Certified Specialist in Agile Testing (CSAT)

Algemene omschrijving

The Certified Specialist in Agile Testing (AU-CSAT) training has been developed for agile team members, and specifically testers, who want to deepen their knowledge even further in the field of personal skills, team skills and testing skills.

This practical and interactive training helps you and your team to deliver faster and better quality software by teaching you the more complex tricks of the trade of testing and quality improvement. As a logical follow-up to the AU-CPAT training, we now discuss topics such as leadership, negotiation, biases, visual improvement, probability, but also bug hunting and we go deeper into the power of exploratory testing and the complexity of risks and risk assessment.

Do you want to be the specialist in the field of quality within your organization or team and really help your team(s) a step further by delivering better software? Then this course is for you.

Leerdoelen

Day One

On the first day, you and your new colleagues form a team that, as a consultancy unit, will help a fictitious customer with the launch of a new product. To immediately look good, there is a boost in your visual presentation skills. After you hear the customer's story, the team is asked to develop an approach to the problems. The logical consequence of this is the first part of our comprehensive approach to risk, or better yet, potential harm, and how to manage it.​ ​

At the end of the first day you are able to:

• Tell your colleagues in a compact way what you bring, what the best conditions are for you to work in, and what absolutely does not work for you.

• Have you realized together with fellow students the first foundation of a team by recording team values ​​and working agreements.

• Do you know a number of methods that enable you to visualize different parts of your work (a static situation, progress, or a process) in clear ways.

• Can you use visualization for at least your testing strategy, system status, improvement cycle and experimentation.

• Do you know how to perform a potential damage analysis (PDA) (with new tooling) and monitor it.

• Have you become aware of a number of often unknown pitfalls.

​Day Two

On the second day you will be initiated into the world of negotiation. You understand the pitfalls of negotiation, and you practice negotiating a way of negotiating that will enable you to better take care of your unique concerns and wishes that you simply have as a test analyst within a team. We will also look in more detail at potential damage. Where on day 1 we looked at risks that we are familiar with, on day 2 we enter new territory: what do you do with hazards that you are not aware of? You will then be introduced to the product to be launched by your virtual customer, and you will be taught how to conduct a bug hunt, after which you also organize and execute it immediately. Finally, you will learn that exploratory testing has a number of dimensions, which you can use to give your testing activities more depth and structure when you are exploring. You will also get started with that right away. ​

At the end of day two:

• You know what positional negotiation is.

• You know what principled negotiation is and you are able to conduct such a negotiation.

• Do you know what to look out for and what the mindset is for those parts of the software that are not yet available at all.

• Do you know what a bug hunt is and when you can use it.

• Can you explain the value of a bug hunt to your team or within your organization.

• Do you know how a bug hunt works and can you organize bug hunts.

• Are you familiar with some dimensions of exploratory testing.

• Do you know how to use those dimensions in your performance.

​Day Three

On the last day we will go deeper into the skill 'negotiation'. Here you will learn new ways of negotiating in order to effectively achieve a win-win situation for everyone, with the timely delivery of quality software in mind. You will also be initiated into the world of biases through illuminating examples. You will learn the different types of biases, how to recognize biases and how to arm yourself against them. Finally, we discuss the fundamentals of leadership, with an emphasis on how you can help to create an effective and enthusiastic team.

At the end of day three:

• Do you have knowledge of the most modern negotiation techniques.

• Can you apply situational negotiation methods.

• Have you practiced with different approaches in negotiation.

• Do you know what a bias is.

• Can you distinguish the different types of biases.

• Are you able to recognize biases in both others and yourself.

• Do you know the influence of psychological safety and accountability on a team and you know the frameworks of a highly motivated team.

• Can you explain how leadership contributes to a stronger team.

• Do you know the building blocks with which you can make a substantial contribution to the effectiveness and efficiency of your team.

Voorkennis

Although there are no mandatory requirements, you must master all concepts from the AU-CPAT training to be able to follow this training. Extensive experience with working in an agile environment is also strongly recommended.

Onderwerpen

• Chapter 1 – Leadership.
  • 1.1. On motivation.
  • 1.2. Improving yourself.
  • 1.3. Improving the team.
  • 1.4. Learning to know one another.
     
• Chapter 2 – Damage.
  • 2.1. Introducing damage.
  • 2.2. Known Potential Damage Analysis (PDA).
  • 2.3. Dealing with unknown damage.
  • 2.4. Overview.
     
• Chapter 3 – Bug hunt.
  • 3.1. Definition and perspective of a bug hunt.
  • 3.2. How does a bug hunt work?
  • 3.3. The value and risks of bug hunts.
     
• Chapter 4 – Biases.
  • 4.1. The What and Why of biases.
  • 4.2. External reality biases.
    • 4.2.1. Anchoring bias.
    • 4.2.2. Framing bias.
    • 4.2.3. Halo and Horn effect.
    • 4.2.4. Statistical bias.
    • 4.2.5. Apophenia bias.
    • 4.2.6. Conflict of interest.
  • 4.3. Internal reality biases.
    • 4.3.1. Attribution bias.
    • 4.3.2. Dunning-Kruger effect.
    • 4.3.3. Confirmation bias.
    • 4.3.4. Status quo bias.
    • 4.3.5. Prejudices.
  • 4.4. How to overcome biases?
     
• Chapter 5 – Exploratory Testing.
  • 5.1. Models.
  • 5.2. Positioning of Exploratory Testing.
  • 5.3. Dimensions of Exploratory Testing.
    • 5.3.1. General dimensions.
    • 5.3.2. Sequences and Interactions.
    • 5.3.3. Entities and their relationships.
    • 5.3.4. States and transitions.
    • 5.3.5. The ecosystem.
       
• Chapter 6 – Negotiations.
  • 6.1. The definition of negotiation and our positional behavior.
  • 6.2. Principled negotiation.
  • 6.3. The limitations of a principled negotiation.
  • 6.4. Negotating with humans.
     
• Chapter 7 – Visualization.
  • 7.1. Why do people need visualization?
  • 7.2. When do people need visualization?
  • 7.3. How do people visualize?
    • 7.3.1. PopcornFlow©.
    • 7.3.2. Subway maps.