Author Archives: Mr. Lancer 987

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

Sprint 1 Retrospective

In this post, I’ll be reflecting on my group’s first sprint towards developing an Identity Access Management System for Thea’s Pantry. Our focus in Sprint 1 was really to get a base understanding of Keycloak and to implement a basic framework that would allow us to integrate Keycloak with the pre-existing systems.

Some of my personal work towards that goal was as follows:

GitLab

  • Documenting our low-level issues in GitLab and assigning them accordingly. Epic

Backend

Frontend

  • Containerize the fake frontend in a way that allows it to interact with the backend for testing purposes. Containerization

  • Create a dummy frontend with buttons that send mock JWTs to the new backend endpoint for testing purposes. This frontend sends encoded JWTs that contain user roles, receives the encoded role from the backend, and redirects to one of three corresponding landing pages accordingly. Commits: 1 , 2

We got off to a relatively slow start, but this was to be expected in learning a fully new technology. None of us had prior experience with Keycloak, so brainstorming and researching how we might want to implement an authentication / IAM flow was not easy. After some initial barriers, something that worked incredibly well for us was taking the extra time to really break down the work into very small issues or tasks for an individual to do. It was a lot easier to “add an endpoint to the openapi.yaml file” and “create openapi schemas for authentication tokens” than to “create a fake backend that can handle token validation”. Breaking things down as a group really helped us isolate specific tasks with clear deliverables.

Something that didn’t work quite as well for us was our current working agreement. I feel strongly that our working agreement must either be modified heavily or adhered to with more focus. We could take some time to more clearly outline the expectations of each member of the group, which in turn will give us something to reference when we have feedback for each other. We can also improve our communication as a team; our Discord is relatively inactive, and it would benefit us greatly if we each contributed more to the Discord.

Something I could personally improve is my followership. Though we are obviously a team and all working together, a deliberate part of the exercise is to designate a Scrum Master for the sprint and to loosely follow the Scrum framework. I was not the Scrum Master for Sprint 1, and I have a tendency to step up into a leadership role when the opportunity presents itself or when I feel there is something I am able to contribute that is not already present. I think this has its place and value, but I think it is also detrimental in some ways to both the team (as it weakens the team structure) and to the individual designated as Scrum Master (as it removes the opportunity for him or her to lead). I can definitely work on being a follower when it is my turn to be a follower.

The pattern from the book that I’ve chosen to include here is Exposing Your Ignorance. The pattern describes how we all like to be seen as confident and competent and are therefore slow to ask for help when we need it, but the better way forward is to admit our inadequacies and put in the open all of our missing knowledge, as that is a quicker, more effective, and more honest way to deliver. I selected this pattern because I feel it would have been extremely useful to our group throughout the sprint; there were many instances where I felt we each should have asked for more help if we needed it, and instead we tended towards remaining silent so as not to admit that we were lost, even if that meant not completing the work we needed to. I strongly disagree with that method of tackling a problem, and I feel that if we had read this pattern, we may have been much quicker to admit to each other that we need help with X, Y, or Z.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

On Structuring and Managing Test Cases

 In this post, I’ll be discussing a recent article I came across on the TestRail website, which can be found here. The post interested me because it dives deep into the importance of organizing and managing test cases effectively, a topic that we have been covering closely in class. As someone who does a lot of tests in various stages, this article gave me some good notes about how proper test case management can streamline the testing process and reduce the risk of overlooked issues.

One of the key takeaways from the article was the concept of structuring test cases with clear, concise steps and expected outcomes. This was notable because I’ve often seen situations where poorly written test cases lead to confusion or unnecessary delays. The article emphasized that each test case should be easily understandable, even for someone unfamiliar with the project, which makes a lot of sense. Clear test cases not only make the process smoother for current testers, but they also provide better documentation for future test cycles. I’ve personally benefited from this approach, especially when revisiting a project after some time has passed, well-written test cases make it easier to pick up where I left off, and they can even give hints (though these shouldn’t be needed) as to what the code is intending to do, and where some logical boundaries may exist.

The article also discussed the importance of categorizing test cases based on their purpose—whether they’re functional, regression, or exploratory tests. This structure helps ensure that each test type is executed at the appropriate stage and that nothing gets missed. In my experience, this kind of organization is crucial, particularly for large-scale projects where test cases can easily become scattered. I’ve found that when I categorize my tests according to at least some standard, I’m able to prioritize them better and avoid redundant testing, ultimately saving time and effort. It’s a simple but effective way to maintain focus on what really matters. My personal default is to follow the code chronologically / in the order of execution, as that is what feels most natural to me.

Another point I appreciated was the article’s advice on using test management tools, like TestRail itself, to keep track of test cases, execution results, and bugs. Granted, they are going to try to sell their own software, but it is still notable. Managing test cases manually in a spreadsheet or document can quickly become cumbersome, especially as projects grow, and using a product or software to handle this for you can be very beneficial.

Overall, this article reaffirmed the importance of a well-organized approach to test case management. As I continue testing processes and software, I’ll be more mindful of how I structure, categorize, and track my test cases, ensuring that testing is as efficient and effective as possible.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

On Structuring and Managing Test Cases

 In this post, I’ll be discussing a recent article I came across on the TestRail website, which can be found here. The post interested me because it dives deep into the importance of organizing and managing test cases effectively, a topic that we have been covering closely in class. As someone who does a lot of tests in various stages, this article gave me some good notes about how proper test case management can streamline the testing process and reduce the risk of overlooked issues.

One of the key takeaways from the article was the concept of structuring test cases with clear, concise steps and expected outcomes. This was notable because I’ve often seen situations where poorly written test cases lead to confusion or unnecessary delays. The article emphasized that each test case should be easily understandable, even for someone unfamiliar with the project, which makes a lot of sense. Clear test cases not only make the process smoother for current testers, but they also provide better documentation for future test cycles. I’ve personally benefited from this approach, especially when revisiting a project after some time has passed, well-written test cases make it easier to pick up where I left off, and they can even give hints (though these shouldn’t be needed) as to what the code is intending to do, and where some logical boundaries may exist.

The article also discussed the importance of categorizing test cases based on their purpose—whether they’re functional, regression, or exploratory tests. This structure helps ensure that each test type is executed at the appropriate stage and that nothing gets missed. In my experience, this kind of organization is crucial, particularly for large-scale projects where test cases can easily become scattered. I’ve found that when I categorize my tests according to at least some standard, I’m able to prioritize them better and avoid redundant testing, ultimately saving time and effort. It’s a simple but effective way to maintain focus on what really matters. My personal default is to follow the code chronologically / in the order of execution, as that is what feels most natural to me.

Another point I appreciated was the article’s advice on using test management tools, like TestRail itself, to keep track of test cases, execution results, and bugs. Granted, they are going to try to sell their own software, but it is still notable. Managing test cases manually in a spreadsheet or document can quickly become cumbersome, especially as projects grow, and using a product or software to handle this for you can be very beneficial.

Overall, this article reaffirmed the importance of a well-organized approach to test case management. As I continue testing processes and software, I’ll be more mindful of how I structure, categorize, and track my test cases, ensuring that testing is as efficient and effective as possible.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

On Structuring and Managing Test Cases

 In this post, I’ll be discussing a recent article I came across on the TestRail website, which can be found here. The post interested me because it dives deep into the importance of organizing and managing test cases effectively, a topic that we have been covering closely in class. As someone who does a lot of tests in various stages, this article gave me some good notes about how proper test case management can streamline the testing process and reduce the risk of overlooked issues.

One of the key takeaways from the article was the concept of structuring test cases with clear, concise steps and expected outcomes. This was notable because I’ve often seen situations where poorly written test cases lead to confusion or unnecessary delays. The article emphasized that each test case should be easily understandable, even for someone unfamiliar with the project, which makes a lot of sense. Clear test cases not only make the process smoother for current testers, but they also provide better documentation for future test cycles. I’ve personally benefited from this approach, especially when revisiting a project after some time has passed, well-written test cases make it easier to pick up where I left off, and they can even give hints (though these shouldn’t be needed) as to what the code is intending to do, and where some logical boundaries may exist.

The article also discussed the importance of categorizing test cases based on their purpose—whether they’re functional, regression, or exploratory tests. This structure helps ensure that each test type is executed at the appropriate stage and that nothing gets missed. In my experience, this kind of organization is crucial, particularly for large-scale projects where test cases can easily become scattered. I’ve found that when I categorize my tests according to at least some standard, I’m able to prioritize them better and avoid redundant testing, ultimately saving time and effort. It’s a simple but effective way to maintain focus on what really matters. My personal default is to follow the code chronologically / in the order of execution, as that is what feels most natural to me.

Another point I appreciated was the article’s advice on using test management tools, like TestRail itself, to keep track of test cases, execution results, and bugs. Granted, they are going to try to sell their own software, but it is still notable. Managing test cases manually in a spreadsheet or document can quickly become cumbersome, especially as projects grow, and using a product or software to handle this for you can be very beneficial.

Overall, this article reaffirmed the importance of a well-organized approach to test case management. As I continue testing processes and software, I’ll be more mindful of how I structure, categorize, and track my test cases, ensuring that testing is as efficient and effective as possible.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.

On Structuring and Managing Test Cases

 In this post, I’ll be discussing a recent article I came across on the TestRail website, which can be found here. The post interested me because it dives deep into the importance of organizing and managing test cases effectively, a topic that we have been covering closely in class. As someone who does a lot of tests in various stages, this article gave me some good notes about how proper test case management can streamline the testing process and reduce the risk of overlooked issues.

One of the key takeaways from the article was the concept of structuring test cases with clear, concise steps and expected outcomes. This was notable because I’ve often seen situations where poorly written test cases lead to confusion or unnecessary delays. The article emphasized that each test case should be easily understandable, even for someone unfamiliar with the project, which makes a lot of sense. Clear test cases not only make the process smoother for current testers, but they also provide better documentation for future test cycles. I’ve personally benefited from this approach, especially when revisiting a project after some time has passed, well-written test cases make it easier to pick up where I left off, and they can even give hints (though these shouldn’t be needed) as to what the code is intending to do, and where some logical boundaries may exist.

The article also discussed the importance of categorizing test cases based on their purpose—whether they’re functional, regression, or exploratory tests. This structure helps ensure that each test type is executed at the appropriate stage and that nothing gets missed. In my experience, this kind of organization is crucial, particularly for large-scale projects where test cases can easily become scattered. I’ve found that when I categorize my tests according to at least some standard, I’m able to prioritize them better and avoid redundant testing, ultimately saving time and effort. It’s a simple but effective way to maintain focus on what really matters. My personal default is to follow the code chronologically / in the order of execution, as that is what feels most natural to me.

Another point I appreciated was the article’s advice on using test management tools, like TestRail itself, to keep track of test cases, execution results, and bugs. Granted, they are going to try to sell their own software, but it is still notable. Managing test cases manually in a spreadsheet or document can quickly become cumbersome, especially as projects grow, and using a product or software to handle this for you can be very beneficial.

Overall, this article reaffirmed the importance of a well-organized approach to test case management. As I continue testing processes and software, I’ll be more mindful of how I structure, categorize, and track my test cases, ensuring that testing is as efficient and effective as possible.

From the blog Mr. Lancer 987's Blog by Mr. Lancer 987 and used with permission of the author. All other rights reserved by the author.