacific region, Europe, and North America that are leaders in leveraging semiconductor, communications, and software technologies to achieve their business objectives. We serve customers in a diverse range of industries, such as telecommunications, banking and financial services, manufacturing, transportation, aerospace, and defense.They construct software applications for a wide range of platforms, from microprocessors embedded in telephone switching systems to enterprisewide information systems running on company-specific intranets. Rational Software Corporation is traded on the NASDAQ system under the symbol RATL.1

aim is to make the delivery of software from the hands of developers into production a reliable, predictable, visible, and largely automated process with well-understood, quantifiable risks. Using the approach that we describe in this book, it is possible to go from having an idea to delivering working code that implements it into production in a matter of minutes or hours, while at the same time improving the quality of the software thus delivered. The vast majority of the cost associated with delivering successful software is incurred after the first release. This is the cost of support, maintenance, adding new features, and fixing defects. This is especially true of software delivered via iterative processes, where the first release contains the minimum amount of functionality providing value to the customer. Hence the title of this book, Continuous Delivery, which is taken from the first principle of the Agile Manifesto: “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

The goal was to discover methods to build software that were as predictable in quality, cost, and time as those used to build bridges in civil engineering.

In order to increase speed without sacrificing quality, a software delivery methodology must find ways to engineer noise out. Handoffs and translations are prime sources of noise in the software lifecycle. The waterfall model maximizes both. Handoffs

If “ship early, ship often” is interpreted as the willingness to expose not-quite-feature-complete but well-tested products to the healthy pressures of real users, everybody wins. But if it is used as an excuse for shipping half-baked, flaky products; using your customers as unpaid quality-assurance staff—and counting on ever-lowering expectations of quality in a slipshod marketplace numbed by crashing TVs and bug-filled software—it is another matter entirely. Even

it sprang from a conviction that the quality of the people on a project, and their organization and management, are much more important factors in success than are the tools they use or the technical approaches they take. Subsequent researches have supported that conviction. Boehm's COCOMO model finds that the quality of the team is by far the largest factor in its success, indeed four times more potent than the next largest factor.

Concept Art and Model Sheets Concept art consists of drawings made early in the design process to give people an idea of what something in the game will look like—most often, a character. Many people involved in the game design, development, and production process will need such pictures. This includes everyone from the programmers (who might need to see a vehicle before they can correctly model its performance characteristics in software) to the marketing department (who will want to know what images they can use to help sell the game). By creating a number of different versions of a character, you can compare their different qualities and choose the one you like the best to be implemented by the game’s modeling and animation teams.

I always considered part of my job was to keep the quality level of people in the organizations I work with very high. That’s what I consider one of the few things I actually can contribute individually—to really try to instill in the organization the goal of only having “A” players. Because in this field, like in a lot of fields, the difference between the worst taxicab driver and the best taxicab driver to get you cross-town Manhattan might be two to one. The best one will get you there in fifteen minutes, the worst one will get you there in a half an hour. Or the best cook and the worst cook, maybe it’s three to one. Pick something like that. In the field that I’m in the difference between the best person and the worst person is about a hundred to one or more. The difference between a good software person and a great software person is fifty to one, twenty-five to fifty to one, huge dynamic range. Therefore, I have found, not just in software, but in everything I’ve done it really pays to go after the best people in the world.

PC makers put crapware on their computers—antivirus software, subscription offers, and so on—precisely because the revenue is lucrative. Apple forgoes such opportunities time and again, convinced that high-quality products will ultimately generate more profits. It’s a classic long-term approach.

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Most software is designed for the development lab or the testers in the Quality Assurance (QA) department.

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Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

It is the architect‘s job to not only create functional, quality software for users, but also to do so while balancing the other departmental priorities, with the cost containment interests of the business‘s CEO, with the ease-of-administration interests of the operations staff, with the easeof-learning and ease-of-maintenance interests of future programming staff, and with best practices of the software architect‘s profession

The idea that schedules can be shortened in order to reduce cost or speed up delivery is a very common misconception. You‘ll commonly see attempts to require overtime or sacrifice ―less important scheduled tasks (like unit-testing) as a way to reduce delivery dates or increase functionality while keeping the delivery dates as is. Avoid this scenario at all costs. Remind those requesting the changes of the following facts: - A rushed design schedule leads to poor design, bad documentation and probable Quality Assurance or User Acceptance problems. - A rushed coding or delivery schedule has a direct relationship to the number of bugs delivered to the users. - A rushed test schedule leads to poorly tested code and has a direct relationship to the number of testing issues encountered. - All of the above lead to Production issues which are much more expensive to fix.

The Linux world behaves in many respects like a free market or an ecology, a collection of selfish agents attempting to maximize utility which in the process produces a self-correcting spontaneous order more elaborate and efficient than any amount of central planning could have achieved. Here, then, is the place to seek the “principle of understanding”. The “utility function” Linux hackers are maximizing is not classically economic, but is the intangible of their own ego satisfaction and reputation among other hackers. (One may call their motivation “altruistic”, but this ignores the fact that altruism is itself a form of ego satisfaction for the altruist). Voluntary cultures that work this way are not actually uncommon; one other in which I have long participated is science fiction fandom, which unlike hackerdom has long explicitly recognized “egoboo” (ego-boosting, or the enhancement of one’s reputation among other fans) as the basic drive behind volunteer activity. Linus, by successfully positioning himself as the gatekeeper of a project in which the development is mostly done by others, and nurturing interest in the project until it became self-sustaining, has shown an acute grasp of Kropotkin’s “principle of shared understanding”. This quasi-economic view of the Linux world enables us to see how that understanding is applied. We may view Linus’s method as a way to create an efficient market in “egoboo” — to connect the selfishness of individual hackers as firmly as possible to difficult ends that can only be achieved by sustained cooperation. With the fetchmail project I have shown (albeit on a smaller scale) that his methods can be duplicated with good results. Perhaps I have even done it a bit more consciously and systematically than he. Many people (especially those who politically distrust free markets) would expect a culture of self-directed egoists to be fragmented, territorial, wasteful, secretive, and hostile. But this expectation is clearly falsified by (to give just one example) the stunning variety, quality, and depth of Linux documentation. It is a hallowed given that programmers hate documenting; how is it, then, that Linux hackers generate so much documentation? Evidently Linux’s free market in egoboo works better to produce virtuous, other-directed behavior than the massively-funded documentation shops of commercial software producers. Both the fetchmail and Linux kernel projects show that by properly rewarding the egos of many other hackers, a strong developer/coordinator can use the Internet to capture the benefits of having lots of co-developers without having a project collapse into a chaotic mess. So to Brooks’s Law I counter-propose the following: Provided the development coordinator has a communications medium at least as good as the Internet, and knows how to lead without coercion, many heads are inevitably better than one.

In the fast-phased technological world, it becomes utmost important to rely on a custom software development that provides the right medium to achieve productive results of exceptional quality. With a view to helping businesses, custom software solutions that are known to assist operational and long-term organizational needs of software services. With years of experience in providing custom software services, we stand as partners to ensure that the product development lifecycle goes through a smooth phase with no challenges to derive complete satisfaction.

Thinking like an object will lead to a greater degree of isomorphism between objects found in the problem space (the enterprise domain) and those employed in a solution space (the computer program) than thinking like a computer. Isomorphism of the modules (objects) in problem and solution space is a desirable, in fact essential, quality for software.

Index #: 238-B Contents: User's Guide to HOGMA Knish-8 with Vapidity, by JASTRE019R45R0722-110 Notes: User's manual describing the installation and capabilities of a piece of software (Knish-8) for a device (the HOGMA) which allows the user to genetically modify "hollow" (undifferentiated?) plant material to produce cultivated plants with desired qualities. "Vapidity" may be a form of digital rights management. Textual clues indicate authorship by a non-human (robot?) in the Canadian Nation of World Peace, Triumphant, in the year 112 (approximately 2220-2250 by the Gregorian calendar).

Quality Never dies.

The constraint has shifted out of software development. Here's a sad but repeated story: a development team begins applying XP, dramatically improves quality and productivity, but then is disbanded, its leaders fired and the rest of the team scattered.

Write contracts for software development that fix time, costs, and quality but call for an ongoing negotiation of the precise scope of the system. Reduce risk by signing a sequence of short contracts instead of one long one.

competitive advantage, speeding time-to-market, reducing the risk of failure, and improving software quality. We fulfill our mission with the Rational

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Draw a line in the sand As you get going, keep in mind why you’re doing what you’re doing. Great businesses have a point of view, not just a product or service. You have to believe in something. You need to have a backbone. You need to know what you’re willing to fight for. And then you need to show the world. A strong stand is how you attract superfans. They point to you and defend you. And they spread the word further, wider, and more passionately than any advertising could. Strong opinions aren’t free. You’ll turn some people off. They’ll accuse you of being arrogant and aloof. That’s life. For everyone who loves you, there will be others who hate you. If no one’s upset by what you’re saying, you’re probably not pushing hard enough. (And you’re probably boring, too.) Lots of people hate us because our products do less than the competition’s. They’re insulted when we refuse to include their pet feature. But we’re just as proud of what our products don’t do as we are of what they do. We design them to be simple because we believe most software is too complex: too many features, too many buttons, too much confusion. So we build software that’s the opposite of that. If what we make isn’t right for everyone, that’s OK. We’re willing to lose some customers if it means that others love our products intensely. That’s our line in the sand. When you don’t know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious. For example, Whole Foods stands for selling the highest quality natural and organic products available. They don’t waste time deciding over and over again what’s appropriate. No one asks, “Should we sell this product that has artificial flavors?” There’s no debate. The answer is clear. That’s why you can’t buy a Coke or a Snickers there. This belief means the food is more expensive at Whole Foods. Some haters even call it Whole Paycheck and make fun of those who shop there. But so what? Whole Foods is doing pretty damn well. Another example is Vinnie’s Sub Shop, just down the street from our office in Chicago. They put this homemade basil oil on subs that’s just perfect. You better show up on time, though. Ask when they close and the woman behind the counter will respond, “We close when the bread runs out.” Really? “Yeah. We get our bread from the bakery down the street early in the morning, when it’s the freshest. Once we run out (usually around two or three p.m.), we close up shop. We could get more bread later in the day, but it’s not as good as the fresh-baked bread in the morning. There’s no point in selling a few more sandwiches if the bread isn’t good. A few bucks isn’t going to make up for selling food we can’t be proud of.” Wouldn’t you rather eat at a place like that instead of some generic sandwich chain?

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Without apprentices who are enthusiastic to the point of being pushy, software craftsmanship will continue to exist only in isolated pockets of quality that have formed around small groups of peculiarly talented developers.

People who aren't steeped in software often have an unrealistically non-horrified view of software quality.

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The Core Debugging Process The core of the debugging process consists of four steps: Reproduce: Find a way to reliably and conveniently reproduce the problem on demand. Report erratum Prepared exclusively for castLabs GmbH this copy is (P2.0 printing, February 2010) FIRST THINGS FIRST 18 Diagnose: Construct hypotheses, and test them by performing experiments until you are confident that you have identified the underlying cause of the bug. Fix: Design and implement changes that fix the problem, avoid intro- ducing regressions, and maintain or improve the overall quality of the software. Reflect: Learn the lessons of the bug. Where did things go wrong? Are there any other examples of the same problem that will also need fixing? What can you do to ensure that the same problem doesn’t happen again?

• Detect bugs as early as possible, and fix them as soon as they come to light. • Act as though bug-free software was an attainable goal, but tem- per perfectionism with pragmatism. • If you find yourself faced with a poor quality codebase, do the following: – Recognize there is no silver bullet. – Make sure that the basics are in place first. – Separate clean code from unclean, and keep it clean. – Use bug triage to keep on top of your bug database. – Incrementally clean up bad code by adding tests and refac- toring.

Process is only a second-order effect. The unique people, their feelings and qualities, are more influential