Set 8 of Interview FAQs
Q: 1 What are the parameters of peer reviews?
A: By definition, parameters are values on which something else depends. Peer reviews depend on the attendance and active participation of several key people; usually the facilitator, task lead, test lead, and at least one additional reviewer.
The attendance of these four people are usually required for the approval of the PDR. According to company policy, depending on your company, other participants are often invited, but generally not required for approval.
Peer reviews depend on the facilitator, sometimes known as the moderator, who controls the meeting, keeps the meeting on schedule, and records all suggestions from all attendees.
Peer reviews greatly depend on the developer, also known as the designer, author, or task lead -- usually a software engineer -- who is most familiar with the project, and most likely able to answer any questions or address any concerns that may come up during the peer review.
Peer reviews greatly depend on the tester, also known as test lead, or bench test person -- usually another software engineer -- who is also familiar with the project, and most likely able to answer any questions or address any concers that may come up during the peer review.
Peer reviews greatly depend on the participation of additional reviewers and additional attendees who often make specific suggestions and recommendations, and ask the largest number of questions.
Q: 2 Have you attended any review meetings?
A: Yes, in the last 10+ years I have attended many review meetings; mostly peer reviews. In today's corporate world, the vast majority of review meetings are peer review meetings.
In my experience, the most useful peer reviews are the ones where you're the author of something. Why? Because when you're the author, then it's you who decides what to do and how, and it's you who receives all the free help.
In my experience, on the long run, the inputs of your additional reviewers and additional attendees can be the most valuable to you and your company. But, in your own best interest, in order to expedite things, before every peer review it is a good idea to get together with the additional reviewer and additional attendee, and talk with them about issues, because if you don't, they will be the ones with the largest number of questions and usually negative feedback.
When a PDR is done right, it is useful, beneficial, pleasant, and friendly. Generally speaking, the fewer people show up at the PDR, the easier it tends to be, and the earlier it can be adjourned.
When you're an author, developer, or task lead, many times you can relax, because during your peer review your facilitator and test lead are unlikely to ask any tough questions from you. Why? Because, the facilitator is too busy taking notes, and the test lead is kind of bored (because he had already asked his toughest questions before the PDR).
When you're a facilitator, every PDR tends to be a pleasant experience. In my experience, one of the easiest review meetings are PDRs where you're the facilitator (whose only job is to call the shots and make notes).
Q: 3 What types of review meetings can you tell me about?
A: Of review meetings, peer design reviews are the most common. Peer design reviews are so common that they tend to replace both inspections and walk-throughs.
Peer design reviews can be classified according to the 'subject' of the review. I.e., "Is this a document review, design review, or code review?"
Peer design reviews can be classified according to the 'role' you play at the meeting. I.e., "Are you the task lead, test lead, facilitator, moderator, or additional reviewer?"
Peer design reviews can be classified according to the 'job title of attendees. I.e., "Is this a meeting of peers, managers, systems engineers, or system integration testers?"
Peer design reviews can be classified according to what is being reviewed at the meeting. I.e., "Are we reviewing the work of a developer, tester, engineer, or technical document writer?"
Peer design reviews can be classified according to the 'objective' of the review. I.e., "Is this document for the file cabinets of our company, or that of the government (e.g. the FAA or FDA)?"
PDRs of government documents tend to attract the attention of managers, and the meeting quickly becomes a meeting of managers.
Q: 4 How can I shift my focus and area of work from QC to QA?
A: Number one, focus on your strengths, skills, and abilities! Realize that there are MANY similarities between Quality Control and Quality Assurance! Realize that you have MANY transferable skills!
Number two, make a plan! Develop a belief that getting a job in QA is easy! HR professionals cannot tell the difference between quality control and quality assurance! HR professionals tend to respond to keywords (i.e. QC and QA), without knowing the exact meaning of those keywords!
Number three, make it a reality! Invest your time! Get some hands-on experience! Do some QA work! Do any QA work, even if, for a few months, you get paid a little less than usual! Your goals, beliefs, enthusiasm, and action will make a huge difference in your life!
Number four, I suggest you read all you can, and that includes reading product pamphlets, manuals, books, information on the Internet, and whatever information you can lay your hands on! If there is a will, there is a way! You CAN do it, if you put your mind to it! You CAN learn to do QA work, with little or no outside help! Click on a link!
Q: 5 What techniques and tools can enable me to migrate from QC to QA?
A: Technique number one is mental preparation. Understand and believe what you want is not unusual at all! Develop a belief in yourself! Start believing what you want is attainable! You can change your career! Every year, millions of men and women change their careers successfully!
Number two, make a plan! Develop a belief that getting a job in QA is easy! HR professionals cannot tell the difference between quality control and quality assurance! HR professionals tend to respond to keywords (i.e. QC and QA), without knowing the exact meaning of those keywords!
Number three, make it a reality! Invest your time! Get some hands-on experience! Do some QA work! Do any QA work, even if, for a few months, you get paid a little less than usual! Your goals, beliefs, enthusiasm, and action will make a huge difference in your life!
Number four, I suggest you read all you can, and that includes reading product pamphlets, manuals, books, information on the Internet, and whatever information you can lay your hands on!
If there is a will, there is a way! You CAN do it, if you put your mind to it! You CAN learn to do QA work, with little or no outside help! Click on a link!
Q: 6 What is the difference between build and release?
A: Builds and releases are similar, because both builds and releases are end products of software development processes. Builds and releases are similar, because both builds and releases help developers and QA teams to deliver reliable software.
Build means a version of a software, typically one that is still in testing. Usually a version number is given to a released product, but, sometimes, a build number is used instead.
Difference number one: Builds refer to software that is still in testing, release refers to software that is usually no longer in testing.
Difference number two: Builds occur more frequently; releases occur less frequently.
Difference number three: Versions are based on builds, and not vice versa. Builds, or usually a series of builds, are generated first, as often as one build per every morning, depending on the company, and then every release is based on a build, or several builds, i.e. the accumulated code of several builds.
Q: 7 What is CMM?
A: CMM is an acronym that stands for Capability Maturity Model. The idea of CMM is, as to future efforts in developing and testing software, concepts and experiences do not always point us in the right direction, therefore we should develop processes, and then refine those processes.
There are five CMM levels, of which Level 5 is the highest...
CMM Level 1 is called "Initial".
CMM Level 2 is called "Repeatable".
CMM Level 3 is called "Defined".
CMM Level 4 is called "Managed".
CMM Level 5 is called "Optimized".
There are not many Level 5 companies; most hardly need to be. Within the United States, fewer than 8% of software companies are rated CMM Level 4, or higher. The U.S. government requires that all companies with federal government contracts to maintain a minimum of a CMM Level 3 assessment.
CMM assessments take two weeks. They're conducted by a nine-member team led by a SEI-certified lead assessor.
Q: 8 What are CMM levels and their definitions?
A: There are five CMM levels of which level 5 is the highest.
CMM level 1 is called "initial". The software process is at CMM level 1, if it is an ad hoc process. At CMM level 1, few processes are defined, and success, in general, depends on individual effort and heroism.
CMM level 2 is called "repeatable". The software process is at CMM level 2, if the subject company has some basic project management processes, in order to track cost, schedule, and functionality. Software processes are at CMM level 2, if necessary processes are in place, in order to repeat earlier successes on projects with similar applications. Software processes are at CMM level 2, if there are requirements management, project planning, project tracking, subcontract management, QA, and configuration management.
CMM level 3 is called "defined". The software process is at CMM level 3, if the software process is documented, standardized, and integrated into a standard software process for the subject company. The software process is at CMM level 3, if all projects use approved, tailored versions of the company's standard software process for developing and maintaining software. Software processes are at CMM level 3, if there are process definition, training programs, process focus, integrated software management, software product engineering, intergroup coordination, and peer reviews.
CMM level 4 is called "managed". The software process is at CMM level 4, if the subject company collects detailed data on the software process and product quality, and if both the software process and the software products are quantitatively understood and controlled. Software processes are at CMM level 4, if there are software quality management (SQM) and quantitative process management.
CMM level 5 is called "optimized". The software process is at CMM level 5, if there is continuous process improvement, if there is quantitative feedback from the process and from piloting innovative ideas and technologies. Software processes are at CMM level 5, if there are process change management, and defect prevention technology change management.
Q: 9 What is the difference between bug and defect in software testing?
A: In software testing, the difference between bug and defect is small, and depends on your company. For some companies, bug and defect are synonymous, while others believe bug is a subset of defect.
Generally speaking, we, software test engineers, discover BOTH bugs and defects, before bugs and defects damage the reputation of our company. We, QA engineers, use the software much like real users would, to find BOTH bugs and defects, to find ways to replicate BOTH bugs and defects, to submit bug reports to the developers, and to provide feedback to the developers, i.e. tell them if they've achieved the desired level of quality. Therefore, we, software QA engineers, do not differentiate between bugs and defects. In our bug reports, we include BOTH bugs and defects, and any differences between them are minor.
Difference number one: In bug reports, the defects are usually easier to describe.
Difference number two: In bug reports, it is usually easier to write the descriptions on how to replicate the defects. Defects tend to require brief explanations only.
A: By definition, parameters are values on which something else depends. Peer reviews depend on the attendance and active participation of several key people; usually the facilitator, task lead, test lead, and at least one additional reviewer.
The attendance of these four people are usually required for the approval of the PDR. According to company policy, depending on your company, other participants are often invited, but generally not required for approval.
Peer reviews depend on the facilitator, sometimes known as the moderator, who controls the meeting, keeps the meeting on schedule, and records all suggestions from all attendees.
Peer reviews greatly depend on the developer, also known as the designer, author, or task lead -- usually a software engineer -- who is most familiar with the project, and most likely able to answer any questions or address any concerns that may come up during the peer review.
Peer reviews greatly depend on the tester, also known as test lead, or bench test person -- usually another software engineer -- who is also familiar with the project, and most likely able to answer any questions or address any concers that may come up during the peer review.
Peer reviews greatly depend on the participation of additional reviewers and additional attendees who often make specific suggestions and recommendations, and ask the largest number of questions.
Q: 2 Have you attended any review meetings?
A: Yes, in the last 10+ years I have attended many review meetings; mostly peer reviews. In today's corporate world, the vast majority of review meetings are peer review meetings.
In my experience, the most useful peer reviews are the ones where you're the author of something. Why? Because when you're the author, then it's you who decides what to do and how, and it's you who receives all the free help.
In my experience, on the long run, the inputs of your additional reviewers and additional attendees can be the most valuable to you and your company. But, in your own best interest, in order to expedite things, before every peer review it is a good idea to get together with the additional reviewer and additional attendee, and talk with them about issues, because if you don't, they will be the ones with the largest number of questions and usually negative feedback.
When a PDR is done right, it is useful, beneficial, pleasant, and friendly. Generally speaking, the fewer people show up at the PDR, the easier it tends to be, and the earlier it can be adjourned.
When you're an author, developer, or task lead, many times you can relax, because during your peer review your facilitator and test lead are unlikely to ask any tough questions from you. Why? Because, the facilitator is too busy taking notes, and the test lead is kind of bored (because he had already asked his toughest questions before the PDR).
When you're a facilitator, every PDR tends to be a pleasant experience. In my experience, one of the easiest review meetings are PDRs where you're the facilitator (whose only job is to call the shots and make notes).
Q: 3 What types of review meetings can you tell me about?
A: Of review meetings, peer design reviews are the most common. Peer design reviews are so common that they tend to replace both inspections and walk-throughs.
Peer design reviews can be classified according to the 'subject' of the review. I.e., "Is this a document review, design review, or code review?"
Peer design reviews can be classified according to the 'role' you play at the meeting. I.e., "Are you the task lead, test lead, facilitator, moderator, or additional reviewer?"
Peer design reviews can be classified according to the 'job title of attendees. I.e., "Is this a meeting of peers, managers, systems engineers, or system integration testers?"
Peer design reviews can be classified according to what is being reviewed at the meeting. I.e., "Are we reviewing the work of a developer, tester, engineer, or technical document writer?"
Peer design reviews can be classified according to the 'objective' of the review. I.e., "Is this document for the file cabinets of our company, or that of the government (e.g. the FAA or FDA)?"
PDRs of government documents tend to attract the attention of managers, and the meeting quickly becomes a meeting of managers.
Q: 4 How can I shift my focus and area of work from QC to QA?
A: Number one, focus on your strengths, skills, and abilities! Realize that there are MANY similarities between Quality Control and Quality Assurance! Realize that you have MANY transferable skills!
Number two, make a plan! Develop a belief that getting a job in QA is easy! HR professionals cannot tell the difference between quality control and quality assurance! HR professionals tend to respond to keywords (i.e. QC and QA), without knowing the exact meaning of those keywords!
Number three, make it a reality! Invest your time! Get some hands-on experience! Do some QA work! Do any QA work, even if, for a few months, you get paid a little less than usual! Your goals, beliefs, enthusiasm, and action will make a huge difference in your life!
Number four, I suggest you read all you can, and that includes reading product pamphlets, manuals, books, information on the Internet, and whatever information you can lay your hands on! If there is a will, there is a way! You CAN do it, if you put your mind to it! You CAN learn to do QA work, with little or no outside help! Click on a link!
Q: 5 What techniques and tools can enable me to migrate from QC to QA?
A: Technique number one is mental preparation. Understand and believe what you want is not unusual at all! Develop a belief in yourself! Start believing what you want is attainable! You can change your career! Every year, millions of men and women change their careers successfully!
Number two, make a plan! Develop a belief that getting a job in QA is easy! HR professionals cannot tell the difference between quality control and quality assurance! HR professionals tend to respond to keywords (i.e. QC and QA), without knowing the exact meaning of those keywords!
Number three, make it a reality! Invest your time! Get some hands-on experience! Do some QA work! Do any QA work, even if, for a few months, you get paid a little less than usual! Your goals, beliefs, enthusiasm, and action will make a huge difference in your life!
Number four, I suggest you read all you can, and that includes reading product pamphlets, manuals, books, information on the Internet, and whatever information you can lay your hands on!
If there is a will, there is a way! You CAN do it, if you put your mind to it! You CAN learn to do QA work, with little or no outside help! Click on a link!
Q: 6 What is the difference between build and release?
A: Builds and releases are similar, because both builds and releases are end products of software development processes. Builds and releases are similar, because both builds and releases help developers and QA teams to deliver reliable software.
Build means a version of a software, typically one that is still in testing. Usually a version number is given to a released product, but, sometimes, a build number is used instead.
Difference number one: Builds refer to software that is still in testing, release refers to software that is usually no longer in testing.
Difference number two: Builds occur more frequently; releases occur less frequently.
Difference number three: Versions are based on builds, and not vice versa. Builds, or usually a series of builds, are generated first, as often as one build per every morning, depending on the company, and then every release is based on a build, or several builds, i.e. the accumulated code of several builds.
Q: 7 What is CMM?
A: CMM is an acronym that stands for Capability Maturity Model. The idea of CMM is, as to future efforts in developing and testing software, concepts and experiences do not always point us in the right direction, therefore we should develop processes, and then refine those processes.
There are five CMM levels, of which Level 5 is the highest...
CMM Level 1 is called "Initial".
CMM Level 2 is called "Repeatable".
CMM Level 3 is called "Defined".
CMM Level 4 is called "Managed".
CMM Level 5 is called "Optimized".
There are not many Level 5 companies; most hardly need to be. Within the United States, fewer than 8% of software companies are rated CMM Level 4, or higher. The U.S. government requires that all companies with federal government contracts to maintain a minimum of a CMM Level 3 assessment.
CMM assessments take two weeks. They're conducted by a nine-member team led by a SEI-certified lead assessor.
Q: 8 What are CMM levels and their definitions?
A: There are five CMM levels of which level 5 is the highest.
CMM level 1 is called "initial". The software process is at CMM level 1, if it is an ad hoc process. At CMM level 1, few processes are defined, and success, in general, depends on individual effort and heroism.
CMM level 2 is called "repeatable". The software process is at CMM level 2, if the subject company has some basic project management processes, in order to track cost, schedule, and functionality. Software processes are at CMM level 2, if necessary processes are in place, in order to repeat earlier successes on projects with similar applications. Software processes are at CMM level 2, if there are requirements management, project planning, project tracking, subcontract management, QA, and configuration management.
CMM level 3 is called "defined". The software process is at CMM level 3, if the software process is documented, standardized, and integrated into a standard software process for the subject company. The software process is at CMM level 3, if all projects use approved, tailored versions of the company's standard software process for developing and maintaining software. Software processes are at CMM level 3, if there are process definition, training programs, process focus, integrated software management, software product engineering, intergroup coordination, and peer reviews.
CMM level 4 is called "managed". The software process is at CMM level 4, if the subject company collects detailed data on the software process and product quality, and if both the software process and the software products are quantitatively understood and controlled. Software processes are at CMM level 4, if there are software quality management (SQM) and quantitative process management.
CMM level 5 is called "optimized". The software process is at CMM level 5, if there is continuous process improvement, if there is quantitative feedback from the process and from piloting innovative ideas and technologies. Software processes are at CMM level 5, if there are process change management, and defect prevention technology change management.
Q: 9 What is the difference between bug and defect in software testing?
A: In software testing, the difference between bug and defect is small, and depends on your company. For some companies, bug and defect are synonymous, while others believe bug is a subset of defect.
Generally speaking, we, software test engineers, discover BOTH bugs and defects, before bugs and defects damage the reputation of our company. We, QA engineers, use the software much like real users would, to find BOTH bugs and defects, to find ways to replicate BOTH bugs and defects, to submit bug reports to the developers, and to provide feedback to the developers, i.e. tell them if they've achieved the desired level of quality. Therefore, we, software QA engineers, do not differentiate between bugs and defects. In our bug reports, we include BOTH bugs and defects, and any differences between them are minor.
Difference number one: In bug reports, the defects are usually easier to describe.
Difference number two: In bug reports, it is usually easier to write the descriptions on how to replicate the defects. Defects tend to require brief explanations only.
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