Test Improvement Programs are great! Testers want to do better testing. Of that there is no argument. We all want to do a better job. If not for personal pride and satisfaction then because we want to improve, in order to get a better job and ultimately even earn more money.
And Test Improvement Programs will help us do that. But only up to a point. Eventually, and sometimes sooner rather than later, you reach the point where to continue to improve the testing process you are going to have to change some practices, process and behaviours outside the testing team.
You need the business to set realistic timeframes. Project managers to create realistic plans. The development process to provide adequate and timely; requirements, design and build information. Least of all you need better quality code, and when it isn’t you need it fixed in the order that your testing demands. And so on.
You find yourself in the situation where you need to improve the other aspects of the development lifecycle to gain further benefits from your Test Improvement Program.
And to be successful, this level of organisational change can’t be imposed or mandated. You are going to have to work with the other members of the development team to successfully bring about this change.
As the old joke goes, “How many Change Managers does it take to change a light bulb?” Answer, “None, the light bulb has got to want to change!”
This presentation uses two case studies, one from a medium sized multi-location software house and the other a large development organisation.
The presentation will contrast and compare the experience of defining and implementing an Organisation Wide Testing Approach, looking at; the key components of the Test Approach, the preparation and planning for implementation, and finally the relative successes of each.
1. SSQC, London – Oct 2007
2. JTS 2008, Valencia – Apr 2008
3. BCS SGST, London – Jun 2008
4. TestNet, Utrecht – Sep 2008 (Keynote)