Better Software - May 2008 - (Page 46)

Being a Successful Test Manager by Rick Craig Motivate youR staff. Testers who are excited and committed to the testing effort will be far more productive and effective than those who are not. New test managers should motivate their employees by showing them respect, asking their advice, giving them challenging assignments, providing meaningful training, rewarding their efforts, and banishing “zero defect” mentality. find a senioR ManageMent MentoR. A senior manager acting as a testing advocate for both you and your testing group can help obtain buy-in from other senior managers on the value of testing and its role in the entire organization. Additionally, a senior management mentor can help grease the skids when test managers need assistance in budgeting, training, conflict resolution, etc. tReat the deveLopeRs Like youR CustoMeRs. Test managers need to forge relationships with the developers, requirements specifiers, etc. Since we are measuring the quality of the product created by the developers, they, too, are interested in our results and should be treated as customers. Remember, when all is said and done, the developers and testers usually have the same goal: shipping a useful, high-quality product in a timely fashion. deveLop a stRategy. Most people immediately think of a formal document when the word strategy is mentioned, and indeed that may be required. In other cases, however, the strategy might be notes on a whiteboard or simply a conversation. In strategy decisions, test managers should include all stakeholders—developers, users, testers, etc. Examples of strategy topics to discuss include: how to choose tests, how to determine relative risk, contingencies, scheduling, staffing, CM, metrics used to measure testing status, effectiveness, etc. Choose the MetRiCs you need to Manage testing, But don’t go oveRBoaRd. Test managers need basic metrics to measure test effectiveness, status, resources, and the quality of the product being tested. Managers may very well determine that they need more metrics than these, but it is usually better to start simple and add metrics when their need is actually identified. Discontinue metrics that are currently being collected but are unused. autoMate when possiBLe, But don’t faLL in Love with youR tooLs. Tools have the ability to make testing groups more effective and efficient and should be used when the need for these tools has been justified. The test manager should ensure that the tool helps him implement his strategy. The tendency to use a tool just because you bought it is not normally fruitful. MeasuRe the effeCtiveness of youR testing. If a test manager complains of lack of time and/or resources for the testing effort, my first question is always “How effective is your testing?” New test managers should choose at least two different metrics—e.g., functional coverage, code coverage, DDP, and defect age—that help measure the effectiveness of the testing effort. invest in youR test enviRonMents. Many new test managers will learn quickly that they spend an inordinate amount of time lobbying for resources for test environments and determining how to create and populate them, refresh them, etc. At the very least, this is inefficient. Some managers may even discover that the inaccuracies in their environment invalidate some of their testing or at least make the results suspect. get a “seat” on the Change ContRoL BoaRd (CCB). All too often, testers are omitted from the process of determining the relative effort to implement fixes. While testing, testers learn a great deal about the systems, and this insight is useful in determining the priority of fixes and enhancements. If your company has a formal CCB, the test manager should be a participant on the board. If there is no formal CCB, then the test manager should take part in the informal decision-making process of which bugs and enhancements should be given the highest priority. ContinuousLy iMpRove the way you test. Organizations are rarely static, so test managers should be committed to a continuous process improvement initiative. Any improvement initiatives should include participation by as many team members as possible. Needed improvements can be identified during post-project reviews or by using formal techniques like test point insertion. 46 BETTER SOFTWARE MAY 2008 www.StickyMinds.com http://www.StickyMinds.com

Table of Contents Feed for the Digital Edition of Better Software - May 2008

Better Software - May 2008 Contents Mark Your Calendar Contributors eLightenment Technically Speaking Code Craft Test Connection Management Chronicles Cover Story: It's A Bug! The Chivalrous Team Member Let's Talk Agile Product Announcements 10 Things You Might Not Know About... The Last Word Ad Index

Better Software - May 2008

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