The Importance Of Being Visible
Written by David Kapfhammer
Software Test and Performance Magazine
Volume 5, Issue 6, June 2008
One of the worst things a testing organization can do is to operate in general obscurity from the rest of IT. If a testing organization doesn't treat the development organization, business analysts and users like "customers," it will lose credibility as the "team that operates behind the curtain," and ultimately become ineffective. Testing should be conducted visibly.
The importance of testing visibly can't be understated. Providing line of sight into the operations of a testing organization is crucial for the effective management of not only the testing team, but the entire IT project.
Quite often, testing teams do just the opposite, intentionally conducting their test management and execution in obscurity. The project team doesn't know, nor do they understand what's going on in the testing phases of the SDLC. Testing teams feel compelled, for some reason, to keep their activities secret, only to surface when there are bugs to be reported.
Why is this? Perhaps they feel that to provide and unbiased perspective, they must be completely disconnected from the rest of the project team. This condition is an unfortunate reality that often ends in frustration.
Creating visibility into the testing team and all of its operations can provide comfort to the project team, develop expectations and cultivate predictability. Allowing the project team insight into test operations doesn't discount the credibility of the tests, nor does it disintegrate the importance of being unbiased.
How to Add Visibility
The testing team should create a series of "defining documents" that outline specific ways to create visibility for the team. Guides for defect management, test project management and user engagement (user guide) are the primary mechanisms for communication.
The user guide outlines for all consumers of testing services exactly how to engage the testing team, defines expectations and gives an understanding of the type of testing services available to the project team.
The user guide should outline a set of procedures for the project team to employ in its interaction with the testing team, and provide detail on several categories of activity, which include:
- The systems that testing will support
- The organization of the testing team
- How users of testing activities request and receive services
- Principles that drive governance, decision making and validation
- An orchestration document that connects all of the testing team's defining documents for the user
- Service-level agreements (SLA)
Project teams often don't know what's happening during the testing phases of a project. As a result, when budgets need to be trimmed, the testing program is often on the chopping block. However, clearly codified procedures and deliverables help a testing organization illustrate their worth to the overall effort and provide a set of expectations for the project team.
The testing organization can establish the user guide as the vehicle for assigning expectations to the rest of the project team. For example, turnaround time for bug fixes can be defined there, and subsequent impact to the project can be conveyed if those expectations aren't met. These are often referred to as service-level agreements (SLA). Furthermore, the user guide can make a reference to the defect management guide at this stage, inviting all readers to familiarize themselves with the test team's processes.
Business demands for shorter project schedules, combined with a greater degree of impact to an organization when faulty code is deployed, have generated more demand for repeatable, predictable testing.
This surge in the marketplace has manifested itself in a variety of ways. One of the more visible means has been a push by organizations to have a clearly defined blueprint for their testing and quality assurance needs. Testing and QA are starting to make an appearance at the executive levels via enterprise-wide testing strategies, enabled through a clearly defined future-state road map. Road map and strategy creation requires foundational principles; testing visibility is one of them.
In addition to the positioning of testing and QA at the executive levels of organizations, the testing and QA industry has also been responding with its own mechanisms for the future. The Quality Assurance Institute (QAI), the world's leading institute for providing effective solutions for testing in the information services profession, is finalizing its development of a quantitative rating system. These ratings will allow organizations to quantify their ability to perform testing and quality assurance. This type of measurement of organizational capability is an indicator of the future expectations for testing and quality assurance.
At the onset of a project, the testing team should issue a user manual that details how to engage testing services, including a specific operational workflow breakdown, to maintain the testing organization's open-door policy. All members of an IT project team should know exactly what the test team is doing and where they stand with respect to schedule, cost and scope. By testing visibly and providing clear insight into testing operations, project teams can more effectively communicate. More often than not, this results in more efficient operations.