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This time we have Simon Prior with us. And I am sure you will enjoy this interview as much as I did. I also felt TLC would be a great platform to start spreading the word on the importance of growing the culture as it provided an international audience who could all take ideas back to help their organisations.

How different do you think was the remote format of sessions compared to in-person format? And what do you believe will change in future?

With this and TestBash Home this year, they have proven that the barriers we all felt previously with virtual conferences not being engaging are no longer valid.

I believe more conferences will go forward with a virtual element in the future, I imagine that means there will be a plethora of virtual conferences as the overhead of running a conference will be less. This has to be a good thing with more platforms for people to share ideas and move the industry forward. Of course, as a speaker, not having an audience to feed off, made it tougher to present. But the other breakout sessions and communication mechanisms really helped with the overall experience.

Learning to adapt our styles as leaders to mean we are accessible to all team members, who may all need us in a different way. Some will need the metaphorical arm around them to encourage, others will need straight-talking. We as leaders need to lean towards the servant leadership style more with our teams.

If you have happy people, the work will get done more effectively. Even just simple things like checking in regularly and taking courses for yourselves like the Mental Health First Aider courses will give leaders insights and tips on how to be there for your teams when they need it. How would you explain your job as a tester to someone who is not familiar with the field?

Would you be happy to board a plane if you thought no checks or tests to prove its working, had taken place? What would be the one thing you would like to change in the testing profession of the present day? A holistic approach to testing is needed. Find opportunities to speak to students about testing and help plug the gap we have in finding new young talent into our industry. Check out MakeATester on twitter to discuss this further. Do you want to share anything else with the TMA community?

Thank you Simon for this interesting conversation and being a part for my TLC interview series. He has a keen interest in finding ways to improve the testing process and ensuring products are released with the highest possible quality.

Simon is a well-known speaker and meetup organiser in the Software Testing world and also a keen advocate for companies to consider Neurodiversity as part of their inclusion programmes. Astrid is a budding freelance journalist and content writer from Switzerland. Creativity is her passion and writing is her lost-and-found love which she is willing to develop with more care. Connect with Astrid on Linkedin or follow her on twitter AstridWinkler4.

This time we have Dana Pylayeva with us. What can participants expect to learn from your tutorial? I was fortunate to accumulate years of experience in facilitating, training and coaching distributed teams across the globe. In this workshop, I will share seven key rules I found useful over these years. Some of them you may find controversial, others will sound really simple. Participants can expect to learn by doing, engaging, connecting and collaborating with others in the virtual room.

Best of all — they can expect to pick up simple and versatile tools to change the way they facilitate collaboration with their own teams. How different do you think the remote format of tutorials would be compared to in-person format? How do you plan to keep it as effective as it would be otherwise? We take advantage of the digital tools and space, instead of fighting against it. With Zoom Breakout rooms, creative use of chat, poll and annotation, everyone in our virtual room will find themselves engaged and contributing.

I mentioned Liberating Structures. Give it a try and you will find that they make virtual collaboration rock! Leaders of the past were expected to have all the answers, direct every step of their subordinate, give out orders.

Today we are dealing with unpresidential complexity, within which no single person can have all the answers. I am excited to support the community again, now in the new virtual format and appreciate the tremendous effort on the part of organisers to make this conference a reality.

Great work, Test Masters Academy! Thank you Dana for the interesting conversation. I am looking forward to attending your tutorial. Below are the details:. Dana Pylayeva. Every role she has had in her career has given her an opportunity to apply her passion for agile principles and practices and to help others recognize the benefits of Agile.

An active member of the global agile community, she has been volunteering at Agile Alliance conferences for the past 10 years. Dana enjoys speaking, facilitating workshops and training groups from 10 to people. She speaks internationally on topics ranging from DevOps to User Story Mapping, improving the effectiveness of distributed teams with retrospectives and agile games.

She finds inspiration from reading, practising yoga, hiking, travelling and spending time with her family. This time we have Kirk Walton with us. This has allowed us to build some awesome teams at tapQA. With Zoom being such a great tool, it makes it easy to collaborate as if we were in-person.

I believe this collaboration will be just like we were all sitting in a room together. Members of tech teams often have hot buttons such as learning new skills, staying on top of technical trends, career growth and advancement and taking on new responsibilities. We spend so much of our waking hours at work — and when someone finds the right company and right role, it has such a huge impact in all aspects of their life.

Conversely, when someone really enjoys their work, that positive energy has a huge impact on the others around them. To be a driving factor in that is the thing that gets me excited about my job each and every day.

Thank you Kirk for the interesting conversation. Kirk has a highly successful track record of building strategies to attract, build and retain high-performing teams. This time we have Dr Bob Schatz with us.

My dissertation was a study of people that have led to radical transformational change in organizations. It revealed what commitment looked like from the change agent perspective and some ugly responses from others in the organization. Participants in this tutorial will gain a better understanding of the dynamics involved in transformational change.

If they are a change agent, it will help them understand what they will experience both within themselves as well as the reaction from others. If they are a participant in an organization going through change, they will gain an understanding of what forces are at play in the pursuit of change and how they might become a better support system for the overall benefit for the organization. The goal is to raise awareness that change is not an edict from management to be compliant with, but a complex system which involves the interaction of all participants.

I have taught courses and coached organizations in-person for nearly 15 years. For the past 7 months, I have run more than 35 engaging, collaborative, 2-day classes using Zoom, Powerpoint, Notability, and Mural. At first, it was a little uncomfortable learning to effectively connect via video, but with practice and adjustments, I have realized more benefits than drawbacks. I think the best way is to describe it as making sure that a system performs and operates in a manner that meets or exceeds the expectations of users and consumers, by making sure the processes, procedures, and people involved in developing the product have their focus on quality.

When leadership fails to take complete responsibility for creating an environment where excellent work can be achieved, and then tries to place that responsibility on their people, it makes for an oppressive work environment.

If you show compassion, empathy, and support for your people, and give them a sense of purpose in meaning in their work, they will accomplish amazing feats.

From my early days at General Electric, I was taught the power of pulling people up instead of keeping them under you. The only way to get promoted there was to train your replacement.

Seeing people follow their dream and experience their journey motivates me to keep doing what I do. In the past, testing was more of a gatekeeper, trying to find defects before a system went out the door. Testers were rewarded and punished based on how many defects they could find.

I never understood that logic…I was looking at why we were producing so many defects. With agile teams, testers are needed on the team. Cross-functional teams swarm on solving problems.

However, many organizational leaders, mainly QA leaders, try to protect turf and hold on to power, preventing this from happening. There are many reasons why they might do this, but it needs to change. We have to ask ourselves, What is in the best interest of the customer? How can we organize to serve them in the best possible way? Thank you for all you do. The passion, commitment, and professionalism has been and continues to be impressive. Having people with different perspectives exercising systems helped billions of people around the world.

We have a lot of work to do to move this industry to new levels and everyone will need to bring their best to work every day. Thank you, Bob, for the interesting conversation. Dr Bob Schatz has over 35 years of experience in the IT industry-leading software, systems, and organizational development. Before joining Primavera, Bob spent seven years as a founder at Liquent, Inc. Bob is a leader in successfully implementing agile development techniques, such as Scrum and XP, and driving culture changes in organizations.

He and his team have been featured in several industry articles. Bob often speaks at industry events talking about the benefits and challenges of bringing agile techniques into an organization. Rasmussen with us. Leaders are to a high degree judged in their workplace by their personality.

While management used to be about giving instructions to individuals, modern leadership is more centred about a theme of bringing the best out of your team. This applies generally for expert work: As a leader, your job is no longer to know everything but to help your team collaborate and create. Participants will learn about their personal values and motivations, and learn and try to use them actively.

We find that among managers in testing and development, these qualities are not as focused as they could — and maybe need to be, in order to drive the best possible quality. Limiting contact to video and sound will change the experience somewhat, of course.

We will make sure our instructions are very clear, and that the presentations are kept short and to the point. Every individual present in the workshop will be involved in the break-out sessions. We will facilitate to ensure people get to share their reflections. I have a fairly good experience teaching online. In my opinion, a digital format is a supplementary form to the physical meeting.

Used in the best way, both can lift the other to a higher level of effectiveness, but as for now, this is not possible. Right now we have to lean on the digital tools. The next-best way then is to, not just copy what you do in the physical meeting, into a digital platform. If you do so, you are prone to fail in the aspect of making the tutorial engaging to the participant…they will become mere spectators or viewers, not participants. This is best achieved in a small group in a physical room…we will have to try to resemble that in our digitally-driven tutorial.

We will try to create small-group discussions and while we speak, we will use the chat-function to help engage AND control the debate during the tutorials — and when Anders speaks, I will keep an eye on the chat and visa versa, when I speak.

I think tech teams consist of independently working professionals. Social interaction can feel a bit more awkward or out of place for some doing their work.

I think leaders have to take that into account and adjust both leadership style and planned activities accordingly. All teams are different, but I think those are the most common general differences. Another thing I find is, that the tech-teams tend to want their manager to be the best tech-guy of all — the leader-thing comes next….

That room has to come not only from the upper management but also from the team members. But let me try anyway: I think the biggest problem in leadership today is that many people are a bit afraid or anxious about being their authentic selves as a leader.

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These books can also be read in your browser. My dissertation was a study of people that have led to radical transformational change in organizations. It revealed what commitment looked like from the change agent perspective and some ugly responses from others in the organization. Participants in this tutorial will gain a better understanding of the dynamics involved in transformational change.

If they are a change agent, it will help them understand what they will experience both within themselves as well as the reaction from others. If they are a participant in an organization going through change, they will gain an understanding of what forces are at play in the pursuit of change and how they might become a better support system for the overall benefit for the organization.

The goal is to raise awareness that change is not an edict from management to be compliant with, but a complex system which involves the interaction of all participants. I have taught courses and coached organizations in-person for nearly 15 years. For the past 7 months, I have run more than 35 engaging, collaborative, 2-day classes using Zoom, Powerpoint, Notability, and Mural. At first, it was a little uncomfortable learning to effectively connect via video, but with practice and adjustments, I have realized more benefits than drawbacks.

I think the best way is to describe it as making sure that a system performs and operates in a manner that meets or exceeds the expectations of users and consumers, by making sure the processes, procedures, and people involved in developing the product have their focus on quality. When leadership fails to take complete responsibility for creating an environment where excellent work can be achieved, and then tries to place that responsibility on their people, it makes for an oppressive work environment.

If you show compassion, empathy, and support for your people, and give them a sense of purpose in meaning in their work, they will accomplish amazing feats. From my early days at General Electric, I was taught the power of pulling people up instead of keeping them under you. The only way to get promoted there was to train your replacement.

Seeing people follow their dream and experience their journey motivates me to keep doing what I do. In the past, testing was more of a gatekeeper, trying to find defects before a system went out the door.

Testers were rewarded and punished based on how many defects they could find. I never understood that logic…I was looking at why we were producing so many defects. With agile teams, testers are needed on the team. Cross-functional teams swarm on solving problems. However, many organizational leaders, mainly QA leaders, try to protect turf and hold on to power, preventing this from happening.

There are many reasons why they might do this, but it needs to change. We have to ask ourselves, What is in the best interest of the customer? How can we organize to serve them in the best possible way?

Thank you for all you do. The passion, commitment, and professionalism has been and continues to be impressive. Having people with different perspectives exercising systems helped billions of people around the world. We have a lot of work to do to move this industry to new levels and everyone will need to bring their best to work every day. Thank you, Bob, for the interesting conversation. Dr Bob Schatz has over 35 years of experience in the IT industry-leading software, systems, and organizational development.

Before joining Primavera, Bob spent seven years as a founder at Liquent, Inc. Bob is a leader in successfully implementing agile development techniques, such as Scrum and XP, and driving culture changes in organizations. He and his team have been featured in several industry articles.

Bob often speaks at industry events talking about the benefits and challenges of bringing agile techniques into an organization. Rasmussen with us. Leaders are to a high degree judged in their workplace by their personality. While management used to be about giving instructions to individuals, modern leadership is more centred about a theme of bringing the best out of your team. This applies generally for expert work: As a leader, your job is no longer to know everything but to help your team collaborate and create.

Participants will learn about their personal values and motivations, and learn and try to use them actively. We find that among managers in testing and development, these qualities are not as focused as they could — and maybe need to be, in order to drive the best possible quality. Limiting contact to video and sound will change the experience somewhat, of course. We will make sure our instructions are very clear, and that the presentations are kept short and to the point.

Every individual present in the workshop will be involved in the break-out sessions. We will facilitate to ensure people get to share their reflections.

I have a fairly good experience teaching online. In my opinion, a digital format is a supplementary form to the physical meeting. Used in the best way, both can lift the other to a higher level of effectiveness, but as for now, this is not possible. Right now we have to lean on the digital tools. The next-best way then is to, not just copy what you do in the physical meeting, into a digital platform. If you do so, you are prone to fail in the aspect of making the tutorial engaging to the participant…they will become mere spectators or viewers, not participants.

This is best achieved in a small group in a physical room…we will have to try to resemble that in our digitally-driven tutorial.

We will try to create small-group discussions and while we speak, we will use the chat-function to help engage AND control the debate during the tutorials — and when Anders speaks, I will keep an eye on the chat and visa versa, when I speak. I think tech teams consist of independently working professionals.

Social interaction can feel a bit more awkward or out of place for some doing their work. I think leaders have to take that into account and adjust both leadership style and planned activities accordingly.

All teams are different, but I think those are the most common general differences. Another thing I find is, that the tech-teams tend to want their manager to be the best tech-guy of all — the leader-thing comes next….

That room has to come not only from the upper management but also from the team members. But let me try anyway: I think the biggest problem in leadership today is that many people are a bit afraid or anxious about being their authentic selves as a leader. Leadership requires a good sense of people, context, and atmosphere.

You have to be part of the team and lead the team from within: Not from above. We all make mistakes, of course, which is why inviting and appreciating feedback is also important. Ignoring opportunities for feedback is a big mistake. Managers who allow others and themselves to bury them in the everyday operations and thus not being strategic, explorative and developmental in their approach.

Having opportunities to share their successes is also wonderful. It may sound a bit solemn, but to see them excel as humans, that makes my day perfect. It is not as much about doing it right, as doing the right thing…and that is what only self-driven, curious and safe feeling employees do…. A conference is not just people talking. I have been working with literally thousands of managers over the years.

I find that you have some of the same qualities as I see within the police, the armed forces and first-line responders. That enormous focus on details and repetition gives you a strong edge when committing to trying out ways like what Anders Dinsen and I are presenting. I am so excited to meet you again? Anders Dinsen drives organizational learning and development through testing.

He works in agile, waterfall, and hybrid contexts in Copenhagen, Denmark. Anders is Danish, critically minded, educated, and enjoys the short power-distances part of Danish organizational culture as it enables him to influence people with power. He has 25 years of experience in software engineering as a tester, developer, test manager, project manager, leader, facilitator, and coach.

He is also the father of four sons aged and married to Marianne on their 25th year. Ole has more than 20 years of management experience from the armed forces e. The past 10 years he has been running his third company, where he is active as a management consultant, facilitator, coach and teacher with a diverse set of clients from both the private and public sector.

Ole likes to team up with a network of people with diverse, but equally fascinating backgrounds. This time we have Lisa Crispin and Janet Gregory with us. The teams we were on found that the whole team had to take responsibility for quality and testing to succeed with frequent delivery of new changes.

As teams today move towards continuous delivery, deploying small changes daily or multiple times per day, building quality in and completing necessary testing activities are even more of a challenge. We need not only the whole delivery team, but people who up to now may have still been siloed — operations specialists, software reliability engineers, and more. We will provide additional downloadable material that participants can try out with their teams. I explain our job as a tester is like that, but to think of those things before it is finished.

Sometimes to consider concerns before it is even started. I get them to start thinking about what questions they would ask. One of our motivations to write our new Agile Testing Condensed book was to provide a brief introduction to agile testing that managers and execs might be willing to read.

Ask them their opinion and then listen to the answers. We create a hypothesis with some way we can measure progress. I like to act as a testing consultant to help everyone learn good ways of testing, of building a shared understanding about the features we want to build, of shortening feedback loops, of creating more testable and operable code.

If people like what I have to say, they will listen and draw their own conclusions. Have you thought about it this way? Do you think women bring something unique in the field of leadership? If yes, what is it? As that article says, we seem to have more empathy and humility.

We humans are complex and not really influenced by logic and facts — which is where we testers tend to want to go! I feel sad that there still are so few women in line executive positions in companies.

I had hoped the change would happen faster. Change is hard and the Lean-In movement showed how difficult it is to be someone you are not. I believe the best way to succeed is not to make people something they are not, but instead, embrace diversity and each person brings something unique. As a woman, I recognize that I work differently than most men. I would add that we should recognize the differences between teams, products, and ways of testing and be happy that there is such a diverse group of skills in our community.

Sharing those skills is what will keep testing alive and well. I feel lucky to be part of it. Thank you, Lisa and Janet, for the interesting conversation. Janet Gregory is an agile testing and process consultant with DragonFire Inc. Janet specializes in showing agile teams on how testing activities are necessary to develop good quality products. She works with teams to transition to agile development and teaches agile testing courses worldwide.

She contributes articles to publications and enjoys sharing her experiences at conferences and user group meetings around the world. Together with Lisa Crispin, she has founded the Agile Testing Fellowship to grow a community of practitioners who care about quality. Please visit www. This time we have Thomas Haver with us. My team has learned quite a bit through both successes and failures. We had to spread wide 73 applications across the web, mobile, desktop, database, services, and mainframe.

Participants in my session can learn how to build an enterprise framework — both in terms of automation architecture as well as governance. Automation has become omnipresent in IT, however, most implementations focus on delivering for the next day. I plan to show how an individual can build momentum to keep a program strong for years to come.

I plan on using Miro and CardBoardIT to help facilitate activities and make generous use of file sharing to facilitate my session. Both jobs require you to be analytical, inquisitive, technical, reflective, passionate, and communicative. Sometimes the most important thing you can do as a leader is to listen to your team.

Be understanding of their perspective and be willing to change your approach based on that information. Their success is how I measure myself as a leader.

I care deeply about their professional development so I make a great effort to give them time to learn. Healthy discussion is important for us to push boundaries and grow but at times it seems personal. Multiple speaking slots at different times and the sessions spread out over weeks has made it easy for people to engage in their own time.

Thank you, Thomas, for the interesting conversation. Thomas is presently serving as a Test Automation Architect. He leads a team of testers, ops engineers, and production support analysts in the adoption of DevOps practices. This time we have Zhenya Rozinskiy with us.

Nobody knew back in March of Feb this year if people would be sitting close to each other, in the same office, or area if they would be working remotely. I happened to be involved in the distributed workforce for over 20 years. And so what I chose to do is share some of the knowledge, some of the skills, some of the underwater rocks that people will experience or already experienced and stories of how I dealt with it.

How my team dealt with it over the past 20 or 20 plus years. Does it range from how do you hire what do you pay attention to? How do you manage? How do you even know if somebody is feeling good, feeling not good, feeling motivated, you know?

How do you make sure that you people with different personalities get along together with different work styles, with things that you took for granted? And some people are friendly to openness, to casual, some prefer being formal more. And yet you have to have a culture. Like what mode of communication your office culture prefers? Open voice policy or in closed rooms? Do you instant message or chat? Do you do this late at night and you do this in the morning? Do you speak straight to the business or are you a teacher?

Is that appropriate if my child runs in the middle of the meeting and sits on my lap? All of that is now completely different. What is it with a culture that has to change?

So there are many, many things that we can address in discussion. They could agree with me or disagree, they could challenge my ideas or challenge each other. I prefer letting them discuss and be a silent observer there. Facial expressions are different. Some people have cameras on. Some people have cameras off. And there could be lags. People interrupt each other in the process, unknowingly.

Not the first time, or the last time. I have to share my background. I started in the tech field as a tester. My first job in the high tech field, I was a key engineer, probably that is more of a fancy title, but I guess Tester could have been a more appropriate title for a company that most of you know called Autodesk. I was working on a project called Architecture that was my first job and actually built my technical career.

That was I became an automobile engineer if one can say. Later I became a director, became an IBM, and then I moved to a different and a little different role. So I want to describe myself as a pastor today, but if the question is more applicable, how do you describe the job of a tester?

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Pick up and play! The title is a compilation of microgames from across the franchise, including a number of new additions as well. Sawaru Made in Wario plays very similarly to most games in the WarioWare series: players play a randomized grouping of very small, short minigames called microgames within a small time limit and a very brief set of instructions.

Periodically, the game speeds up the microgame, thus shortening the time and making it more challenging and pressuring to complete the microgames within the time.