Quiet Quitting: Myths, facts, and misunderstandings about a new reality of working

Quiet Quitting: Myths, facts, and misunderstandings about a new reality of working

Mythbusting, Scio

Curated by: Sergio A. Martínez

What is the future of work? That is a question that virtually every organization, in both the private and public sectors, from software to manufacturing to service and everything in between, has been asking themselves since the onset of the pandemic in 2020. Agreeing on an opinion seems to be impossible, but what we are sure about is that our idea of “work” has changed dramatically, with new ideas, models, and philosophies getting discussed every day.

Quiet Quitting: Myths, facts, and misunderstandings about a new reality of working

“Quiet quitting” is one such concept. After this term got popular on social media in 2022, the underlying meaning of “quiet quitting” started to elicit all kinds of opinions about what it means, going from those who see it favorably to those who see it as the norm (and nothing revolutionary), to even those against this attitude for a diversity of reasons. For those not in the know, “quiet quitting” means “performing the strict minimum requirements of a job within the allotted work hours”, a philosophy gaining supporters across all industries and with all kinds of workers and collaborators. And getting to the root of this line of thinking is not difficult to do. 

“People are tired of being stifled by leaders who don’t trust or value them. If there’s no freedom to take a risk without fear of being punished for a bad result, then why take a risk? If there’s no acknowledgment of their capacity and no opportunity to contribute their full value, then why would they want to do more?”, says the analysis of Forbes Magazine in their article “The Cure For ‘Quiet Quitting’: Humanize Work”, which takes a look at the current job landscape and the factors that might push a worker into this mindset.

After all, it’s no secret that the current job market is becoming increasingly competitive, and people are finding it harder to get the jobs they want. At the same time, jobs are becoming more demanding, with some employers increasingly expecting employees to work longer hours for less pay, which not only causes a lot of stress and unhappiness among workers but also pushes them to question whether work is really worth it. Some people are even choosing to opt out of the traditional workforce altogether in favor of a more flexible lifestyle. This, in turn, is creating severe shortages in many fields that, with our current trajectory, will cause a lot of problems that will only continue to grow. 

“I think this is old behavior under a new name and has always existed to some degree, but now it has a name”, continues Helen about the origins of quiet quitting. “It used to be a lot more common in other areas (for example, the public sector), where you could stop working at a certain hour and not have to worry about it. But in the software development industry, this issue is a lot more complex. The issue is how to measure the effectiveness and productivity of a team member. It’s easy to see someone who answers emails or does things outside of work hours as a good employee, but I don’t agree with that either. You are not giving your collaborators a complete work-life balance.”

The numbers don’t lie; according to the online publication Axios, “82% of Gen Zers say the idea of doing the minimum required to keep their jobs is pretty or extremely appealing”, and a good portion of them are already committing to that, bringing back the idea of “working to live” instead of the other way around, putting priorities like family, friends and even hobbies ahead of work as the norm.

Finding the right angle for an old challenge

Quiet Quitting: Myths, facts, and misunderstandings about a new reality of working

“The thing about ‘quiet quitting’ is that it doesn’t describe a specific phenomenon, but many different situations with their own context. Maybe you are an effective person within your working hours, and not being available after you shut down your computer doesn’t mean you are not an engaged collaborator, delivering on time”, expresses Helena Matamoros, Head of Human Capital T Scio, about the increasing popularity of this term. “After all, it’s easy to see when a person is actually “quiet-quitting”; they miss deadlines, they are often unavailable during work hours, their emails go unanswered, they appear disengaged during meetings, or they don’t take advantage of anything extra the company offers, like social meetings or training courses. And even then, that attitude can sometimes be the result of burnout instead of active disinterest. Is a complex situation that the name ‘quiet quitting’ doesn’t completely describe.” 

The thing is that, when trying to separate a good collaborator from a not-so-good one, past strategies don’t work anymore. In the old days, the traditional workplace was all about face time and being physically present in the office, but with the rise of technology, that’s no longer the case; good employees cannot be judged by how many hours they’re putting in at the office, but rather by the results they’re achieving. This can lead us to some myths about what an engaged employee is, harming more than helping engagement within the workplace: 

  • First, good employees are always available.

    As already discussed, with email and instant messaging, it’s expected that employees will be available outside of normal working hours. But that doesn’t mean those good employees are always glued to their devices. They know how to strike a balance between work and life, and they know when to unplug and take a break.

  • Second, good employees prioritize work above everything else.

    Many people still believe that employees should put their jobs ahead of any other priorities, even if it means sacrificing their well-being. However, a smart workplace knows that employees thrive when they feel they are valued members of a team, and companies should focus on creating an environment where employees can have a good balance and feel supported and appreciated. 

  • Third, good employees are always hyper-focused.

    When it comes to working, it’s often seen as a good thing to be hyper-focused, with the ability to laser in on a task and get it done quickly and efficiently is generally viewed as a positive trait. But contrary to popular belief, employees who take breaks during the workday, or take time to socialize, are more productive than those who don’t. Likewise, employees who telecommute or work flexible hours are just as productive as those who work traditional nine-to-five schedules. In the end, it depends on the person and the rhythm they need to achieve good results.

“Seeing it from both sides, the employee and the employer, it all comes down to having a clear work culture within the organization that everybody can understand and adopt”, explains Helen, referencing how Scio tries to be flexible and offer resources to keep their collaborators as far from burnout or disengagement as possible, especially important when our company collaborates with remote developers and engineers from all over Latin America. “If you know what is expected of you, and what is acceptable or not for the company, it’s easier to identify if you are dealing with someone practicing quiet quitting. In the end, there is no one-size-fits-all solution, but starting by debunking outdated myths and practices, any company can create an environment that is tailored to the needs of their employees.”

Pros and cons to both sides of the argument regarding “quiet quitting” remain relevant, however. On one hand, working strictly within your limits can help you to avoid burnout and to maintain a healthy work-life balance. On the other hand, it can also make you appear inflexible and unresponsive to the needs of the employer. And while in some cases working longer hours can help you to get ahead in your career, it can also lead to exhaustion and poor health, which could make such an effort too costly. Ultimately, what we can conclude is that this attitude is not something new, but its popularity is a symptom that flexibility and balance in the workplace are more important and appreciated than ever, and any company that supports and understands its collaborators doesn’t need much else to keep an engaged, productive, and motivated team always ready to give their all.

The Key Takeaways

  • The term “quiet quitting”, while popular in social media, is not a new phenomenon, although it can be taken as a symptom of a larger issue.
  • The main issue is that the term “quiet quitting” falls short when describing the wide range of attitudes and practices that come with working.
  • What it points out is the increasing need to keep a better work-life balance, and quiet quitting and burnout can be the result of a lacking workplace.
  • What really matters is the outcome achieved by every individual worker; with the correct support, keeping a collaborator engaged and motivated is far less difficult.

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies for pioneering tech companies. We have been building and mentoring teams of engineers since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – We have teams available to help you achieve your business goals. Get in contact today!

Why can your career portfolio look like a squiggly line?

Why can your career portfolio look like a squiggly line?

Scio, Software Development

Curated by: Sergio A. Martínez

What are the expectations you have for your career? And we mean real, tangible things that you can expect from choosing a particular professional field: Autonomy? Flexibility? Knowledge? A better living standard? The chance to grow as a person? Trying as many new things as possible? This is a line of thinking you should consider when building a career portfolio; the definition of a meaningful career has changed and choosing the correct workplace can make a world of difference for a professional looking to put their talents to the best use.

Why-can-your-career-portfolio-look-like-a-squiggly-line

Why choose a career portfolio?

And one of the most significant changes in recent years is how the idea of the “career ladder” has slowly started to disappear thanks to a completely different job landscape, where spreading out skills and options has begun to be seen as the best career move possible. A “career ladder” in software development is typically referred to as starting as an entry-level programmer, working on coding and bug fixes. As they gain experience, they may move up to more senior positions, such as a Lead Developer or Project Manager. However, more and more developers agree that taking on new challenges and continuously learning new technologies is essential for success in this ever-changing field, with no “right” path to take when climbing the career ladder in software development. Rather, it depends on each individual’s skills and preferences.

This has resulted in the idea of forgoing career ladders, and instead focusing on “career portfolios”, or the idea of acquiring a varied list of skills, interests, and experience, tailored to your affinities and what you want from a professional field. But what does a career portfolio look like in practice and how to choose a workplace where you have the flexibility to experiment and learn new things?

The squiggly line to your full potential

Why can your career portfolio look like a squiggly line 2

We have talked before about how software development is already a pretty open career path, where the central concept (solving complex logic puzzles) can be applied almost anywhere. And with new technologies and approaches emerging all the time, those who want to succeed in this field need to be able to quickly adapt and learn new skills, which is why more and more developers are warming up to the idea of flexible career paths.

“Having the opportunity to move between different roles and teams here at Scio is how to help ensure our people remain agile and responsive to change”, says Helena Matamoros, Human Capital Manager at Scio. “We know the importance of providing the opportunity to try new things and different approaches. In software development, it’s very important to encourage innovation and creativity, no matter where you are in your career.” 

Nevertheless, where to start with this flexibility and craft a portfolio that showcases your talent, skills, and interests? After all, as the world keeps changing at an ever-increasing pace, those who embrace change will be the ones who thrive. In the words of the Harvard Business Review: “A career portfolio approach solves these problems and takes career development to a new level. It’s not only a tool for individuals to rethink their professional identity and reach their full potential.” So, as a starting point, you can ask yourself the following questions to plan your portfolio.

A) How much free time will you need?

An excellent way to define your career progress is by deciding how much time you are willing to devote to learning a new skill. The best way to go about it is to develop a yearly plan divided into quarters, months, weeks, or even days, decide on specific goalposts and work towards them. Depending on your job, your time might be at a premium, so knowing what’s the best path depends on your skills, talent, and amount of time available, critical to growing and becoming good at something new.

B) What are your interests?

As we said, a good portfolio comprises stuff you are personally interested in, but also makes good synergy with the career path you are currently following; for example, if you like being with people and think you have leadership qualities, why not work on your soft skills to be a Team Lead? Or a project manager? After all, these roles are more about getting close to people, listening, and empathizing, but still, they need a solid understanding of tech to the scope and plan effectively. 

C) Does your workplace allow for flexibility?

However, this might not be a smooth experience if you aren’t part of an organization that values this kind of growth, the number of which is growing as more people see the value in following a squiggly line. Organizations like Scio, for example, not only allow developers to explore different areas of software but actively offers courses and workshops (under the Sensei-Creati Program) that actively want developers and everyone else to grow as they see fit. Hence, researching which kinds of opportunities a company offers before joining is always the best idea. 

Focusing your career on yourself

Why can your career portfolio look like a squiggly line 2

A lot of people think that the best way to further their career is to focus on external factors, like networking, making money, or climbing up the corporate ladder, but the truth is that focusing on yourself and building up a portfolio of diverse interests and skills has no comparison, especially in the software development field. When you invest in your own professional growth, you become more skilled and knowledgeable, which makes you feel more balanced and successful. 

After all, you are the only person who knows what you want out of life, and when you make career decisions based on what you think will make other people happy, you’re not likely to end up in a job that makes you truly satisfied. On the other hand, if you stay true to yourself and pursue opportunities that align with your goals and values, you’ll be much more likely to find a fulfilling career. 

“There’s plenty of reasons why a company should offer growth opportunities for their employees, and not only because it helps productivity or retain talent”, continues Helena about the philosophy of Scio. “It’s important to understand that many job seekers are looking for more than just a steady paycheck. They want to work for a company that will invest in their development and help them reach their full potential. It also boosts morale and motivation among everyone, When people see that their company is committed to helping them grow and develop, they feel appreciated and valued. Ultimately, growth opportunities are good for both employers and employees alike.”

In the end, focusing on yourself is the best way to set yourself up for a successful career, and it’s in your best interest to collaborate with an organization that sees the value in a wide range of skill sets and affinities in their employees. Software development today is more diverse than ever, and the “ladder” upwards is just one of many options available to take during a career. So, if you want to make a name for yourself in the software development world, focus on building a great portfolio. It’s sure to pay off in the long run.

The Key Takeaways

  • The way careers work nowadays is pretty diverse, not just as a rigid path straight up, especially regarding software development.
  • Building a portfolio of talents and skills is becoming more common and more desirable, and this flexibility is an important feature of any organization looking to grow.
  • The skills you acquire should synergize with each other, but a company interested in the development of their employees already offers the workshops and options necessary to make it work.
  • Developing a person’s full potential is one of the core tenets of Scio, because that’s how true innovation and advancement are achieved. 

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies for pioneering tech companies. We have been building and mentoring teams of engineers since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – We have teams available to help you achieve your business goals. Get in contact today!

Scio Spotlight: Talking about passion, projects and videogame development with Pedro Ramírez

Scio Spotlight: Talking about passion, projects and videogame development with Pedro Ramírez

Scio, Software Development

Written by: Scio Team 
Magnifying glass over a puzzle piece with a question mark, representing how side projects help engineers sharpen problem-solving and technical intuition outside formal workflows.

Introduction: Why Side Projects Still Matter in Modern Engineering

Across the software industry, leaders often talk about frameworks, delivery velocity, and architecture. Yet one of the most powerful indicators of engineering maturity is something far simpler, something that rarely appears in dashboards or performance reviews, and something that still separates great engineers from average ones. It is the ability to build things outside work, driven only by curiosity, experimentation, and genuine interest. For many developers, software is both a profession and a playground. The workday revolves around sprint planning, backlog refinement, and delivering features under pressure. But outside of those constraints, there is an entirely different space where creativity unfolds. Side projects give engineers room to explore new technologies, test ideas without bureaucracy, sharpen their skills, and learn in a way that cannot be replicated inside a production environment. Some people contribute to open-source projects. Others tinker with automation scripts or dive into new languages. And some take on challenges that stretch far beyond their comfort zone. This is where today’s story comes in. In this Scio Spotlight, we talk with Pedro Ramírez, Chief Architect at Scio, about a side project that required equal parts discipline, curiosity, and pure passion. Years ago, Pedro set out to build something he had never built before. Not an API. Not a web interface. Not a business application. A full videogame, designed, coded, optimized, published, and shipped to real users. The project became FlyFlyFly, an endless runner released on mobile and still available on the Microsoft Store today. The result was more than a finished product. It became a source of learning, a bridge between craft and creativity, and even an unexpected advantage later in his career. This is the story of what he built, what it taught him, and why leaders should care about what their engineers build when no one is telling them to.
Magnifying glass over a puzzle piece with a question mark, symbolizing how side projects reveal engineering maturity and problem-solving intuition.
Side projects uncover instincts no dashboard can measure—curiosity, experimentation, and the drive to understand how things work.

Section 1: When Curiosity Turns Into Craft, and Craft Turns Into Growth

One of the most common misconceptions in engineering leadership is the idea that side projects are distractions. In reality, the opposite is often true. Engineers who experiment outside their paid responsibilities bring sharper instincts, broader perspectives, and more resilient problem-solving skills into their daily work. For Pedro, this happened almost by accident. “Like many people, I assumed building a small mobile game would be straightforward,” he recalls. “You have game engines, libraries, and enough tutorials online to fill a lifetime. It sounded simple in theory.” It didn’t take long for reality to adjust those expectations. FlyFlyFly seemed small enough to build quickly. But the moment Pedro began prototyping, he realized how different game development is from the typical enterprise or product work most software engineers do. Optimization matters in ways that corporate systems never demand. Memory usage becomes critical. Framerate consistency becomes non-negotiable. Visual assets, performance tuning, collision detection, user input handling, and device compatibility all become part of the same equation. “You suddenly discover how little room you have,” Pedro says. “You try to run something on a slightly older device, and it forces you to rethink the entire way you’re handling resources. You end up debugging physics behavior one minute and reworking asset compression the next.” This level of constraint is rarely present in everyday engineering roles, which is precisely what makes the experience invaluable. It forces engineers to think beyond abstractions, beyond frameworks, and beyond library convenience. It demands an understanding of how systems behave when everything needs to run smoothly and consistently under real, user-facing pressure. Side projects like this sharpen instincts. Pedro didn’t simply build a game, he built an operating environment for himself where learning was unavoidable. And in the process, he developed a deeper sense of how software behaves in the wild.
Software engineer analyzing a holographic interface, representing how curiosity-driven work builds technical craft and stronger engineering instincts.
Curiosity becomes craft when engineers push into unfamiliar territory—and that growth shows up in real projects.

Section 2: The Unexpected Complexity Behind Building a Game From Scratch

Game development is a surprisingly multidimensional craft. Even small games require a blend of systems thinking, creative design, and user experience intuition. For an engineer accustomed to building business software, it can feel like stepping into an entirely different discipline. “You’re not just writing code,” Pedro explains. “You’re designing the interface, creating graphics, deciding how the character moves, balancing speed, difficulty, and even color choices. You become a full team of specialists inside one person.” Along the way, he discovered aspects of development that traditional roles rarely expose. Resource management, for example, became one of the biggest challenges. With limited memory and varying device capabilities, every asset had to be optimized and every decision measured. Another challenge was balancing gameplay. This required experimentation, iteration, and a willingness to rebuild entire components when a mechanic felt too slow, too difficult, or simply not fun. Pedro also had to learn how to market the game, prepare it for digital storefronts, and handle support once it launched. This led to one of the most surprising lessons of the entire journey. While working at Amazon at the time, he realized that his employment contract raised concerns about intellectual property ownership. “It technically made the game their property,” he says. “It created a conflict that made it difficult to maintain or grow the game later.” It was an unexpected but meaningful education in the importance of understanding IP agreements, licensing, and ownership terms, something many engineers overlook until it becomes a problem. All of this made FlyFlyFly more than a hobby. It was a masterclass in end-to-end product development. Pedro walked through every stage, from ideation to launch, while learning skills that would later prove useful in real client engagements and leadership roles. For engineering leaders, this is an important reminder. The most valuable learning often comes from unstructured, voluntary work. Engineers who push themselves through unfamiliar territory develop adaptability, versatility, and decision-making skills that are hard to teach in a classroom or through corporate training.
Fast-moving highway lights symbolizing the speed, constraints, and complexity behind building a game from scratch as a side project.
Game development exposes constraints most engineers never face—turning a side project into a full-scale learning engine.

Section 3: When Passion Projects Influence Real Work and Real Opportunities

Years after launching FlyFlyFly, an interesting opportunity appeared at Scio. A client was exploring the development of an RPG-style game similar to classic turn-based titles like Final Fantasy. They needed a technical lead who understood game mechanics, constraints, and the demands of building an experience rather than a business workflow. Pedro fit that profile immediately. “I was put in charge of the project because of my experience with FlyFlyFly,” he says. “Even though our client paused development later for budget reasons, the work we did and the trust they placed in us was a direct outcome of that personal project.” It’s a perfect example of how passion-driven work can influence professional opportunities in unexpected ways. Side projects demonstrate initiative. They reveal a person’s curiosity, drive, and willingness to explore. They also show how an engineer behaves when there is no roadmap, no product manager, and no established process guiding the way. This is why many leaders value them. They expose intrinsic motivation. Side projects also shape long-term leadership potential. Pedro’s experience gave him a first-hand look at navigating ambiguity, solving unstructured problems, and making decisions without a safety net. These are the same qualities that help teams move through complex transitions and high-stakes architectural decisions. For companies evaluating nearshore partners or expanding engineering teams, this is a meaningful reminder: experience is not just measured in years. It is measured in how people use their time, how they push themselves, and how they build when no one is assigning the work. Passion projects reveal patterns that traditional résumés rarely show. At Scio, these patterns often turn into leadership opportunities because they indicate the kind of engineer who learns continuously, adapts quickly, and sees beyond immediate deliverables.

Comparison Module: What Side Projects Build That Day Jobs Rarely Do

Capability
Built in the Day Job
Strengthened Through Side Projects
Ownership mindset Sometimes Always
Multidisciplinary learning Limited Required
Experimentation freedom Often constrained Unlimited
Resource optimization Only when needed Constant
User experience intuition Varies by role Essential
Ability to self-direct Depends on structure Core skill
Paper airplanes moving forward, illustrating how passion projects create unexpected professional opportunities and reveal intrinsic motivation.
Passion-driven work reveals initiative and adaptability—traits that often open doors to leadership and high-trust technical roles.

Section 4: The Human Side of Building Something for Yourself

Beyond the professional value, there is a deeply human side to building something outside work. When engineers create something purely for fun, they reconnect with the part of themselves that first led them into the industry. The sense of discovery. The desire to understand how things work. The excitement of solving a problem on your own terms. For Pedro, this aspect became even more meaningful because he shared the experience with his son. “We figured out the mechanics together,” he says. “It was fun not only as a developer, but as a dad.” This matters more than most leaders realize. Software development has always been a mix of logic and imagination. Passion fuels both. Engineers who maintain that spark stay curious longer, resist burnout more effectively, and handle ambiguity with greater patience. Passion does not replace hard work, but it lifts it. As Pedro explains, “When you enjoy the work, the hard parts feel different. You still deal with challenges, but they don’t drain you the same way.” This distinction is crucial, especially in technical leadership. Passion generates endurance. Endurance supports mastery. Mastery accelerates growth and increases the quality of decisions engineers make under pressure. Projects like FlyFlyFly become long-term confidence builders. They remind engineers that they can create, solve, and learn even in unfamiliar territory. That mindset strengthens entire teams, especially in organizations where innovation, experimentation, and continuous learning define success.

Conclusion: A Story About a Game, or a Story About Growth?

FlyFlyFly is still available in the Microsoft Store. But the real story lives in the journey of building it, not just the outcome. Pedro learned how to navigate new disciplines. He improved his technical instincts. He gained exposure to product thinking. He discovered unexpected IP challenges. He opened doors to new opportunities at Scio. And he reconnected with the creative spark that drives so many engineers into the field. Every engineering leader knows that great teams are built from people who care about their craft. Side projects help nurture that care. They create environments where engineers push themselves, experiment without fear, and grow in ways formal training rarely achieves. At Scio, we see these qualities often. Our teams combine strong fundamentals with curiosity, creativity, and a constant drive to learn. It is part of what makes nearshore collaboration so effective when the partner is aligned with your culture, expectations, and technical depth. If you’re looking for engineering teams that bring this mindset into your organization, Scio is here to help.

FAQ

  • Yes. Side projects push engineers into unfamiliar territory where they must self-direct, experiment, and troubleshoot new kinds of problems. This sharpens instincts and often accelerates professional growth.

  • Not necessarily. But leaders can create psychological space for engineers to explore ideas. This often leads to innovation, better retention, and more engaged teams.

  • Absolutely. Teams with curiosity-driven engineers tend to adapt faster, communicate more effectively, and bring stronger problem-solving skills to client work.

  • This is where clarity matters. Engineers should understand their employment contracts and IP clauses before publishing or commercializing personal work.

Good Test Case design in QA: Quality at every step of the process

Good Test Case design in QA: Quality at every step of the process

Outsourced Engineering Team, Product Development, Scio, Software Development, Technologies

Curated by: Sergio A. Martínez

Creating software can be compared to solving a big, complex puzzle. A developer needs to take a bunch of pieces (code, algorithms, requirements, deadlines, etc.) and put them together in the right way to create a functioning product that satisfies everyone involved, from clients to final users. And just like with a puzzle, there is no single «right» way to develop software; it depends on the individual developer’s preferences and style, where some may start by laying out all of the pieces and looking for patterns, while others may start assembling pieces and then adjust as they go along. 

Test-Cases-1

And the biggest challenge is that if even one piece is out of place, it can throw the entire system off balance. This is why, besides having a good team of developers able to see the big picture and break it down into manageable tasks, a good QA Tester is so critical to obtaining the best possible outcome during development. Only then can you hope to create a successful piece of programming.

That’s why having a good approach to QA is so important; having experienced testers whose toolset matches the requirements of the product, capable of coming up with a plan for how they will test the code as they write it, as well as having a deep understanding of what “quality” means for the project, is a must in any team. 

So, in that sense, we want to take a look into one of the most important processes of QA: test cases. Because beyond running automated tests and manual testing, QA involves a systematic approach where developers can avoid costly mistakes and create products that meet customer expectations. And in practice, how can you design the perfect test case? What considerations should you have, and what’s the best approach to document and keep track of the sometimes messy process of QA?

Test cases are simple: Just think of everything

When it comes to software development, well-designed test cases are essential. By carefully planning out each test case, developers can ensure that their code will be thoroughly tested for errors, and taking the time to design comprehensive test cases can save a lot of time and effort in the long run. But how should you approach this task in practice? Is there a trick to designing a good Test Case?

“It depends on the project”, says Angie Lobato, a Quality Assurance Analyst at Scio with a wide range of expertise in everything QA. “The ISTQB already mentions that 100% thorough testing is not something that is possible, so it comes down to the priorities of the team, the requirements, the severity of the bugs, and the timelines set to deliver the product, as well as how much time the person in charge of QA has.”

This is why knowing how to design a test case is so important; considering all the challenges that software development already faces, being able to write an efficient, timely, and thorough test case is a valuable skill, keeping in mind things like… 

  • Thinking about the expected behavior of the system under test. What should it do in various scenarios?
  • Choosing input values that will exercise all relevant parts of the system.
  • Designing tests that will detect errors, but also verify that the system behaves as expected.
  • Keeping track of all tests performed, including pass/fail status and any observations made.

However, saying this is easier said than done; it can be difficult to create comprehensive test cases that cover all possible scenarios, and as software becomes more complex, replicating customer environments to test for all potential issues requires some intuition and minute attention to detail. That’s why the design of your test cases has to start with a script as the basis of the test, documented and shared to see exactly what you are trying to accomplish. For this process, Angie tells us that…

“I first need to validate that the Test Case (TC) related to the specific item I’m checking doesn’t exist yet, and do whatever is necessary, like adding, taking out or updating steps to not end up with a suite of repeated test cases”, she explains. “To design the script, it’s always good to create them in their respective suite, with a link to the requirement so everybody in the team can easily find them (I’ve personally used TFS, Azure DevOps, and Jira) depending on the tools utilized during the project. For the script itself, I define the objective of the Test Case, as well as the preconditions and postconditions it needs. Once that has been taken care of, I start to retrace the steps necessary to reach the item I need to test. I add each needed step to achieve the objectives of the test case with their expected result, and finally, I validate the final results where the change needed to be reflected.”

As you can see, there’s a lot of documentation involved in designing a test case, and having the proper formats to keep everything in order (like this one) helps to make sure that each test is accomplishing what it needs to. And according to Angie, a good test case needs a couple of characteristics to make it good:

  • A good test case has a clear objective stated and is updated to the latest version of the project. 
  • Has all the necessary testing data to execute it without creating repeated information. 
  • Has defined all the preconditions and postconditions of the product. 
  • And most importantly, don’t try to test more than one thing in a single case.
  • However, if you need to, changing the parameters of the test is necessary to make that clear. 
  • An ideal test case shouldn’t have more than 10 steps in total.

Ensuring quality at a distance

Test-Cases-3

As anyone who has ever been involved in software development knows, QA is a critical part of the process, and a good test case can help to ensure that the final product meets the requirements of the customer and is free of issues, especially in the current development landscape where remote collaboration is becoming a given. 

For a Nearshore development team like the ones at Scio, a well-crafted, carefully designed test case is invaluable, helping to ensure that the team and the client is on the same page concerning the expected results of the testing process, and providing a clear and concise way to communicate those expectations to everyone involved. 

In other words, a good test case can help to streamline the testing process and make it more efficient, so taking the time to create a good test case is well worth the effort for any remote software development team. 

“Any company that outsources software development knows that collaboration is key to success. A good QA team is essential to ensuring that the final product meets the standards”, says Adolfo Cruz, PMO Director, and Partner at Scio. “In a Nearshore setting, they are especially beneficial because they ensure that any problems are found and fixed quickly before they have a chance to cause major problems. As a result, well-designed test cases play a vital role in ensuring the success of a remote relationship.”

The Key Takeaways

  • Quality is necessary at every step of the process of developing software, not only a concern in the final product.
  • A good example is test cases, how important they are to the process of QA, and what good practices get involved in designing one.
  • A well-designed test case is straight to the point, meticulous, and tries to think of all the context around the product in order to ensure the best quality possible.
  • Also, the process of designing a good test case is doubly important when working on a project remotely, helping keep everyone on the same page and track all the changes and corrections necessary to bring the best possible outcome. 

Scio is a Nearshore software development company based in Mexico where we believe that everyone deserves everyone should have the opportunity to work in an environment where they feel like a part of something. A place to excel and unlock their full potential which is the best approach to creating a better world. We have been collaborating with US-based clients since 2003, solving challenging programming puzzles, and in the process showcasing the skills of Latin American Engineers. Want to be part of Scio? Get in contact today!

No-code tools and platforms: The future of software development?

No-code tools and platforms: The future of software development?

Scio, Software Development

Curated by: Sergio A. Martínez

The practice of no-code is becoming one of the growing tech trends in software development, and as a Nearshore development software company, here at Scio we take a look at what it could mean for our industry, and where the future of digital applications may be headed. Enjoy!

No-code-tools-and-platforms-The-future-of-software-development-2

From the very beginning, computers had the power to make our life easier as long as we knew how to speak in the same language as them, but as these machines became common in our daily lives, the way we interfaced with them changed, and little by little the prospect of building programs and products through them started to be, more inclusive of more and more people getting involved. .

A good example is the simple act of editing a text document on a computer; nowadays it’s as easy as opening a word processor and start typing, but there was a point in time when you needed to understand special commands, known then as “control codes” (the grandparents of modern mark-up code) to produce a legible, well formatted document.

Things like margins, font sizes, and line spacing had to be manually calibrated before you could write anything printable, so the practice of writing in a computer was out of reach of most people until the arrival of WYSIWYG, an acronym of “What You See Is What You Get”, which is a system that simplified this process, showing you the end result of a document as you worked on it.

In other words, there was a point where we understood the need to adapt the use of a computer as a tool for common people, offering the ability of accomplishing things, like writing a text, making a presentation or even creating a website without having to go through the lengthy process of learning code.

WYSIWYG was a huge step into making computer software friendly, and today we can consider it one of the first examples of “no-code”: the ability to create digital objects in a quick and simplified way, which now seems one of the biggest trends in software development. However, what would a future with a “no-code” ethos be like?

A growing demand

No-code-tools-and-platforms-The-future-of-software-development-3

Today, you can think of “no-code” as a way to program websites, mobile apps, and games without using codes, scripts, or sets of commands. There are many no-code development platforms out there that allow both programmers and non-programmers alike to create software through simple graphical user interfaces instead of traditional line-by-line coding, and they are becoming more common day after day by virtue of their simplicity. 

“No-code is simply an abstraction layer over code. Meaning, it takes the fundamentals of code and translates them into simple drag-and-drop solutions — allowing creators to build modern apps and websites visually. A no-code development platform can deliver all of the functionality of HTML5, CSS, and Javascript, but you don’t have to know any of these programming languages to jump in and start building,” indicates Webflow, a provider of such platforms.

Although low/no-code (LCNC) has been around for a while, it’s only recently that the software development community is taking notice. In 2018, Gartner predicted that by 2024, «low-code development will be responsible for more than 65% of application development activity«, and software development research firm Forrester has called low-code «the most significant trend affecting software development today.«

The result is that today many platforms provide ways for users to create their own solutions, and developers have found it easier and more convenient than ever before to use them, in order to satisfy a growing demand from customers who want software quickly without having any hassle or stress attached. 

This, in turn, has led companies across all industries to not only develop these types of products but also hire people specializing solely in developing computer programs through no-code platforms — a trend known as “shifting left” by some industry veterans due to its increasing popularity among younger generations.

However, what’s driving this no-code movement? There are a few factors, and the main one is the increasing democratization of software development. In the past, programming used to be a dark art, known only to a select few who were brave enough to learn its secrets and understand how to apply them effectively. But with the rise of no-code platforms, the barriers of entry for software development are now much lower, and virtually anyone can create software, regardless of their coding ability. But what does this landscape look like?

The democratization of software development

If you are part of the software development industry, you have seen it: the demand for software developers of all kinds has skyrocketed during the last decade (especially when you factor in the sudden need for technological solutions after the beginning of the Covid-19 pandemic in 2020),  so to satisfy this demand, many platforms have started to offer low-code/no-code alternatives that let people without prior experience in programming to create their own software; a sort of “Development-as-a-Service” (DaaS) paradigm where software development is increasingly accessible to the masses.

“This, obviously, has resulted in the increasing popularization of digital solutions for businesses and entrepreneurs of every kind, who now are seeing the technological barriers of the past start breaking down, giving the chance to most people to “leap ahead” and participate in a world where software is increasingly critical to success, giving them the ability to develop some basic software to suit their needs”, said Luis Aburto, CEO and Co-Founder of Scio, about this new trend.

However, this democratization, although desirable and necessary in our modern, technologically-focused world, also comes with downsides that most enterprises should be aware of. And first and foremost is: how does innovation work when an organization depends on quick, ready-made solutions for its unique challenges?

“Low-code tooling does not replace the need for traditionally-built enterprise applications. There will always be needs for pro-developer built solutions such as critical APIs, low-latency, high-performance web applications, or even native mobile apps”, says Software Architect and Vice-President of OneStream Software, Ryan Berry. “Low-code tooling builds a bridge to allow the business to enhance portfolios of both commercial off-the-shelf and in-house built applications, allowing citizen developers the ability to rapidly build applications such as input forms, data validation applications and remote monitoring or management tools.«

And although this is an important step toward digitalization, software development is much more than just building a product; compliance, scalability, security, and even the need to touch all the points of an organization to make sure the product is actually achieving a goal is not something that can be built with a few clicks in a platform. Ultimately, even no-code solutions require expertise and management to ensure success in a project.

Security, in particular, is the bigger concern with the rapid adoption of DaaS and NC/LC software, where depending on a single platform, accessing sensitive data can be a trivial task. “One problem with some low-code and no-code platforms is that end-users are sometimes in a position to make decisions about configurations, permissions, and access controls. […] There are inherent risks in how customer data is siloed and partitioned in these platforms”. 

This has given rise to the (very cool sounding, if we are honest) concept of “shadow IT”, or “the use of IT-related hardware or software by a department or individual without the knowledge of the IT or security group within the organization. It can encompass cloud services, software, and hardware”, as defined by Cisco. Because with the increased offer of platforms, services, and apps that could help to simplify a project, comes an increasing comfort in using such tools without proper vetting or research. The result is an IT or security department left in the shadows when trouble comes.

“With the consumerization of IT, hundreds of these applications are in use at the typical enterprise. The lack of visibility into them represents a security gap. Although some applications are harmless, others include functionality such as file sharing and storage, or collaboration, which can present big risks to an organization and its sensitive data. IT and security departments need to see what applications are being used and what risks they pose”, continues the same organization.

No-code: An imperfect solution?

Despite its challenges, the rise of no-code is inevitable, but that doesn’t mean that “traditional” programming is going away. Although no-code platforms give people a starting point to build and digitalize their own ideas, it has its limits. As we mentioned, innovation and scalability are difficult to achieve with these tools, and every organization, sooner or later, faces unique challenges that sometimes cannot be solved with “one size fits all” software solutions.

“Since low-code/no-code platforms are optimized for simple use cases, employees or practitioners must work within tight, platform-specific constraints when problems arise. Tools with limitations will produce limited results”, indicates the IT journalism site Ciodive (no relation).

Custom-made, proprietary software built to the specific needs of an organization or market will always be the better option in the long run, especially as organizations mature and specific expectations have to be met, so what “no-code” solutions offer is a way to bridge the gap between programmers and non-programmers to build better products as a whole. 

And even then, today the options to build or expand existing products are more vast and convenient than before. Nearshore development, for example, offers a way to bring expertise to an existing project within the same language and time zones, making the prospect of developing software and testing ideas easier than ever. Although the solutions offered by no-code platforms are a great way to bridge the need between technology and practicality, there’s still some UX, UI, and expert development insight needed to create flexible, scalable, and cost-effective solutions that meet their specific business needs. So if you’re looking to get ahead of the curve, contact us today, and let’s talk about how we can help you embrace the future of software development.

The Key Takeaways:

  • Software development is going through a democratization process that allows non-programming people to digitize and use technology to their advantage.
  • The biggest expression of this is “no-code”: the ability to create software products without the need of coding.
  • Although this is a solution that works for many, it’s not the end all of software development, as there are many areas (like security, scalability, compliance and so on) that are limited with a no-code solution.
  • Today, however, options like Nearshore software development offer a way to bring the expertise necessary to create and develop software when an organization is mature enough to do so.

Scio is an established Nearshore software development company based in Mexico that specializes in providing high-quality, cost-effective technologies to help you reach new heights. We have been developing since 2003 and our experience gives us access not only to the knowledge but also the expertise needed when tackling any project. Get started today by contacting us about your project needs – we’ll be happy to help you achieve your business goals.

Does one size fit all? The hyperpersonalization of work

Does one size fit all? The hyperpersonalization of work

Remote Work, Scio

By Scio Team

“Are you an office person, or a home person?” might have been a weird question to ask in a job interview a couple of years ago, but as our relationship with jobs evolves, we begin to understand the different ways people see work, which have an immense weight in the ways we relate and engage with a particular organization.

Let’s think back for a second and ask ourselves: since the pandemic began, what was the biggest difference we felt working from home? It’s not difficult to imagine that everyone had a different reaction to this change: some found themselves missing the interactions of the office, while others found that working from home was an ideal arrangement, and a third group looked for a middle ground working at the office some days, and from home the others. So the question is: do you have a preference? Does that impact your work?

“The equilibrium between productivity and presence is one of the hardest to master in business”, mentions this Forbes article analyzing this situation. “We often think of ourselves separate from the environment, the system, the culture, the work. In reality, there is very deep interconnectedness to our being.” 

In other words, the environment in which we collaborate affects the results we have and is clear that people, as individuals, have personal preferences in the ways they work. And if that conclusion might seem obvious, it seemed to need the upheaval of a pandemic for many companies to start harnessing this newfound approach.

“It’s a shift away from the one-size-fits-all approach of the past, where the work is designed (complete with open-plan offices, fluoro-lighting, 9:00 am starts and a five-day workweek) and then people are squeezed into it”, says an article published by the news network ABC. “But one size never really fits all.” 

This gives us an idea: is it possible to ensure that a collaborator can have more control over the conditions of their work? Yes, and it’s becoming a topic of discussion everywhere, especially in Tech, where disruption of the status quo is the name of the game: Hyperpersonalization.

The rise of Hyperpersonalization

Does one size fit all?: The hyperpersonalization of work

How do you prefer to work? Where? When? Why? Everyone has a different answer to these questions, so collaborating in an environment that takes them into account makes all the difference in our productivity. In software development, for example, this was already a trend before the pandemic, with things like having the option to work from home one day a week or offering different hours depending on personal preference becoming normal.

However, the pandemic came to be one of the final blows at our traditional “office hours”, with a big percentage of people discovering ways to work that they really couldn’t consider before, changing the way many organizations collaborate with employees.

“In the past, workplace strategists were able to assign flexible working ratios based on a team and its primary functions. With the mass-scale adoption of hybrid working, the preferences of employees coming into the office have become hyper-personalized. We can no longer assume an employee or team will be in on specific days due to their job function or demographic”, indicates the blog The Pulse about this trend.

And it’s easy to see how these circumstances might define the outcome of any given project. After all, are your most productive times the same as everybody else’s? Is your home the best place to get things done? Or do you like to be at home, but also have the option of an office for important meetings or access to better infrastructure if you need it?

“Hyper personalization is usually associated with marketing products and services to individual consumers — think about how Netflix builds up a profile of what you like to watch and uses that to suggest content to you or the way Spotify serves up new songs based on what you’ve listened to before — but it can also be applied to the workplace”, continues the ABC article about the topic. “The pandemic gave many workers a chance to dip a toe into the hyper-personalization waters.”

However, what does hyper-personalization actually look like in action? Because we must keep in mind that this concept encompasses lots of different elements, ones that go from the business you are working from, to the individual interests and affinities of each developer and collaborator.

“I’ve been part of some very long projects”, says Carlos Estrada, one of the Lead Developers at Scio. “And one time, after six or seven years with the same client, I told Rodimiro [Scio’s Service Delivery Manager and Co-Founder] that I just felt in a rut, doing the same thing every day. He understood and said he had a couple of projects I could help with during my “dead” hours at Scio. I liked that openness, and it helped me explore other types of tasks that I was interested in.”

As this anecdote shows, “hyper-personalization” doesn’t have to be a complete upheaval in a company; just being listened to and working with an organization open to making changes by offering options for different types of people, can go a long way. To this end, that same ABC article we quoted earlier gives us some questions to consider and discuss hyper-personalization, and define where you want to direct your career:

  • When and how do you work your best, and in what environment
  • What you find engaging and meaningful
  • Where your strengths lie
  • The ideal place of work and your desired mix of responsibilities

What options exist today?

“To account for the hyper-personalized preferences of the workforce, many organizations are developing workforce personas to better understand employee preferences beyond just their job function or demographic”, and you might be seeing these efforts starting to take hold.

For example, while Scio is a Nearshore company with developers all over Latin America, which are permanent remote collaborators, for those locally in Morelia we plan to implement a “hybrid” model of work, where the week is divided between home and office days. Also, we offer different start and finishing times, in case you prefer something different than the traditional 9 to 6, and three days of PTO in case you need to take time off for any personal reason, among other options aimed at our collaborators as individuals who have different affinities and preferences.

“When it comes to creating the right culture of an organization and/or building an attractive brand, the question actually becomes how do we rethink our existence, policies, and structures so that it can reflect (as authentically as possible) some of our deepest values, ways of connecting and working?”, concludes Forbes.

And this last question is at the heart of it: the ways we connect as individuals with our jobs matter, so choosing an organization that understands, respects, and tries to implement measures to give collaborators some freedom to work as they see fit is invaluable to foster a healthy, engaged culture. 

Would you have it any other way?