Most of these incidents were avoidable, but the software was simply pushed to production without proper QA. The costs go up as the bug moves through the SDLC. The fact of the matter is that a software bug can affect everything from indirect costs like customer loyalty and brand reputation to more direct losses in business revenue and wasted time.
You might think a software bug can only be so bad, or that any bug big enough to cause significant financial distress will be a complex mathematical error. The following are companies who suffered monumental losses -- some that almost put them out of business -- due to easy errors, new software, or a bad line of code.
All was well until communication got cut-off a year into the mission when the Orbiter got lost in space. However, the error could have been an easy fix if caught on time. All it took was thirty minutes to drop 75 percent of their shares after an automated set of orders was sent out all at once to nearly stocks instead of over a period of days like it was supposed to.
Long distance calling was down for nine hours, and customers sparked outrage after experiencing a total of 75 million missed phone calls and , lost airline reservations. Meanwhile, the Department for Work and Pensions was restructuring their entire agency.
Just a few of the many Apple Maps fails include erased cities, buildings disappearing, flattened landmarks, duplicated islands, warped graphics, and false location data. While an exact financial loss was never attributed to this lack of judgment, it made customers question whether Apple prioritized their needs over their money as they considered switching to the very competitor Apple was trying to combat.
As technology evolves, so do our development methodologies and knowledge of testing practices. There are many things that should influence your decision on whether to estimate bugs and if so, which approach to use.
To give an example: A bank would handle things differently than a social network, culture and motivation in one company or country may influence the decision, even the stakeholders matter — if you have a project manager who cannot live without estimations, it might make sense to just go along with it and have a good team atmosphere rather than continuously fight over estimations. You are building a small product or just a personal project.
There are no dependencies on other people, precise planning is not really necessary because you know how fast you can progress and what you need to work on next. Just focus on output and getting that code out there!
You have a 5—10 person development team and no other engineering teams depend on it. You are planning sprints and tracking velocity to roughly understand how good your progress is. Some bugs are caught by people internally, some — reported by users. We have built a few early-stage products before, and over time came to this setup. This setup also helps with building good customer relationships, as users are always impressed when you are able to fix something soon after their report.
The longer you work on the product, the better you are able to estimate, of course. Especially if you split bugs by type, i. You have a few development teams and at least some of them depend on each other. You have manual QA and QA engineers, but very limited ability to talk directly with a user. Lots of stakeholders and multiple layers of management exist, to whom you need to communicate your goals, so you really need to make sure you deliver on your promises.
In general, you care much more about reliability of the software and predictability of development output rather than speed and agility. Solution : Estimate all the bugs you can. Any issue can be reinstated later if it turns out to be bothersome to a customer or the product owner changes his mind. What Color is your Backlog? Bob Hartman Post Views: 1, Bob Hartman Known as Agile Bob, brings over 35 years of experience and broad industry knowledge cultivated by serving in almost every role in the software industry including developer, tester, documentation writer, trainer, product manager, project manager, business analyst, senior software engineer, development manager and executive.
Bob is a popular speaker, having spoken at numerous major conferences, seminars, workshops and user group meetings where his engaging style, holistic view of development and personal anecdotes are always well received by attendees. See his upcoming courses by clicking on Upcoming Courses under Agile For All in the menu at the top of your screen.
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