SofTec 2012- Evangelizing Express functional testing approach

On 14th-July-2012, i was invited to speak in the SofTec 2012 conference in Bangalore. I was happy to be participating in this conference as this was my third straight year presenting here and each time a different topic. Previous presentation details are here- 2010 and 2011 .

Like with most of the testing conferences i have been to and presented, this conference too had 2 parallel tracks happening. One was "Test Technologies/Methodologies" and other one is "People/Process/Business" track or Management track in simpler terms. Over last many years my experience is more tilted towards the Management side of things but i do make it is a point to speak on the Technical track because of many reasons. The prime reason being this is one way it helps to keep me rooted to the foundation work (I call this foundation work because that's where core engineering value gets added) and also it helps me keep my professional thinking balanced.
So whatever the reasons, this time too i did do a presentation on the Technical Track and topic that i chose was- "Express functional Testing approach- doing more with less".

Overall, the presentation was well received. I must say in conferences usually when many speakers boast about the supposedly high-end topics like Security, Performance testing- a topic on Functional testing may sound a bit off-beat. But the fact i have experienced is that its usually the things which one takes for granted as easy is where the mistakes happen. Functional testing is one such area.

Many say it is easy, many say they wont be using their Engineering capabilities and brainpower if they did "just" functional testing, many say functional testing is "only" a manual testing and many such things but the fact-of-the matter remains it is very hard to master functional testing even after spending years on it. More often it is conducted in a closed box i.e. create test plan, create test cases, execute tests, report bugs, regress bugs and many such steps. I call this closed box because people tend to do all these activities without even questioning the need of these and they eventually see them fall in a rut. I always believe there are always 2 broad ways of doing things at work-
1. Do them as they have been done in the past.
2. Learn how things were done in the past and question if there is a better way.

What i have found is that the very act of questioning the way things are done is easier said than done. It requires much broader knowledge to suggest alternative ways and to attain that knowledge requires constant reading and practice. The approach that i presented in this session was more of a result of questioning the obvious and challenging the status quo.

More about this approach could be found at the presentation
here .

Would be keen to discuss this more if you are interested. Do let me know.

Here's the press release to this conference.

An overused but empty phrase- “I told you so…”

There is an ample literature available on importance of failures and how they teach us to be better human beings provided we are willing to learn from them. The current corporate world that value perfectionism more greatly often makes learning from failures somewhat challenging. But i do believe that failing is an important part of growing. I wrote about failing faster as one of the good ways of failing a while back. Since then of course, i did experience failures and have tried to learn quite a bit from what i wrote and learned earlier.

While it is important as to how you deal with you failures, at the same time it is important to deal with the surrounding vibes that get generated when something doesn’t go as per the script. One of the oft-heard phrases i have experienced in such circumstances is a deferred piece of reinforcement called as "I told you so..." (only if you heard me on time).

Before i delve further into this topic, i wanted to share interesting story in the book-  The case of Bonsai Manager .  Here it goes-

Dave Kote used to work in GE during 1980s, when Jack Welch was "Neutron bombarding" the company. Dennis Dammerman had been appointed as a CFO in 1984 in succession to the very successful Tom Thorsen. Dammerman's mandate was to renew the finance function, which was rather set in its ways. Jack Welch balked at the wasteful bureaucratic procedures and the bloated number of data obsessed staff at the headquarters.

35 years old Dave Cote was at a relatively junior position, three levels below Dammerman. One of his tasks was to compile a detailed report of sales in every country in which GE operated- not for the current period- but the project sales for next 5 years. Dave enquired from his peers and immediate bosses on why this report was being prepared and to what use was it being put. The response he got did not provide him the clarity, but was accompanied by the request to carry on doing it. "While we have not used it in the past, we may in future", was the message. Dave was puzzled and did as was required.

One day in 1986, Dave received a phone call to meet Jack Welch. He became quite anxious and nervous on the prospect of meeting Jack. He entered Chairman's room, armed with every possible question that could be posed to a young financial analyst by an aggressive and colorful chairman.

"So, Dave, you look like a smart guy, why the hell do you ask our operating managers to forecast sales for next 5 years, and anyway what do you do with this data ?" thundered Welch.

"Well, that's a fair question", replied Dave tentatively, "I circulate it to the departments that plan for future strategies of the divisions and perhaps it facilitates the planning and allocation of resources."

The conversation continued in the predictable manner for a while longer and concluded with the Chairman saying, "I am going to get Dennis Dammerman here, and ask him why this kind of stuff is being done. How bloody wasteful!". Dave Cote was convinced that he was going to be fired.

Upon exit from the room, Dave Cote immediately contacted Dammermann to tip him off.Dammermann was quite calm about the whole thing, and seemed self-assured about how he would handle the matter. Dave kept repeating to Dennis that "Jack was really upset".

Soon thereafter, the practice of asking for and compiling such data was discontinued. The episode still bothered Dave because this outcome could have been achieved had the initial issue raised by him been squarely addressed. However, not being the "I told you so" type of manager, he set about his other tasks, a bit puzzled and perhaps a bit wiser. He had still not been fired, so he kept a low profile.

2 months later, there was a company party. From a distance, the chairman noticed Dave and beckoned him. "So have you stopped producing that stuff ?" asked Jack Welch.Dave Cote worried that a further inquisition might follow. A colleague, who was standing in the group, interjected, "Jack, you should know that Dave was the guy who kept questioning the need for this report and had recommended stopping it".

"Is that right ?" asked an aghast Jack Welch. "I did not know that. Nobody said that to me."

That evening, in an appreciative and mentoring tone, Dave's boss, Dennis Dammermann said, "Dave, you don’t know how well you have emerged from this episode. That fact is that you wanted to stop it. Yet, not once did you defend yourself by saying, "I told them so." Both these insights have gone down very well with Jack. Good things will happen to you."

Some months later, Dave Cote was selected for a much Senior position, 3 levels higher- a rare honor and privilege at GE.

After i read this, there were a lot of things that sounded relevant in this story. Of course, there is a bit of destiny at play here especially looking at the end result but one thing that is reflective here is an attitude had gotten eventually rewarded here. An attitude that shuns "I told you so..." thought line on seeing something not work.

In our work lives, we are faced with many situations where we could have predicted an outcome of an event, change or a process to be negative and eventually when that negative outcome happens, the first thing our minds wants to do is to sing the tune of "See, i told you so...".

Personally, i see the phrase "I told you so..." quite critically because-

- It is actually a dead statement, of no value. Who does it benefit afterall ? To the recipient, who is anyway down facing negative consequences of the event. Certainly not.

- This statement may give some righteous feeling to the person who says this but may possibly hit recipient’s self-esteem (especially when all he may be anticipating is some empathy).

- This statement promotes a bit of negativity at the work place where the person who uses this seem to be saying- See, i was better than you at foreseeing consequences.

- This statement may eventually be a backward step in a situation which would already be so grim. Imagine, a team facing crisis and someone comes and says that "I told you this will happen". Suddenly, instead of thinking about the way out of the situation, everyone goes back in the past thinking how we could have made better decisions.

- This seems more like one of the parental phrases who might use it to discipline kids. Work place,for sure does not contain any kids, so why use this.

- This may not even be useful completely in postmortem of the situations or projects where the focus is usually the problem and not necessarily the person.

- Uses a statement of this kind affects the risk taking abilities of an individual/team in question. It is as if saying- "I warned you and you still took this step." This may refrain people from trying anything new.

- If such a statement is overused in a team, this probably is a sign of weak team work where passing the blame is the key.

- This statement can only be helpful if you have to hopelessly prove a point against all odds, that too only to some extent.

I am not sure if not using this phrase will get one the rise like the case of Dave Cote but i am sure that over-use of this term will not take one forward for sure. While i will write about why people tend to overuse this phrase sometime later, but it for sure does not add any value to relationships- personal or professional.

When was the last time you heard- “I told you so…” ?

Images Source:

http://www.zdnet.com

http://www.myfacewhen.net/view/166-i-told-you-so

Presented a case study on "Rapid Globalization Testing approach" and an impromptu Panel talk

I got to speak at ISQT's "STEP-AUTO 2012 South" Software Testing Conclave conference on 9th-May-2012. The topic of the talk was- "Rapid Globalization Testing Approach". Of the talks that i have been involved in delivering in the recent past, this talk was a welcome change primarily for the reason that it was after a while that i was involved in presenting a case-study. Most of my other talks had majorly been new concepts or some technical areas related to testing but this talk was primarily involved around an approach that we came up to deal with some tough challenging project related situations that we were faced with. I will be talking about this approach a bit more in the upcoming blog posts.

I along with my colleague- Shivaraj Shet delivered this talk. We did experiment a bit on the narration of the whole topic with each of us asking each other questions and extracting information from each other.

Overall a good experience. The presentation can be found at- here . And watch this space for more details around this approach.

Towards the end of the presentation, i got an opportunity to  be a part of the Panel talk on the topic- "Nurturing the Software Testing talent". Since i was not aware of this session, it was a kind of extempore session which i got to prepare only 30 minutes prior to the session along with other panel members. Was a good experience overall and some of the key points that i could recollect was-
- Look for a ways to tap the Software testing talent in the colleges.
- Advising Software testers to look for more avenues of Horizontal growth and enhance learnability.
- Need of the hour for our profession is the Research. Need to find more avenues to research on Software testing related areas, Innovate more and build strong credentials.
- Software Test Architect is a role that people could pursue more with their interests and drive and willingness to do something differently with their careers.

Do share your thoughts and discussion items.

Rahul Dravid and the art of playing second fiddle

Rahul Dravid has retired. An era has ended. There have been glowing tributes flowing around the cricketing and the non-cricketing world to praise this truly great man. And he deserves each and every ounce of praise being showered on him. He has been the man i idolized not only for what he brings to the team on the cricket field but much for what he has conducted himself off the field. So i am sad for sure that he has gone off the field but what gives me a bit of assurance is that he still be around as a human being to look upon. I will still miss his sweaty face, with intense eyes with all seriousness immersed in any situation on the field but would still be following his each and every move (post retirement) by the same level of interest and awe that i did while watching him bat.

One of the interesting remarks that i heard in twitter was Rahul Dravid is not just a person but he is a philosophy in itself. So, it would be a gross error on my part of talk about his entire personality in one post. It might actually require a complete book,so the focus of this post is just one area which i have learnt from him idolizing him.

Lets get back into history a bit-
Lords 1996: Rahul Dravid-95 gets over-shadowed by another debutant Sourav Ganguly- 148
Kolkota 2001: India beats Australia breaking their streak of 15 matches. Rahul Dravid- 180 gets over-shadowed by VVS Laxman's score of 281
Hyderabad 1999: Rahul Dravid- 153 gets over-shadowed by Sachin Tendlukar- 186. Both share World record partnership of 331.
Taunton 1999: Rahul Dravid-153 gets over-shadowed by Sourav Ganguly- 183. Both share second highest World record partnership of 318.


This list would go on a lot longer if i flex my memory muscles a bit more. This list clearly tells one more thing that Dravid despite coming up with a brilliant performance himself was left on the sidelines as his more flamboyant partners did better on the field on that particular day. This is something that happened with Dravid for most part of his career.

I have heard that Sportsmen have great egos and it is something that helps boost their performance on-field. It just amazes me to consume this fact that how Dravid maintained his calm and dignity and let others take the honours when he too slogged and slogged hard to achieve what he has in the above listed (and many other such) instances. The lesser mortals would have criticized their luck, made their angst on not getting the much acclaimed credit, expressed displeasure, would be burdened with jealousy, would have had the mind filled-up with negative emotions- but not Dravid. He just managed to remain on his own and found some sort of contentment within his zone as if he didn’t care of what’s happening outside the realms and boundaries of his mind as long as his performance has satisfied his own standards. If this behaviour is not iconic, nothing else is. I remember he once said that as long as he can face himself in the mirror with the feeling that he gave his best at work, he has done his job. How people perceive it is beyond his control. That’s pretty much the way he has managed to deal not only with the failures and successes but also the situations where he did well but didn’t get the limelight he ought to deserve. Though there were many such situations throughout his 15-16 year career where his good efforts were dwarfed but the way he reacted to those situations certainly earned him legendary respect.

Again, as i move forward my thinking to our work lives, there can be some situations in which you would be required to play a second-fiddle like- You get to share the credit of the work with someone else which (you believe) was mostly done by you, or you get to split and share your work responsibilities with someone especially when you think you are doing well in your role, When you despite being more experienced have to learn a new skill from a new-comer and so on. Most of the times such situations are usually enforced upon you by circumstances at work and are not by choice. These situations could happen to you because either you deserve it or it could be simply because simply life is not always fair or it could as well be beyond your control. While it is important to understand the reason why these situations are happening to us but at the same time it is not quite possible to eliminate these situations altogether from our work lives. So, our reactions to such events are actually important and often set the course for future (including influencing the career specific decisions like leaving the organization etc.). I have been in such situations at work myself much like almost pretty much like everyone.
It is in these situations one can take heart from how Dravid conducted himself on and off the field. Some of my thoughts below on how we can apply "Dravid-like" philosophy in such situations-

- He handled such situations keeping the overall big picture in mind. Rather than getting influenced by how others are judging him he tended to rely more on his self-assessment of the situation, having his own high standards and judging by his own yardsticks. Most of the organizations do have the performance evaluation process and the philosophies. While it provides the framework for judging employees, it often more useful and practical for employees themselves to have their own sense of “where there are vs where they want to be” to put things in right perspective. Become your own benchmark.

- Another thing that Dravid did extremely well in such situations was to give team more importance than self. This helped him put things in right perspective when credit moved away from him. Rahul Dravid said in Harsha Bhogle's book- "The Winning way" I have noticed that good team players view success very differently from the rest. They are motivated without really worrying about the credit..
One can always argue that Dravid was playing for the country and which is obviously not same as the situation when one works for the organizations. That’s a fair enough point but what is common in this situation is the commitment an employee exhibits to the overall cause. If one takes longer view of time, the same employee may get credit for something he has not really contributed much towards, at some point in his career. So things generally tends to even out (as they did in Dravid's case eventually) in most of the cases. Dravid had this rare ability to turn the spotlight on to others which is an essential quality while playing second fiddle.

- One more thing i think Dravid did extremely well is living this philosophy- Focus on what’s on your control (performance), not on what’s not (who gets the credit) . If we inculcate the habit of seeing every situation though the right lens, focusing on what we can control is often more practical. If an employee chooses to focuses on the things that he/she cannot influence, that’s something that often causes significant dissatisfaction and stress.

Prakash Iyer makes a mention of Randy Pausch’s story in his book "The Habit of Winning". The story revolves around Pausch during one of his first Football sessions- when his coach arrived at the session but without the ball. The kids were puzzled and one of them gathered the courage to ask him about the missing Football. To which the coach responded- "How many players are there on Football field?" Twenty-two was the response. "And how many footballs on the field ?" One- Responded all the kids in unison. "Right"- said the coach. "At any point in time, only one man has the ball. Today, we are going to learn what the other twenty-one people do on the football field."
That’s exactly what happens in the life too. While all the eyes are on the man with the ball, it’s the other twenty-one who makes the difference.

If Rahul Dravid would have ever played football, he would have probably been the guy not in possession of the ball all the time but probably someone who would have helped create chances for the goals. For sure, he would have been best at that too. That’s the character of a man. He just knows how to be in a hopeless situation and turnaround that by his sheer will and determination.

He is an hope to not-so-gifted people around the world that great heights can be achieved in any of the chosen endeavours by just the sheer power of human qualities.

Rahul Dravid is indeed an philosophy in itself. There's a Dravid inside all of us, its more a matter of searching him and bring to the fore.

While i sign-off this article, Dravid has peacefully retired and another great man has scored his 100th 100. This might hog the limelight again from Dravid since the appreciations are still pouring in after he retired. But like the man has always been, he would love to play a second fiddle now as well.

Thank you Rahul for the way you are!

Images Source:
http://www.mid-day.com
http://www.crickethowzat.com

Some recent public talks and learnings

In the month of February, i was involved in delivering a couple of public talks. Through this blog, I just wanted to share something about those as i have been doing in the past.

Topic name: Demystifying Globalization Testing:
This was a public workshop that i delivered on 9th-Feb in Chennai. This talk was organized by STeP-in forum as a part of their Pre-conference tutorial for STeP-in Summit 2012. I had delivered this talk on this subject last year in Hyderabad and had a reasonable feedback, which probably prompted the repeat show.
Overall, this was a 4 hour talk and the audience included people from diverse testing backgrounds. There was quite a bit of interactions around know-hows around various aspects of Globalization testing.
I was lucky that the Conference organizers shared some written feedback of audience, which i am sharing here as i received it-

what aspect of the tutorial did you like the most?
Communication Skill, unicode testing, clear and clarity, taken extreme care for creating presentation content with maximum information, illustration, detailed explanation ,practice test cases, language specific testing data, demos shown using tools, things to be considered during globalization testing, examples, real time and experienced examples, examples, approaches, introduced many terms of globalization.

what aspects needed to be improved?
Its too technical to start-up with, the presentation seems to be more comprehensive and it looks like a one which we can use for fresher’s, tools information are missing

The improvement feedback is quite valuable to me and i am glad to have received the same. I have already worked to enhance the workshop along these lines further.
The presentation that i delivered in the conference could be found here

Topic name: The emergence of Cloud Computing and Software Testing
This was the talk that i delivered as a part of Plenary session of STep-in Summit 2012 on 16th-Feb. This topic has always been close to my heart as not only that this topic is an emerging one in the current times but also that i could experiment a lot on my delivery/presentation style. Some of the things that i tried included-
- Prepared the presentation with Associative learning principles.
- I was always fascinated by the movie- Rang de Basanti . One of the things that i liked about this movie was that it had 2 parallel stories running (one current and one about an event in History). I could apply this concept in this talk.
- Since the presentation was about the Cloud, i actually ran the presentation over from the cloud connected through Internet (and didn’t use Microsoft PPT for a change). This eventually proved to be a good justification for what i was preaching here. Cloud really works! (and i didn’t had any hiccup in the talk).

Overall it was a great learning experience.
The presentation that i delivered can be found here

I would honestly welcome any feedback on the content of these presentations.

What do you do when you "Hit a wall" as a tester ?

Further to the thoughts i shared in the post Great bugs exist "Beyond the Obvious" , i wanted to share a slightly different perspective.
The earlier post talked about how to challenge the notion of Stable components and working to redefine your Testing challenge around these components. It brought into focus the point that in Testing important things aren't always in front of us but often they are hidden. Below is one more perspective that i have found in my experience around challenging the things that visible and obvious and go some levels down to hunt the invisible and unobvious (read Bugs!)


In my experience, when a tester focuses on testing a Software application as a Black box, often the focus stays on two things- one is the User interface being shown in front and second is the Test case document being followed. Even if a tester does not follow a formal Test case document, it sometimes invariably occurs that focus remains on the how the application's UI is behaving under different functional conditions. There is nothing wrong with having such a focus as it helps to find the relevant bugs and simulate the user behaviour. On the contrary, in my experience, i have seen that limited focus on Software only as a Black box sometimes tend to limit the perspective and cause the shortage of ideas to test.

In running parlance , such a behaviour is sometimes called as "Hitting the Wall" i.e. when a runner has spent all his energies (happens because of depletion of glycogen stores in the liver and muscles) but still has a long distance to cover. When such a thing happens, a runner seeks inspiration from other sources to reach the finish-line. Similarly, a tester "Hits the wall" when he feels consumed, when he feels that all the ideas that were left to be tried have been tried and tested. I call this as a sort of trap because Software usually offers invariable no. of ways in which it could be tested all of which resides in tester's mind.


In such a situation of despair when the bugs seem to have dried up, the idea is to find the key that unlocks the mind of tester. Its actually the time to look "Beyond the obvious". One of the things that i have found useful in such situations is to gather the information around how the source code logic is developed. Always looking at a product from the Black box perspective, it usually becomes hard to know how the source code works. But one of approaches that i have found helpful is creating a flowchart (or mindmap) detailing how the internal logic works with the start-point being how user talks to the application and the probing what checks or logic would be built in the source code. As a tester, ask probing questions about how the internal logic works and dont be satisfied till you get an answer that makes sense. (That’s where the good relationship with Developers help!) In doing so, a lot of uncomfortable questions about the logic and thus unobvious bugs gets revealed.Having such conversations with developers help in more ways that one. It helps you enhance your credibility but also many times I have seen it gives ideas to developers on how to improve the code.

One more approach or heuristic (widely used term these days) is analyzing the source-code check-ins to derive more meaningful tests. Will talk about it in the coming posts.

At this stage, I remember one more story from Sherlock Holmes-

This point is also made in the oft-quoted Sherlock Holmes short story, "Silver Blaze", about the disappearance of a championship race horse. During the investigation, a detective asked Holmes: "Is there any point to which you would wish to draw my attention?" Holmes replied, "To the curious incident of the dog in the night-time." "The dog did nothing in the night-time." "That was a curious incident," remarked Sherlock Holmes.
For our fictional sleuth, at least, sometimes the most important things are those that don't happen. In this case a non-barking dog provided clue that the thief was probably someone the dog knew, and that narrowed the list of possible culprits.

If we're going to be resourceful as a tester, we should also take note of what's obviously not present (or not happening) as well.

I know this blog represents just one modest idea, Do you have more ideas on how to come out successfully when a tester "hits the wall" ?

Images Source:
http://www.softechniques.co.cc
http://smiceproductions.blogspot.com
http://www.rostudel.com

Key professional lessons from a Long distance run- Part-3

I recently participated and completed the Contours Women's Day 2012 10K Run . While the run was as much a tribute to the women as much it was to my passion for running, i could gather some useful lessons from this run as well.

This post is in the continuation of the previous post#1, and post#2 on the same topic.

My key learning from this run was-
Starting all over again is a often underrated but an effective skill that could be learned:

To explain the context here a bit. The route of Contours Women's Day 2012 10K Run was a tad different that the ones i have ran in the past. Though i have run on the park (in Bangalore) in which this run happened but not the same route. The official definition of route said-
The 10K starts from Kanteerva stadium, goes into Cubbon park and does 2 loops inside the park and ends with one loop inside the stadium.

So basically it involved 2 loops inside the park. Having multiple loops during the course of a run is quite a normal thing to do given the fact that any city hosting the run would have only limited space and then there are external factors like traffic etc. that proves to be a deterrent in having one long stretch as a usual route. Running on a route with multiple loops have got its own share of benefits like you get to experience the track and beauty of the park more than once, you get familiar with the track and there are less chances of you facing unknown situations as the run progresses.


These benefits are surely valuable but one thing that i realized while on the course of run this time was a unique challenge the run with multiple loop poses to the runner. With all the hard work and enthusiasm, i managed to complete the first loop only to find out that i was at the beginning of where it all started (first point of the race). The very fact that instead of seeing a finish line, you get to a sort of start point in the mid of the run can really pull you down almost as if giving a feeling that nothing much has been achieved despite all the running and slogging done under the scorching heat. Though this is really a false notion, which our mind knows while running but this is something that our body doesn’t comply with at actually not seeing the landmark at completing half the race (unlike other runs, this run didnt have markings at every Kms indicating how many Kms done). This is a sort of funny situation to be in but it has happened with me even in the practice runs. The key in such situations is to make sure to pull yourself up and get on with the run as if you have just started. Every step taken hence after gives you confidence that you are moving in the right direction.

Fast forward to our work lives, there are many situations in which we feel down and out like the following-
- When our good efforts in the projects fall short of expectation and the commitment is not delivered.
- When a superior comes and reprimands you for a lapse. You tend to feel that your reputation gets at stake and doesn’t really like the idea of rebuilding the same.
- Some mistake done while trying out a new idea makes you start off from the beginning.
- You are working to setup a complex Test environment and only at a very late stage you find out that a misstep in the early stage has caused you to restart the efforts again.
There could be many such examples.

The above situations have two things in common-
1. All these situations are not the ideal of the situations a professional can face. In some cases, it can even be termed as a crisis.
2. All these situations are temporary and not permanent.

The faster we get our minds to accept of the temporary nature of these activities and move on to the forward step, the quicker will be come out of the seemingly messy situations. While it is necessary to introspect about the mistakes but overly dwelling upon them take us a step backwards without us even realizing. Its something akin to the feeling that I shared of starting the second loop in a long run.


In his autobiography, "A Champion's mind" Pete Sampras shares his evaluation on how he was able to win so many matches over so many years. One of the relevant things he shares is-
Throughout my career, whenever i made a critical mistake, i just wiped it off the hard drive. I don't really know how i developed that ability to move on instead of dwell upon, but i had it. My guess is that it was some mental function, rather than an emotional one- a kind of extra-high focus on success. And a lot of it was sheer will.
If you train yourself not to let things get to you, they don't."

This assertion by Pete Sampras makes it clear that whether in work or in our personal lives-Starting all over again is a skill that could be learned.

Just do it!

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http://www.sayingimages.com
http://www.keepingupwiththewalkers.com
http://ebookstore.sony.com