this article explores the underlying logic of software testing across processes analysis design automationand the testers themselves. it emphasizes systematic thinking the 80/20 principle forming closed loops in r& d and the critical importance of human insight driving automationand continuous learning. what is the underlying logic of software testing? part 2 3. the underlying logic of the test process the test process conforms to the general engineering project process including the phases of analysis planning design implementationand evaluation. no link can be missing and each link is important. however the preceding link will affect the subsequent link so the earlier the phase the more critical it is. test analysis is the foundationfollowed by design implementation

this article explores the underlying logic of software testing defining it as the process of obtaining comprehensive quality informationbased on real user requirements. it addresses the " why what and how" of testing and emphasizes that testing is an endless probabilistic sample experiment aimed at mitigating quality risks. what is the underlying logic of software testing? part 1 what is the underlying logic? according to teacher liu run s explanation: the commonground between things is the underlying logic. the underlying logic is something that represents only the similarities among differences and remains unchanged behind the changes. ...... underlying logic environment variable methodology he also said: only the underlying logic is alive. so let s explore: what is

the fusionof two unrelated things often produces a beautiful chemical reaction. stephen described " agile" and " modeling" as follows: " agile" and " modeling" although rarely in the same sentence they are not in conflict at all. on the contrary modelers can learn a lot from those who implement agile such as building tests for models early. those who follow agile processes can also benefit from increased productivity and more accessible communicationwith customers. undoubtedly everyone can benefit from it. stephen j. mellor one of the agile manifesto signatories describes himself as a spy who went to the snowbird conference. stephen was surprised when he received the invitationto the conference because his work had always been

after understanding the causes of technical debt above it is clear that it is impossible to completely avoid the creationof technical debt. products are evolving and technologies are being updated. once the code is written it will cost extra to maintain. coupled with changes in team members and loss of context it is difficult to keep the system in a 100 healthy state all the time. however we can analyze how to avoid and solve technical debt based on its causes. since ward cunningham put forward the concept of technical debt in his blog in 1992 the metaphor of technical debt has been used to this day and has always been the focus of attentionin the industry

this article explores the evolutionof software development from the traditional waterfall model to agile and devops. it outlines their core values highlights their similarities and clarifies their key differences emphasizing that agile and devops are complementary forces designed to accelerate delivery and improve software quality. in the early days there was no specific management process for software development. then came the waterfall development process which proposed that software development activities could be defined by the time spent developing and building applications. at that time because there were no review cycles or trade-off considerations in the development process it often took a long time to develop test and deploy software. the delivered software was often of poor quality riddled

learn how to recognize and overcome the " curse of knowledge" to improve project team communicationand alignment. let s play a game first.  tap on the table to the rhythm of a song while thinking of the song. the one who taps can hear the song in his head but the ones sitting at the table and listening to the tap can only hear the tapping sound because they cannot hear the songs in his head.    have you ever tried to explain a concept to your team and the explanationwould only bring more confusion? no matter what is your descriptionof the concept or  how hard you were trying? your team just do not understand it.

huawei uk s r& d team successfully addressed chronic project delays and scope creep by adopting sanplex enterprise. the platform s flexible agile/kanban frameworks and visualized progress tracking allowed the 50-member team to stabilize costs improve transparency and shorten productioncycles. founded in 1987 huawei is a leading global provider of informationand communications technology ict infrastructure and smart devices. with a workforce of 207 000 employees huawei operates in over 170 countries and regions serving more than three billionpeople worldwide. huawei is committed to bringing digital connectivity to every personhome and organizationto build a fully connected intelligent world. huawei s presence in the united kingdom began in 2001 with the establishment of its londonoffice

product managers play a crucial role in promoting product success visionfeatures strategy product release market positioning competitors and a road-map. product managers are located at a crossroads of engineering sales support and marketing meaning that they are uniquely positioned to address technical debt problems. product managers have extensive knowledge of access to different departments and stakeholders of the company. this puts them in an ideal positionto create a culture around preventionand coping with technical debt. we provide some valuable strategies. according to gartner s 2019 product manager survey only 55 of the product launches occurred as scheduled. this is significant for product managers who release on time as they are more likely to reach their internal

in extreme programming the planning game is a planning meeting held by the development team and stakeholders. it has two sessions: release planning and iterationplanning. customers and all developers in the team must participate. source: pinterest what is extreme programming? extreme programming or xp is a software development framework in agile that aims to produce high-quality software while fostering a higher quality of life for the development team. it is the most specific of all agile frameworks that tackle appropriate engineering processes to make sure the developers don t suffer from the dynamic nature of the setup. extreme programming practices fig. 1. the xp game in agile involves both customers and developers source: freepik in extreme programming the

this article explores the evolving role of a project manager emphasizing the pmi talent triangle: technical project management strategic & business management and leadership. it highlights that beyond managing resources " management by spreadsheet" modern project managers must understand organizational culture align projects with strategic goals and empathetically lead their teams. project management techniques have become a commonly known layer comprised of an infinite number of components many of which can be as relevant as the others. as the discipline of project management and the use of its best practices spread rapidly around the world the success of a project is heavily aided by good project management techniques. even if projects succeed in various ways they almost always share