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All entries will be judged against a specific set of criteria designed to reward creativity, skill, and adherence to the theme. To help you prepare and ensure your submission stands out from the crowd, we have compiled a detailed guide outlining exactly what the judges will be looking for in each category.
Emphasised the business importance and criticality of the project, and identified what was innovative about the approach adopted.
Showed the greatest number of expected people management traits: Mentorship (extending beyond their company), Coaching, being a role model, approachable, supportive, valued, respected, and listened to—dedicated to team well-being and skilling others up.
Evidence of overcoming challenges was clear; entries described commitment to best practices and methodology selection to support automation objectives, with evidence that made the application stand out.
Clearly researched and implemented the best tech to test the ENTIRE system, not just the software-based backend systems.
Very clear evidence of project methodology and tech choice justification. Detailed description of understanding Stakeholder needs, project importance, and overall Goals.
Context provided for metrics to fully justify their inclusion.
Weak entries were not able to describe challenges very well, talking about business, project, or architectural challenges – rather than challenges in their automation journey.
Did not cover all the criteria defined, which made it a slightly weaker application.
Lacked details around the approach to testing. The diagram summarised tools used but limited detail on what challenges were encountered and how those were overcome through the use of automation.
Not demonstrating evidence of delivering on time, within budget or engagement with stakeholders, nor reflecting on goals to establish ultimate project success.
Concentrating on the merits of the tool or method rather than the actual project deliverable is less likely to be scored highly.
Did not justify the reasoning behind including metrics.
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