A mistake I see often is treating frameworks as answers.
Their real value is helping people think when the system is complex, and the path forward isnβt obvious.
@jitgos.bsky.social
Principal Tester @BBC TV& Radio (iPlayer & Sounds) across Mobile, Web and Smart TV #Manchester tweeting about all things tech #mobile #testing #software #design
A mistake I see often is treating frameworks as answers.
Their real value is helping people think when the system is complex, and the path forward isnβt obvious.
βShift leftβ keeps failing for a simple reason.
Itβs treated as a slogan instead of a change in how teams learn, collaborate, and make decisions.
Conferences are great for inspiration.
But the real value comes afterwards, when you slow down and ask what actually changed your thinking and why.
One of the strongest signals this year wasnβt about tooling or AI.
It was role clarity.
People arenβt asking βwhat level am I?β
Theyβre asking, βWhat does good look like in practice?β
A pattern that keeps showing up: most problems with quality engineering donβt start with tools or skills.
They start with misconceptions.
If teams canβt agree on what quality engineering actually is, everything downstream becomes harder: roles, expectations, investment, and outcomes.
Critical thinking is becoming a core skill
AI is amplifying the gap between people who think critically and people who donβt.
The tool is not the differentiator. The thinking is.
Quality engineering increasingly depends on this skill.
See Linky: qualityeng.substack.com/p/linky-no-21
Errors of omission are invisible
Most organisations only track mistakes people make.
They rarely track the work that *never happened* but should have.
Yet errors of omission often do more damage to quality than the obvious failures.
See Linky: qualityeng.substack.com/p/linky-no-21
Paper cuts matter
Most users will tolerate one rough edge. But ten small paper cuts feel like a broken product.
Quality often erodes quietly, long before anything βcriticalβ breaks.
More in this weekβs Linky: qualityeng.substack.com/p/linky-no-21
Speed comes from certainty
Teams do not go faster by skipping testing.
They go faster because they are certain enough to change code without fear.
Quality is speed.
More in this weekβs Linky: qualityeng.substack.com/p/linky-no-21
Blame kills learning
Every time a post incident review stops at βhuman errorβ, the learning stops too.
The mistake is still waiting in the system.
Quality improves when we ask: what made this mistake possible?
More in this weekβs Linky: qualityeng.substack.com/p/linky-no-21
Quality is a side effect
Most of the quality we experience in software is a side effect of how our organisations think and learn.
Not tools. Not tests. Behaviour.
If you want better quality, change the conditions, not the checklist.
qualityeng.substack.com/p/linky-no-21
Hats random stuff you find in the office. I remember collecting these when I was a kid and cheated by buying a full set for 3quid π
05.12.2025 12:09 β π 0 π 0 π¬ 0 π 0Yeah, that is quite ambiguous.
In the North of England they also ask βYou alrightβ Theyβre not actually asking if you are itβs a bit like hello. You just say it back, and maybe a bit of a nod
Well if youβre locked in what else you going to do? π youtube.com/shorts/-DqNM...
04.12.2025 07:05 β π 0 π 0 π¬ 0 π 0One of the best parts of working in MediaCity is that I can walk to work on the canal
18.11.2025 08:13 β π 0 π 0 π¬ 0 π 0Tell you what really annoys me. When you go out for coffee, sit in and they give it you in a takeaway cup.
If Iβd known that I would have gone somewhere else
And if you click through to the second day you can see pictures of me making weird facial expressions on stage π
12.11.2025 09:40 β π 1 π 0 π¬ 0 π 0You told them the truth, right? Yes, yes, there were dinosaurs when you were younger
Denver the last dinosaur, wasnβt a story, it was fact
Guess there are some advantages to looking like Santa Claus in engineering teams (male, white, old and with a beard) π
You're automatically taken seriously and knowledgeable
Today is the last day to submit a session proposal for next year's Agile Manchester conference: agilemanchester.net/call-for-ses...
The event will take place from 13-14 May
Tickets now available. Discount for freelancers.
Really enjoyed listening to @jitgos.bsky.social talk about managing uncertainty in complex systems - and how to handle this.
@oredev.org
I was just asked if Iβm over 25, and Iβm like, 'Get in!' But then I thought, hold on, thereβs a trade-off to this. But I canβt think what
Any ideas?
Whether itβs team safety, neurodiversity, or delivery speed, the pattern is the same: the system sets the limits.
People do their best work when the environment makes good outcomes the most likely outcome.
Improving quality isnβt about finding better people; itβs about building better systems.
We often use metrics to prove progress, but they can just as easily hide the real story.
The best metrics act as signals. Clues about how healthy the system is, not scorecards to optimise.
The goal isnβt to βfix the numberβ, itβs to understand what the number is trying to tell you.
Some of these cats are interesting π via Substack notes substack.com/@coolstories...
23.10.2025 11:33 β π 0 π 0 π¬ 0 π 0Yep this happened π via Benedict Evans newsletter:
Donald Trump posted an AI-generated video in which he flies in a jet over US cities and bombs anti-Trump protests with excrement. You get what you voted for - a shitposter-in-chief
news.sky.com/video/donald...
The best teams donβt avoid failure, they learn from it.
They talk openly, analyse fairly, and improve deliberately.
Experience becomes knowledge.
I donβt usually get sucked in, but this site does it so well. By the time Iβd scrolled to the end, I just wanted to know where I could get one from π
www.firebellytea.com/pages/autowh...
Donβt mess with this train π
but who is she!?!