🎉 Buy MoT Professional Membership, get MoTaCon free! 🎉

Alan Page

VP, Engineering

Alan has worked at Microsoft, Unity, and NBC Universal. Currently he's focusing on leadership coaching, and fractional/consulting leadership roles.

Alan was the lead author of the book “How We Test Software at Microsoft”, contributed chapters for “Beautiful Testing”, and “Experiences of Test Automation, and wrote a collection of essays called “The A Word: Under the Covers of Test Automation”.

🎂 MoTaBirthday | January 3, 2017

Celebrating 20 episodes of Into the MoTaverse! image

Celebrating 20 episodes of Into the MoTaverse!

I've never done a proper podcast, yet here I am.20 episodes in.Weekly cadence.Great quality conversations.Catching up with old friends.Making some new ones.100% stepping outside of my comfort zone....

4 Jun

Rewind to my first in person event image

Rewind to my first in person event

With recent excitement about Chapters, it got me thinking of the first time I ever went to an in person testing event. I had only just switched back from development to test and wanted to engage wi...

10 Feb

Representing Modern Testing image

Representing Modern Testing

I had to get a "Modern Testing" version of this out there. Original source: https://xkcd.com/3089

19 May

Quality as a curious system - Into the MoTaverse - Episode 13 image

Quality as a curious system - Into the MoTaverse - Episode 13

Alan Page joins the Motaverse to discuss why curiosity is the most critical skill for the modern knowledge worker.

15 Apr

Ask Me Anything - Modern Testing image

Ask Me Anything - Modern Testing

Navigate the path to becoming modern testers

10 Jan

Glossary Terms (1)

Modern Testing Principles We’ve said many times that the principles aren’t that modern, and aren’t about testing. These evolved during our discussions on how we were seeing (and still see) people who were testers in the early days of Agile and rapid releases provide value to their teams in new ways. In many ways, these are delivery principles, but we’re not going to change the name. MT Principles 2.0 Our priority is improving the business. We use models like Lean Thinking and the Theory of Constraints to help identify, prioritize and mitigate bottlenecks from the system. We are a force for continuous improvement, and adapt and optimize our practices in order to succeed, rather than using safety nets to catch our failures. We care deeply about the quality culture of our team, and we coach, lead, and nurture our team towards a more mature quality culture. We believe that the customer is the only one capable to judge and evaluate the quality of our product We use data extensively to deeply understand customer usage and then close the gaps between product hypotheses and business impact. We expand abilities and knowhow across the team; understanding that this may reduce (or eliminate) the need for dedicated specialists.

Transitions are Hard (angryweasel.substack.com)

31 Jul

transitions

leadership

Why You Believe What You Believe (angryweasel.substack.com)

10 Jul

leadership

One Second (angryweasel.substack.com)

26 Jun

leadership

The Signal Is Always There (angryweasel.substack.com)

24 May

systems-thinking

feedback

They Did What You Said (angryweasel.substack.com)

24 May

leadership

engineering-management

💡What's next? View ways to contribute

⭐️ Earn more stars ⭐️

Engineering Management Chapter

Not registered for any upcoming events

Thanks for your contribution

Transitions are Hard

Community Star

6 days ago

Learner read your observatory link

Transitions are Hard

Community Star

6 days ago

MoT member visited your Observatory contribution

Member visited Transitions are Hard

Community Star

8 days ago

Credited with an item for the MoT Observatory

Transitions are Hard

Community Star

8 days ago

Transitions are Hard

Link

8 days ago

Contributions (38)

Link (27) Session (6) Moment (3) Course (1) Glossary Term (1)

💡What's next? View ways to contribute