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You: “I will make a deal with you Officer. If you can answer just one reasonable question, I will be happy to give truthful answers to all of your questions related to the purpose of your stop. If you cannot answer my single question, then we both part ways with no consequences. Deal?”Officer: “How do I know your question is reasonable?”You: “Officer, I will accept any reasonable explanation for why my question is unreasonable under the circumstances. Do we have a deal”.Officer: “Deal. What is your question?”.You: What is the 85th percentile speed of traffic on this section of roadway?Officer: “How would I know that?”.You: “That’s a reasonable question to ask, Officer, because the 85th percentile is the SAFEST speed to travel; and therefore, it must be the starting point for any further discussion.”Officer: “How am I supposed to know the 85th percentile speed?”You: Officer, please confirm that my question is reasonable, and that there will be no consequences in this stop, so that I can begin answering all your questions.Officer: “Ok, ok, ok, you got it. Now tell me, where did you get this stuff about the 85th percentile?”.You: “The 85th percentile is the safest speed, and it is generally the average speed of traffic plus a few ticks. For example, if the average free flowing speed of traffic is 76 MPH, then the 85th percentile would be approximately 80 MPH. This is important, because Federal Regulations require that speed limits be set at or above the 85th percentile speed.”Officer: “Well, the speed you were travelling WASN’T safe, and that is why I stopped you”.You: “Officer, you just confided that you do not know the 85th percentile, which is an important fact, because without knowing the safest speed you cannot determine the range of speeds that are safe for this section of roadway. Thus, there is no evidence that I was driving unsafe, unless you can articulate something about my driving that was unsafe, such as weaving, cutting someone off, or crossing lane markers?”Officer: “Well, no, I didn’t see you do those things. Let me get your drivers license, registration, and proof of insurance.” (Officer goes to patrol car and returns)Officer: “Ok, your documents are ok. Slow it down, and be safe”.Using the template above, 80% of the speeding stops that I have experienced in the past 10 years ended with no ticket. The one ticket that I did receive was from an Officer that had no integrity. He couldn’t articulate why my question was unreasonable, and wrote the ticket anyway. However, I went to traffic court, and he didn’t appear, so the ticket was dismissed. Maybe that was his way of being fair to me in the end.The above conversation can also be applied in traffic court. I was able to defeat a ticket in Sonoma County, California by appearing in Court and raising the issue of safety. I didn’t ask the judge to make a deal, I just asked about the 85th percentile and that the ticket was based on a speed trap that was prohibited by law (see my other answer about the “slickest thing you ever did to beat a speeding ticket”). The judge argued with me, and then he had me wait until the court was empty. We argued about the finer points of what constitutes a speed trap, and he finally agreed to dismiss my ticket.I encourage all motorists to drive safe for conditions, and if you are stopped for speeding, that you engage the officer in a discussion of safety. There are many ways to do it, but the important point is to get the officer to be fair, and that requires that you be respectful and diplomatic. Whatever the officer says, turn the conversation back to safety, and remind the officer that no one deserves a ticket when they are driving safely!Richard ColterPresident - Motorist UnionAuthor: Understanding Human Evolution and the Nine Human Endeavors, Reveals the Purpose and Meaning of Life

I am an attorney. I once had a law clerk for only a few months who was hired because she had a stellar resume. She didn’t live up to the resume. Simple things she should have learned in her first year of law school were consistently wrong and when I corrected her, she did future drafts with reasons she answered the way she did. I don’t need a passive aggressive explanation- I need it done properly. Keep in mind, she’s working off a template and I had a checklist that had all the steps. Answer this type of thing this way, change the name of the court and the parties, etc. One or two things can be a little confusing still, but when you’re making errors on the court name and have the file right in front of you, and it happens consistently, you’re just turning in crap and wasting my time. As a mentor of mine who suggested the checklist said- if they are getting things wrong that are not on the checklist, adapt the checklist. If they are missing things that are on the checklist, they’re untrainable. I asked her if she followed the checklist and she told me it wasn’t on there. I pick it up, point directly to where it addresses that, and she tells me she missed that.Not long after, she quits without notice after ignoring my instructions about how to organize a file. I had to go back and undo a massive file right before trial because it was alphabetized, not arranged by date and type. When sitting in trial, I need to know what happened when and see how the case progressed, not have orders next to motions and everything without any progression. That means I have to dig through the file to find the notes, somewhere in the middle. Ultimately, it benefitted me to redo it rather than make her redo it, since she ignored my instructions the first time. She told me the reason for quitting without notice was that she had another job lined up and they were going to pay eight times what she made in my office. BS. There isn’t a law clerk job anywhere that’s paying you twice what a licensed attorney makes at a big firm. She wished me well and said she’d see me at events. No, my dear… I have my license already. We’re not attending the same events.A few few weeks ago, I received an email from a social organization saying that she won an award and requested that I sponsor a table for the recognition ceremony. Even a single ticket was $250. I declined (in the form of ignoring it).Everyone I introduced her to had the same impression- she’s arrogant. The mentor who suggested the checklist specifically said, “she thinks she’s smarter than you, and she’s just figuring out what she can steal from you (business model-wise).” The problem is, my entire business model and my success is solely because of hard work. I show up, I do the work, I make sure things are correct. If I mess up, I admit it and correct it. I wish her luck because her work ethic certainly isn’t going to get her there (but no, I won’t subsidize that luck at $250 a ticket).

Some parts of my tool box, though admittedly I am not a tester by profession, are:The mindsetYou want to be as close to a tester's mind as possible, this includes knowing about some of the basic types of tests, knowing what you want to test, knowing what you do not want to test. I once read that, essentially, as a tester you want to break the software! So how do you go about doing this - boundary values, equivalence classes, code branches, etc.Pen and paperFor visualisation and enhancing my understanding of things, I often write down stuff. Furthermore, when doing branch testing (in the ETL context of BI projects) I found, the use of pen and paper do draw (or write) branches to be tested better than simply keeping them in mind.OfficeThis includes the usual suspects word and spreadsheet processing to create test plans and test reports.IDE, Source Control, Application Lifecycle Management environmentIn my case this means, Visual Studio and Team Foundation Server together with maybe applications like Team Foundation Sidekicks. Visual Studio is one of the best IDE available. Assuming the proper version, it supports test template generation (i.e., Unit test skeletons, etc.), test management, test environment management (Lab management), Code/ UI/ database tests, test data generation, and many more things related to testing. Team Foundation Server is good when it comes to accompanying the Development Lifecycle, e.g. development, testing, bug fixing. If TFS does not give you what you need out-of-the-box you may customize it extensively. Since others have done so, there are extensions for development methodologies (e.g., Scrum template), extensions for GUI components, or extensions for TFS' data model, i.e. you may want to fix your 'special bugs'. Combine this with easy integration with Office and you can use Excel to tap into your bug data or send daily reports on the overall project's test progress.TestframeworkNUnit as a Unit-Testing framework because it is well known, easy to setup, learn, execute and automate. It provides a good enough experience for attended testing. In the context of F#, I use FsUnit as a supplement to NUnit. I used Microsoft Research's PEX and Moles for whitebox unit testing and stub generation - great tools, which simplify Unit-Testing dramatically.Build ManagementMSBuild an XML dialect with lot's of extensibility options, which I assume, brings you about 90% of what you need in most cases. Using MSBuild with Team Foundation Server's Team Build, you may easily setup a build process which contains automated testing (unit tests, build verification tests, etc.).DeploymentAs mentioned you may do Lab Management, i.e. defining and running virtualised test environments using Visual Studio Lab Management directly. However, I did use Powershell, WIX and general Shell scripting as well, to generate test data, to perform basic Deployment tests and collect and analyse results. Again, via the use of Powershell Remoting and Team Foundation Server's API you may do your testing and send results directly into Team Foundation Server.Process, Organisation and Overall MaturityTesting will only discover some bugs, you may never know whether or not you found that magic bug. If you are not in startup mode, you should ensure that you have strict rules for managing your environment (development, .., test, .., production). That is, who is allowed to do what, how is deployment, testing and running performed, when, by whom, etc. How does information flow between separate teams.The outcome of testing is bound by what comes out from development, which is bound by what comes out of design, which is bound by what comes out from specification, etc. This means, do not spend a million cycles on developing a proper test setup, if there is a good chance that your developers are developing based on rubbish specifications. The earlier you may fix a bug, the better.If you do have the chance to communicate directly (i.e., personally, openly, etc.) do it. Try to be supportive, i.e. see how your role affects others and you may lower friction. Document whatever is worth documenting but do not mistake bug ticket assignment with getting the product up to speed - everybody should own the quality of the product.Disclaimer:I work on the Microsoft stack, for that matter my experience is more or less restricted to parts of it.