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Do Testers Really Need to Learn How to Code? Because automation, AI, and agile have changed how we test software, the thought is that testers need to understand a certain amount of coding so that they can make themselves more well-rounded and better able to adapt within a software project. But there are other things testers can focus on before learning to code. |
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How to Dissuade Your Boss from Making a Bad Decision If your boss is about to make a decision that you think is a bad one, it's important to be mindful of how you address your concerns. Even if all your points are valid, if you make them in a brash or condescending manner, it won't matter. Here are some tips for dissuading your boss from a bad choice in an effective way. |
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The Benefits of Thinking on Your Feet—Literally Most articles and research about avoiding prolonged sitting and doing more work while standing have focused on the physical health benefits of periodic standing, particularly if you have a desk job. But there are also mental benefits. Standing and walking improve attention, memory, and other cognitive skills, too. |
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Testing the Requirements: A Guide to Requirements Analysis Everyone knows testing requirements is important, and everyone says they do it, but it seems like no one knows exactly how. The best way to solve this problem is to introduce a requirements analysis stage that has to be done before coding starts. No one knows a product as well as a tester who works with it every day! |
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For Distributed Team Success, Think Differently about When For distributed teams, activities usually get scheduled based on constraints such as availability and time zone, but people don’t often take into account when the most effective time to meet would be. Neglecting people’s work tendencies and schedule preferences could make it harder for the team to be successful. |
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Why Smart People Sometimes Do Dumb Things Smart people sometimes do things that are not so smart. In fact, smarter people are actually more vulnerable to thinking errors than those who are less smart, causing them to make unwise decisions. If you’re a smart person, the smartest thing you can do may be to recognize the ways in which you are not so smart. |
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How Do We Land This Thing? Planning for Go-Live and Beyond Some project managers have little experience bringing a project in for a landing, so they can be dismayed or just blindsided by organizational change needs and stakeholders’ expectations at delivery. Here is a checklist of some commonly forgotten items to address when a project goes live, so be sure to plan for them. |
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Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
