First, I’d like to say Thank You. Thank you for being loyal readers and for being here with me over the last 6 or so years on The Social Tester.
It’s been a really tough decisions but I’ve decided to call a temporary (maybe permanent) hold on this The Social Tester blog. I rarely do any hand-on testing anymore and my role has moved to management and strategy of agile, rather than only managing testers.
Of course my role still does include managing elements of testing so I’ll still be writing about testing but also other topics such as management, agile, process, systems thinking, recruitment and personal development type stuff.
I ummed and arrghed about sticking with the social tester blog but I’ve decided to move to another blog. It’s an experiment really but I’m keen to give it a try and see how I get on.
I’ve started the new blog and added a few post already.
My new online writing will be over on the Cultivated Management blog. I do hope you’ll join me over on that blog for more writing about testing, management and agile software development.
I’m still on Twitter at @rob_lambert and LinkedIn as usual. I’m still speaking at mostly testing conferences for this year too.
I look forward to sharing my new ideas about software development and testing with you over on Cultivated Management. And thanks again for being with me on this blog and for all of the kind comments and support.
I get lots of enquiries from founders of start-ups who reach a certain growth point where they really need to start taking control of the quality of the work being produced. Their companies seem to reach a size and market growth where the focus on quality becomes a priority.
This is usually about the time when I get a call or an email and get posed the typical next two questions:
“You’ve got to be very careful if you don’t know where you are going, because you might not get there” Yogi Berra
Everytime I get asked how to implement agile in a team I ask a simple clarifying question back.
The answer to this question is often not very forthcoming. There is often no concrete reason. There is often no tangible benefit for moving the organisation or team to an agile or rapid delivery way of working.
I’ll never forget the sadness that was conveyed in Cheryll’s words as she politely, but carefully, rejected what would be my very last submission to a popular testing magazine. Me and Cheryll had history. I’d submitted 10 articles to the magazine, and 10 times she had sent me the rejection email.
It wasn’t her rejected me, it was the editor, but she knew my pain. She was the messenger.
It was a great sense of achievement. I learned a lot about the self publishing industry and I learned a lot about myself. I never realised quite how hard it would be to take a book from idea to published.
This post outlines 9 Steps to publishing a book on Amazon Kindle.
I spoke about whether testers need to learn to code, why the product you work on influences how you feel about testing, why recruiting is changing for me and what the latest trends are in the testing community.