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    <title><![CDATA[Discussion on Test it like you mean it! ]]></title>
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        <title><![CDATA[thanks  for  sharing]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-347634-3504726]]></link>
        <description><![CDATA[Great!!! thanks for sharing this information to  us! sesli chat   sesli sohbet]]></description>
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        <dc:creator><![CDATA[birumut]]></dc:creator>
        <pubDate>Fri, 30 Sep 2011 13:23:19 -0700</pubDate>
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        <title><![CDATA[Thank you, Patrick!]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-347634-3488902]]></link>
        <description><![CDATA[You've hit the nail on the head with all three major points. As someone with professional experience in both software testing and business reengineering, I've seen flagrant examples of failure in all three areas and appreciate your making the case for applying some &quot;common sense&quot; to the development process, to wit:1. The primary stakeholders have to understand and approve the operational details of the &quot;to-be&quot; system -- the earlier, the better;2. A full &quot;dress rehearsal&quot; should be mandatory, not &quot;if we have time&quot;; and3. Find the measures that allow each stakeholder group to quantify and verify the success of the system prior to go-live.Add the vital importance of a holistic view of quality management. Software development professionals who understand the role of testing can repeat &quot;Test early, test often&quot; and &quot;The earlier you find a bug, the cheaper it is&quot; until universal heat death. Giving undue priority to a faulty risk/reward calculation will be there to bite too many unless the sponsor has experience, an open mind, and sufficient clout. Et cetera, et cetera.What if all business analysts were Go players...  ]]></description>
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        <dc:creator><![CDATA[WorkflowGuru]]></dc:creator>
        <pubDate>Mon, 29 Aug 2011 14:30:56 -0700</pubDate>
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        <title><![CDATA[They Should not be IT Projects]]></title>
        <link><![CDATA[http://www.techrepublic.com/forum/discussions/102-347634-3487909]]></link>
        <description><![CDATA[Good article on the importance of test. I do think other management roles involved in a project other than the IT manager have a greater responsibility for parts of the testing. Except possibly in cases like a server refresh project or computing facility refurbishment or upgrade project, most projects involving IT should be considered business projects, not IT projects. As you suggest, IT is the &quot;grease in a well-oiled machine.&quot; Sure, IT and IT leaders play a significant role in a project, performing and managing IT related tasks but I have seen more successful projects when the primary sponsor was from the primary business area and the project manager was from a project management organization (but with some IT savvy). The IT manager assigned to the project should be cognizant of the need to test for functionality and manage the IT performance testing. The project manager or business manager should be the position with responsibility for the functionality testing.]]></description>
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        <dc:creator><![CDATA[IT-->PM]]></dc:creator>
        <pubDate>Fri, 26 Aug 2011 10:33:15 -0700</pubDate>
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