I joined my previous employer, ThoughtWorks, round about 6 years ago. It has been a fantastic journey. I can certainly say that the vibrant (and a bit chaotic) environment helped me, to again and again become a better version of myself. I got an incredible amount of feedback from many different people with vast experience in many different fields of “technology”. This was a key enabler for me over the past years.

I joined ThoughtWorks to improve my “QA Engineering” skill, especially in End-To-End Test Automation. And uhh… how much did I have to learn! Thanks to Dani, Mario, Nadine and Robert (who were the QAs at ThoughtWorks when I joined), I quickly discovered that the scope in which you can increase the level of quality was massive. So much more than I could have imagined before.

I joined Otto as my first project and many more followed. I gathered experience in 15 different teams over the course of those 6 years. They distributed across all kinds of tech stacks, domains, companies, projects, locations… One thing was always the same though: all teams had errors in the software. Since starting my career I’ve seen all kinds of Data Storage (SQL, PostgreSQL, MariaDB, CouchDB, MongoDB, Cassandra, Redis, Elastic Search, Splunk, DynamoDB, S3, …) and worked with all kinds of Programming Languages (Turbo Pascal, Fortran, C++, Ruby/Rails, Javascript, Swift, Java, Clojure, Kolin, Scala, Typescript, …). However, regardless of the technology in use, there were always errors.

And isn’t that odd? Let me repeat that last part: “Regardless of the technology in use …”. That would mean that the technology is not the problem. And since we already make errors when we use technology to solve errors in the real world, let me suggest to not only rely on technology to solve errors in technology. The conclusion, however, is that we should take a step back from “test-automation-everything” and admire the core problem a bit longer. And ultimatley, it is easy to spot: The one common denominator, the one factor which contributed to errors in all those systems is us – us Humans.

Whoever worked with me in the past years will have noticed, that I started to focus not only on the technological part and some kind of governance ( = “the process” ), but to equally look into team dynamics. And to understand how information is transported through the team. How requirements were very clear to everyone – or more often not. Using Conway’s law in reverse, I am trying to build teams that resemble a high quality human-interaction so that their services and software display this very same attribute. The only way to build teams in this way, is to make “Quality” (for whatever “Quality” means in detail for a specific context) an integral part of a team’s culture.

The problem is, that it is difficult to map a job with the Title “team culture enablement to improve the Quality of Software-Products using Convey’s law in reverse” into the QA career path of a high performing global cutting-edge technology consultancy 🙂 In the beginning of my employment with ThoughtWorks, it was a great journey, as a QA, since the environment allowed me to “shift left” and “shift right” and “deep dive” in my role. All at the same time! I am very grateful for this opportunity that was given to me. I am thankful for the room, my colleagues gave to me. I hope I could also deliver on their expectations!

However, the further my journey took me, the more I noticed how limited a “QA Role” was defined for the clients I worked with. Hence, for every new project I had to emancipate from the initial client’s role understanding and evolve this together with the client in a positive and constructive way. After some time, even this small cultural transformation becomes repetitive and then tedious.

But it must have been fate: At some point I joined a client organization, where there were many interesting and wild thoughts in those directions around “Quality”. It was a Hamburg Startup. The Name of this company is MOIA.

However, before I dive into the specifics of MOIA, I have to do the unavoidable detour for a bit of context setting: I joined the MOIA-project about half a year before the Corona Virus hit us. Once we were in the middle of the pandemic, my family reflected how we wanted to shape our future and whether we see this future in a world-famous metropolis or – and this is what we ultimately decided for – rather in the country side. Hence, we shifted gears and started to look for a new home in a small village in the middle of Schleswig-Holstein. The aspect of more Home-Office obviously contributed to paint this picture of our family-future. With Moia having the majority of their tech development in Hamburg, it was a perfect match to shape a new path forward ❤

By the time that we concluded our family plans, I had also established deeper connections (I want to say: roots!!) within MOIA. Back in the days of the first Corona wave, I worked with one of the best and most empathetic teams I ever had the pleasure to work with. And all of those fine folks were from MOIA! Besides, the current set of challenges is extremely interesting: a distributed system of many services and apps and web technologies. And a great demand on Quality for the end product. However, in many places the bi-weekly releases are still served with big amounts of manual regression testing. What a Shocker! Someone needs to do something about this! And I want to believe that those are areas, where I can contirbute to.

And the best thing is: The company has an amazing culture of trustful and constructive collaboration. New ideas are welcome and (sometimes more, sometimes less) enthusiastically implemented 🙂 Appreciation is given towards each other freely and frequently.

Furthermore, MOIA is a company with a great Vision. MOIA participates on the endeavour to change our cities, to very actively contribute to one puzzle piece of the “Verkehrswende” (= transformation of mobility and transportation in Germany). I found a role where I can contribute to the culture of many teams and still have a direct impact on the Quality, the processes around it and the Strategies and Approaches (and also to testing throughout the entire company). This is a huge, difficult and quite complex task.

I am looking forward to truly immerse myself into this task, to really and wholeheartedly fall in Love with the Product that I am am helping to build. To continue to work with great people that I’ve met over the last two years and to contribute to shape a future for MOIA and our cities. And to plant some seeds in a company culture. To grow them and to cater to their needs for many years – and not months.

I am grateful for my journey up until now, which brought me to this point. My thanks go to all the people who contributed to the experiences that I have and who definitely had their share in making me the person that I am.

The Business Value of Quality

Traditionally, when talking about the quality of our software, of our product, we discuss how we can ensure a certain level of quality. In this context quality is seen as a minimum requirement. The business value of quality from this perspective is in the prevention of potential losses, e.g. by downtime of a platform.
Today, we can see that this picture shifts dramatically. More and more companies move to a devops culture and we can see the same “shift left” happening in the QA space. Likewise, today’s businesses need to react fast to changes in the market. New technologies emerge faster than companies can pick them up.
We want to talk about a high quality product in this context. The high standard in our products does not just ensure our business and mitigate potential risk. High quality in our software allows us to build better software faster. It makes today’s product more resilient to changes in the future. We change our perspective and do not think how to ensure a certain (minimum) level of quality. But how high quality enables our business.

This talk is a shared effort with my colleague Nina.

Better, Faster, Stronger – Delivering High Quality Products

Did you know you can enable your team to build better software faster while having a stronger team culture? Too good to be true?
In recent years, agile has influenced early involvement of testing in the development cycle. With this more and more testers are testing new functionality as soon as a commit is pushed. Yet such teams still fail to deliver high quality software. Why? What is missing?
Working with various diverse teams across multiple projects, Finn realised that testing doesn’t actually improve software quality. It’s just a bar assuring a certain level of quality that already exists. In order to actually improve we must get involved into much more than simply testing and think about the product as a whole.
In this session, Finn will share specific examples of how engaging with the business, engineering, process optimisation as well as the entire cross-functional team can lead to significant improvements in the product’s quality. At the end of the talk, you will know how to start with a holistic approach to improving product quality throughout the entire software delivery lifecycle.

— this is a talk I am currently doing on various conferences. Some people asked me if I can share the slides, but the files are just a bit too large. So instead I decided to include a recording of the talk (with the slides) here, as some of them only play well with the presentation.

Are we only Test Manager?

This is a translation of the original blog post that I wrote with Diana Kruse, Natalie Volk and Torsten Mangner. While writing this blog once more just in another language, I took the liberty of adding some personal notes here and there in italic font.

In every development team at there is at least one tester / test manager / QA… or however you would call the person, who is shaping the mindset for quality.

Until recently, “test manager” was the dominating description at Otto – a very rigid and bureaucratic term. Although the intention was good to emphasize that we do not only execute tests, but we also manage them! Meanwhile, even managing tests is only a very small part of the value we deliver.

In a bigger workshop Finn and Natalie, two of our “test managers” picked up on this contradiction and worked things out. We were sure that it would not be sufficient to write “agile” in front of test manager. Hence, we developed a new understanding of our role that looks and feels like this:


We are the teams’ Quality Coaches

We support the teams to understand “quality” as a collective responsibility. We achieve this by working intensively with all roles of the team rather than talk about generic concepts. We establish knowledge and practical approaches regarding the topic of quality.


We See Through the Entire Story Live Cycle

Together with the team we take care that our high standards of quality are regarded long before the development of our product starts: We suggest alternative solutions during the conception of the story and indicate potential risks. We avoid edge-case problems later on by thinking about them while writing the story. We pair with developers, so that we know that the right things are tested in the right place. Thus, we have more time to talks to our stakeholders and users during the review. With the right monitoring and alerting we are able to observe our software in production.


We Drive Continuous Delivery / Continuous Deployment

One central goal is to deploy software to the production environment as risk free as possible. Therefore we try to change as little of our codebase as possible and roll out every single commit automatically. We are using feature toggles, to switch on new functionality independent of these deployments. This has two major advantages: we can roll out our software to customers (almost) at the speed of light and get fast feedback for new developed features.


We are Balancing the Test Methods of the Testing Pyramid

We know how to test what on which level of the testing pyramid. We use this concept to create a lot of fast unit tests, a moderate number of integration tests and as few end-to-end tests as possible. This does not only speed up our pipelines but it makes our tests more stable, more reliable and easier to maintain.

Additionally, in our tool box we can find all kinds of tests (acceptance tests, feature tests, exploratory tests), methods (eg. test first, BDD) and frameworks (like Selenium or RSpec). We know how to use those tests, methods and frameworks on all levels of the testing pyramid.

(as a side note: this indeed implies to run eg. Selenium tests on a unit test level if applicable)


We Help the Team to Choose the Right Methods for a High Quality Product

Being specialists, we know all (dis) advantages of different methods and can help the team to benefit from the advantages. We learned that pairing will enable knowledge transfer, communication, faster delivery and higher quality.  Besides pairing, test driven development is one of the key factors to create a high quality product from the beginning.

Flexible software can only emerge from flexible structures. This is why we are not dogmatic about processes and methods but decide together with the team what mix of processes we really need to get our job done.


We are Active in Pairing

We do not only encourage our developers to pair, we also have fun pairing ourselves. In tThis way we can point to problems even while the code is being written. To avoid finding all edge cases only during development we also like to pair and communicate with Business Analysts, UX-Designers and Product Owners. Together with the operations people we will monitor our software in production environment.

The pairing with different people and different roles allows us to further develop our technical as well as domain knowledge.


We Represent Different Perspectives

By taking on different positions we prevent unidirectional discussions. We try to avoid typical biases by challenging assumptions about processes, methods, features and architectures. This enables us – from time to time – to show a different solution or an alternative way to solve a given problem. It helps us to reduce systematic errors, money pits and to objectively evaluate risks while developing our software.


We are Communication Acrobats

We are the information hub for all kinds of things inside and outside the teams. We make special, constructive use of the grapevine, a phenomenon that practically occurs in every company with more that 7 people.

We are enablers for communication. This may be the communication of a pair of developers, between many or all team members or between teams throughout the organization.  By facilitating this coordination we can reduce obscurities about features or integrations of systems and hence get our software into a deliverable state faster.

After developing this role, we engaged more and more of our “agile test managers” with this concept. They were so enthusiastic about it, that they wanted to apply for the job once more right away. The only thing missing was a good name: As in every cross functional team we have different specialists and one of those people is the driving force for high quality we found the perfect name: the Quality Specialist.


(Side note: the German term for “quality assurance” (QA) is “QualitätsSicherung” (QS). Using the same abbreviation made it even easier to adopt the new term.)

Quality Specialist is a very well fitting name for this stretched role. Although we are broad generalists, our core value lies in shaping a quality mindset and a culture of quality in a team.

Those were the first steps on a very exciting journey. The next thing to do is talking with other roles in order to find out how this new comprehension of the role changes our daily work. Furthermore, almost no one fulfills this role description today. Thus, we need to grow, level up and reflect on our development. The most fun part is that we can learn a million things in different domains from different people.

Process Automation and Continuous Delivery at

This post is all about deploying every single commit to the production environment.

All manual steps in a release cycle can be automated – even if you want to check your designs. This post explains step-by-step how to automate each single one and what to consider when releasing a couple of times per day. You can find my article in the Otto dev blog. Or you can read it below.

Whenever we present how we release features and deploy our code in one of OTTOs core functional teams, we are met with a certain set of questions, e.g..: “Why do you want to deploy more than once a week?”, “If you automate release and test management, what are the release and test managers doing?”, “How can we prevent major bugs to enter the shop?”, “Where is the final control instance to decide if something goes live?”, or the typical question “Who is responsible if something breaks?” or simply “Why the heck would someone want to do this?”

Let us answer those questions. Let us guide you through our way of working. Let us show you what processes we have (and which ones we do not have) and give you a hint on how to increase productivity and quality at the same time (without firing the test manager). All you have to do is to sit back, relax and let go of your concerns to lose control. Don’t worry, you won’t lose it.

If you have a look at a general release process for a deployment, it will look similar to this scheme:


The image illustrates a release life cycle: Occasionally, a new release candidate is built. If the code compiles and first tests are successful, we speak of it as a “green build”. The code of this release candidate is deployed to a test server and after a smoke test a full test suite can run. Depending on the number of test servers and your (integration) test setup, you may want to repeat steps 2-4 for more than one server. If all tests pass for a specific build version, and the live platform is stable (→monitoring step) you can announce the live deployment and ship the new build. Probably, some tests will ensure that the live deployment was successful.

Not a single one of those steps requires human interaction. The entire process can be automated. One of the many advantages is that you simply do not have to spend time on this process. The time that is now free (most of the times this will apply for the Quality Analyst) can be spent on other tasks. In our case, we could almost double the time the QA spends with the developer and business designer.

Before that, the Quality Analysts were only able to evaluate the quality in a given piece of code after the implementation. If this code did not meet the expectations for “quality”, they would need to convince stakeholders and developers that the quality was not sufficient and the developers would start the story once again. This was a very time intensive and thus expensive process.

Now, the Quality Analysts have more time to review the business requirements, think about edge cases and report them to the developer before implementation. Furthermore, the QAs are pairing with the developers and can make sure, that “quality” is engraved in the product during implementation.

1newbuildThe build that triggers the entire process, has a lot of tests itself already. We keep tight track of our test pyramid in this first step of our test automation. At this point we have a huge amount of unit and a fair portion of acceptance tests. They not only test our Java code base. We apply the same principles to our JavaScript: to reduce the number of frontend (Selenium) tests possibly needed at the end of our build pipeline, we prefer fast feedback of a lot of JavaScript tests in the initial build step, using Jasmine.

If all those tests pass, we consider a build “green”. Our build runs for every single git commit.

2deploytestserverThe next step is to deploy a green build to a test server and continue testing the new software. Talking about deployments, one often forgets that it is code executing all the steps necessary to provision a server with new software. Even this code can fail and thus, we recommend a small smoke test to be executed right after the deployment. This can be as easy as checking the version number on a status page or the git-hash in the meta information on the front page. You will save a lot of time to not execute tests on old code.

3testsuiteHaving the software successfully deployed to the test server, we then continue testing. After covering the base of the test pyramid in the build step, we now take care of the top of it. Here we will execute more acceptance and functional tests, some of them in Selenium. Furthermore, we can run first integration tests with other teams, other services and maybe third party software. For integration testing, we do not rely on Selenium alone. We have a wide set of so called CDC tests (consumer driven contract tests) with other teams. If other teams have specific requirements e.g. for our APIs (= they consume our API) they would write a test that runs within our build pipeline, e.g. a pact-test. In this way we can make sure that all requirements other teams have towards us are fulfilled for every single commit.

Maybe you do not have just one test server, but two (e.g. for different kinds or levels of tests). Then you would execute the deployment-and-test steps two or more times. In any case, the number of tests should decrease with every step, otherwise there is something fundamentally wrong with your test pyramid.

One big concern I am met with is that no one looks at the product before it goes live. “Automation is nice, yes, but nothing beats the pattern sensing of a human brain” is what people mention in response to all the automation. The statement is true, no doubt. But the point is, that the value of a human brain is not necessarily needed here and can be better applied earlier in the process of the software development.

4toggleTo explain this, let me tell you about one fundamental requirement to release automatically: that is the consequent use of feature toggles. Using toggles means that new features are not released by a deploy but by a flip of a button. This has two major advantages: First, the feature will have a shorter time to market. Just a few minutes after the last commit is pushed the entire feature code is deployed. One does not have to wait until the end of e.g. a sprint cycle. Second, despite all human and automated tests sometimes something just goes wrong. (And it does not even have to be a technical problem). Thus, if we release a feature with a toggle, we can also toggle it off in just one second. We do not have to rollback our deploys and hence we do not affect other features that were in the same deployment. The process automation made our deploys an absolute “non-event”, while the side effects of the quick deployments made feature releases a lot easier.

With the fact that (almost) all, especially the frontend changes, are toggled, no deployment should ever change the face of our product. And this is difficult to test for humans. Human brains are activated by mismatching patterns. Different paddings for otherwise equal elements or a picture that is out of its box are very easy to spot for us. But if one link in a list of maybe 20 links is missing on a page, almost no one will notice. If the link would turn green, or would have a different font than all other text, we would discover it right away. If it’s simply gone, we barely notice it. Hence, for our kind of deployment we need either a human with an identic and photographic memory – or a machine. We decided to go with the latter. Inspired by other tools, such as “wraith” by BBC we built a small ruby gem (lineup) that uses selenium to take screenshots of defined pages of our product before and after the deploy. It will realize as soon as just one pixel changes and fail the test step. This lets us detect, whether or not our feature toggles were implemented correctly and discover undesired front end changes before they go live. Here is an example:


On the left side is an entry page before the deployment of the new code and on the right side after the deployment. Unless starting complicated measurements, no human would notice the increase in the top-margin of the headline of the smartphones and the gaming console. The image comparison (middle) between the base (left) and new (right) image reveals the difference right away by marking all pixels that have changed between the left and the right image.

6monitoringIf the build passes this last test, it is good to be deployed to the live platform. To ensure, that our platform is always stable enough for a deployment we constantly monitor the servers and databases. This is (and needs to be) a shared team responsibility – just as any other step of the entire process. We achieved this by simply putting up a couple of monitors that are in the line of sight of every team member. Every day, we discuss the error rates and possible performance problems in front of the big screens. This general discussion and the come-togethers around the common screens enhanced our culture of constant monitoring. With more and more services being built we are now investigating ways to focus on the most important metrics. As the issues on our live servers are different every day, we cannot determine which metric “is key” for what service. Hence, we have to automatically analyse all our metrics and present only the most relevant ones to the team. The most relevant ones are usually the weirdest. Thus, our investigations currently go into the direction of anomaly detection.

The growing number of services (as a result of the change towards Microservices) helps us 7deploymentto keep the impact on any other system but the deployed one as small as possible. Having only loosely coupled services, removes the need to announce every deployment to all other (~dozen) teams. If other teams were affected by our changes and/or deployments we would have a fundamental flaw in our architecture (or in our CDC tests). To develop and enforce hard- or software locks at the end of the release process in order to limit the deployments is not a solution for this rudimentary architecture challenge. Hence, there is no need to announce deployments to the entire IT department. It is probably a good thing though to let the ops people know about our deployments in general. And one should also have a single gate that can be closed for all deployments if something is preventing deployments in general at a particular moment. Finally, the last thing we need is a deployment reporting for documentation purposes. This usually only includes what git hash/build version went live at what time including a changelog.

8releaseAs described above: the deployment to the live servers became an absolute non-event and thus there is nothing noteworthy for this blog entry for this step. After the deployment is finished, we run a small test suite to make sure that our code was successfully released and our core functionality is still in place.

And then we are already live, multiple times a day. And while we increase our shipping speed, we have even more time to ensure that our product is built in a good quality. To execute all the steps, we have created a wide range of tools. For most steps, the available open source tools did not fit with one primary need: The entire process is automated, thus coded. This code, as any other, needs to be tested. Hence, we think of our release pipeline as testable code. This is reflected in the build tool „LambdaCD„. Additionally, we built the described image comparison tool „Lineup„. Another team at OTTO developed a monitoring solution („Oscillator„) and even for tracking deployments, feature toggling and other events, we built our own set of tools. To be open sourced soon.

For further reading check out:

Have a look at the features of our open source projects. And – please! – give us feedback about your opinion and experiences.

Your FT3 Team

Testing with Frank

This is the first post I ever wrote, explaining how to implement testing with Frank, an open source tool for the automated testing of iPhone apps. Read the full article in the Wimdu tech blog or continue below.

A long, long time ago… we started to work on an iPhone app for the merchants of Wimdu (= our hosts). We want to provide them with a handy tool to manage all their bookings. We call it our “host app”.

While the project comes to the final stages of development we started to think about testing the application. It was clear from the very beginning, that we wanted to build automated tests to easily check every release for stability, quality and reliability.

We had a very specific set of requirements for our tests. We want our mobile app not to be a stand-alone or isolated platform, we will have interaction between the hosts (merchants) using the iPhone and our guests. Those interaction are mainly messages between the two parties as well as the actual bookings. If we want to simulate and test end-to-end user behaviour, we need to run simulations on our web- and mobile app simultaneous. The tests for the web app are written in Ruby, using Watir to hook into Selenium and drive Firefox. So we needed a system that could run the scripts for the web app simulation. Furthermore, we wanted to develop test driven, so we needed quite specific feature descriptions and scenarios for our test cases.

Naturally, the first step was to look into the UI Test Automation that is built into Xcode. Thinking, that as it’s fully integrated into Xcode and tthe perfect tool to work with, we tried to build some small test cases. The limitation of this tool is quite obvious: it can only test the iOS app. There would be a lot of manual steps involved to switch between the test cases of the iOS app and the web app. Hence, for this approach the build in tool box was not sufficient.

Amongst others we looked into Testing with Frank built by Thoughtworks. It was the best fit for our need. It uses the two languages we need, Cucumber to have a Product-Understandable side of the tests, where they can define and read test cases. On the other hand its build on Ruby. We love Ruby, so we tried it.

Frank is charming, what happens is pretty much explained in one picture:


However, after running frank setup we stumbled upon the first problem as we were using Cocoapods for dependency management in our projects. You can fix it by passing the workspace and scheme to Frank like:

frank build --workspace Host.xcworkspace --scheme Host --configuration Debug

If you build Frank in release mode, then the “Frank Driver” will not access the “Frank Serve” any more. Other than that the build will succeed and we can follow Peter’s blog to write our first tests.

Getting started with the Cucumber tests we quickly realized that it would be a good idea to strictly divide the two “languages” Ruby and Cucumber. It creates a bit of an overhead for smallest step definitions, but as soon as things get a little more complicated it helps to organize the code.

In Example:

Cucumber reflects the specification from the Product Manager.
It lives in the default folder features/request.feature

as a host, who has a booking request I want to see the request in the app with the guest name displayed
  Given I have a booking request
  Then I should see 1 request
  And I should see the name of the guest

the step definitions are also in the default folder features/step_definitions/request_steps.rb. Here we decided to write as little Ruby as possible, to not have to places where the actual code is running. We do only require the according class:

require_relative "lib/requests"

requests =

Given /^I have a booking request$/ do
  steps %{
    Given I log into the app with user #{}
    Given I touch "Requests"

And /^I should see the name of the guest$/ do

We tell the Ruby-Part of our tests to create a new booking request for a new host and gather information. We can also include other Cucumber steps if it fits the purpose of the scenario. The last step is now to write the actual test, it lives, as you can see already in features/step_definitions/lib/requests.rb:

class Requests
  include Frank::Cucumber::FrankHelper

  attr_accessor :host, :guest, :offer

  def initialize
    @app = =
    self.offer = @app.create_offer(host)
    self.guest = @app.guest

  def pending_booking
    booking = @app.create_booking(offer, guest, checkin_day, checkout_day)

  def find_guest_name
    name_displayed = frankly_map("label marked:'Guests Name'", 'text')
      name_displayed.include?( == true
    rescue => e
      raise "Guest with #{} not found in the view"

All interaction with our web application is handled in the Webapp class. In this case a new host is created, a new offer for this host and a guest to book the offer. As we want to develop end-to-end user tests we do not create dummy entries in the API for the app but rather interact with both apps at once. The label we use in frankly_map is set in the Xcode project in the first place, so that the element is accessible for us in Frank.

How we work (with Watir) to write tests and simulations in our Webapp will be the next post to follow.