On June 18, many Google Calendar users worldwide got an unexpected surprise when logging into the app—an error message. The issue was resolved approximately three hours later but, as anyone who lives and dies by their calendar knows, three hours is plenty of time to wreak scheduling havoc. The same day, restaurant chain Taco Bell also made headlines for tech issues, when heavy traffic in response to its free Taco giveaway caused the app to crash.
In the Internet age, making the best use of technology investments, rapidly spotting and addressing any performance issues or other roadblocks and ensuring customers have a high-quality experience that delights are perennial goals. Yet, until very recently, companies have been going about it all wrong.
No matter what industry you’re in, providing an exceptional digital experience to your customers is paramount. It’s particularly tricky in financial services, as more and more users ditch physical branch locations for online banking. By 2019 in the UK, mobile banking is expected to overtake desktop as the preferred channel. And for two-thirds of Americans, a recent survey found that online and mobile banking represent their primary banking channels.
In the past few weeks, I’ve been getting daily emails about early access to retailers’ Black Friday and Cyber Monday sales. Which got me thinking about two things: one, I hope retailers are prepared for the even earlier onslaught of online traffic, and two, the high stakes for site performance on the two busiest shopping days of the year.
The annual Gartner Symposium/ITxpo in Barcelona, Spain, is a great pulse check for what's on the minds of CIOs in large companies (like banks, utilities, telcos, governments). It's not necessarily the place to see the absolute latest technology, but it is the place to see what organizational problems CIOs are trying to solve with technology, and what companies are rolling out next year.
Consumerization, digital experience, DevOps, mobile, fragmentation, and microservices have changed how software products are architected, how they’re produced, what they do, who uses them, and those users’ expectations. As a result, there’s been a massive shift in testing requirements, both in terms of what we’re trying to achieve and what we need to do.
Note: Back by popular demand, this is a repost of a previous blog by Antony Edwards.
SciFi worlds from the 1980s always included super powerful, intelligent computers that you could talk to. By the late 90s, the vision had moved on to worlds where everything is a computer and connected; maybe even us. And it’s this ubiquitous computing that I think is the most exciting and interesting part of technology: new device categories.
In my last post, I described a test team structure that I've seen several companies (which I think are real thought leaders in testing) successfully implement over the last few months. Included in that structure is the sometimes controversial statement that scrum teams should have dedicated, professional testers; that is, we shouldn’t make developers responsible for all testing (though they should be responsible for white-box unit testing).
How should we structure our test team? This is probably the most common question I hear when talking to test leaders about what's on their minds.
A new study of 600 testers reports that 91 percent of test teams are struggling to meet increased user expectations compared to 12 months ago, and 66 percent said that test automation needs to expand beyond just test execution to keep up with business demands. The new study, conducted by Kickstand across the U.S. and U.K. on behalf of Testplant, generally identified that app dev teams are feeling the pressure to innovate and deliver high-quality user experiences quickly.