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Entries that faired better tended to:
- give explicit evidence of project success (time/money saved, etc.)
- show empirical evidence on what the problem was, what they changed and the what they measured to show the success
- show willingness to adopt more modern test practices and show some initiative to research how others are improving
- include voices of customers/clients, which was helpful in showing successful outcomes
- include a strong introduction summarising the project (timelines/scope) and what the expected outcomes were/what the business stakeholders were looking for
- give strong evidence of communication skills in the ‘best individual’ categories
- give strong evidence of work/involvement outside of their main organisation in the ‘best individual’ categories
- emphasise the role of testing and QA throughout the SDLC
- demonstrate holistic approach to testing and upskilling of team members
- show commercial awareness
- not be overly perfect – there is no such thing as a perfect project – it was interesting to hear about the occasional blip in the road and how the team worked to overcome it
- clearly discuss project challenges and how they were overcome
- give context to metrics to fully justify their inclusion
- not attempt to use metrics, which are broadly regarded as bogus (e.g. simply quote test case numbers) but provide a range of metrics which demonstrated success
Weaker entries tended to:
- not focus on a project or come across too much like a sales pitch
- not give evidence of the project’s purpose/scope/timeline/success
- not consider the larger picture
- not justify the reasoning behind including metrics
- list a large number of acronyms, tools or technology (this just distracted from the original problem and the eventual outcome)