contains testing management regarding testing management

1. ASSALAMUALAIKUM WR WB
TESTING MANAGEMENT
R E F E R E N S I : G R A H A M E T . A L ( 2 0 0 6 )
OLEH:
ARDIANSYAH
PROGRAM STUDI S1 SISTEM INFORMASI
FAKULTAS SAINS dan TEKNOLOGI
UNIVERSITAS ISLAM NEGERI SULTAN SYARIF KASIM RIAU

2. TESTING MANAGEMENT?
In this chapter, we cover essential topics for test management in six
sections. The first relates to how to organize the testers and the testing. The
second concerns the estimation, planning and strategizing of the test effort.
The third addresses test progress monitoring, test reporting and test control.
The fourth explains configuration management and its relationship to testing.
The fifth covers the central topic of risk and how testing affects and is affected
by product and project risks. The sixth and final section discusses the
management of incidents, both product defects and other events that require
further investigation.

3. TEST ORGANIZATION?
1. Recognize the importance of independent testing. (Kl)
2. List the benefits and drawbacks of independent testing within an organ
ization.(K2)
3. Recognize the different team members to be considered for the creation
of a test team. (Kl)
4. Recall the tasks of typical test leaders and testers.(Kl)
In this section, let's talk about organizing a test effort within a project.
We'll look at the value of independent testing, and discuss the potential
benefits and risks associated with independent testing. We will examine the
various types of different test team members we might want on a test team.
And we'll familiarize ourselves with the typical tasks performed by test
leaders and testers. As we go through this section, keep your eyes open for
the glossary terms tester, test leader and test manager.

4. INDEPENDENT AND INTEGRATED
TESTING
 In Chapter 1 we talked about independent testing from the
perspective of indi-vidual tester psychology. In this chapter, we'll look at
the organizational and managerial implications of independence.
 The approaches to organizing a test team vary, as do the places in
the organ-ization structure where the test team fits. Since testing is an
assessment of quality, and since that assessment is not always positive,
many organizations strive to create an organizational climate where
testers can deliver an inde-pendent, objective assessment ofquality.
 When thinking about how independent the test team is, recognize
that inde-pendence is not an either/or condition, but a continuum. At
one end of the continuum lies the absence of independence, where the
programmer performs testing within the programming team.

5. WORKING AS A TEST LEADER
They recognize when test automation is appropriate and, if it is,
they plan the effort, select the tools, and ensure training of the team.
They may consult with other groups - e.g., programmers - to help them
with their testing. They lead, guide and monitor the analysis, design,
implementation and execution of the test cases, test procedures and
test suites. They ensure proper configuration management of the
testware produced and traceability of the tests to the test basis.

6. WORKING AS A TESTER
 As with test leaders, projects should include testers at the outset, though it is
often the case that project doesn't need a full complement of testers until the
test execution period. In the planning and preparation phases of the testing,
testers should review and contribute to test plans, as well as analyzing, review-
ing and assessing requirements and design specifications. They may be
involved in or even be the primary people identifying test conditions and cre-
ating test designs, test cases, test procedure specifications and test data, and
may automate or help to automate the tests. They often set up the test envi-
ronments or assist system administration and network management staff in
doing so.

7. WORKING AS A TESTER
 Doing testing properly requires more than defining the right positions and
number of people for those positions. Good test teams have the right mix of
skills based on the tasks and activities they need to carry out, and people
outside the test team who are in charge of test tasks need the right skills, too.
People involved in testing need basic professional and social qualifications
such as literacy, the ability to prepare and deliver written and verbal reports,
the ability to communicate effectively, and so on. Going beyond that, when
we think of the skills that testers need, three main areas come to mind:

8. DEFINING THE SKILLS TEST STAFF
NEED
 Application or business domain: A tester must understand the
intended behavior, the problem the system will solve, the process it
will automate and so forth, in order to spot improper behavior while
testing and recognize the 'must work' functions and features.
 Technology: A tester must be aware of issues, limitations and
capabilities of the chosen implementation technology, in order to
effectively and effi ciently locate problems and recognize the 'likely
to fail' functions andfeatures.
 Testing: A tester must know the testing topics discussed in this book
- and often more advanced testing topics - in order to effectively
and efficiently carry out the test tasks assigned.

9. THE DEFECT CLUSTERS CHANGE OVER
TIME
Over time, as we improve our whole software
development life cycle and the defects. A typical test
improvement initiative will initially find more defects as the
testing improves and then, as the defect prevention kicks in, we
see the defect numbers dropping. The first part of the
improvement enables us to reduce failures in operation; later the
improve-ments are making us more efficient and effective in
producing the software with fewer defects in it.

10. THE DEFECT CLUSTERS CHANGE OVER
TIME
As the 'hot spots' for bugs get cleaned up we need to move
our focus else- where, to the next set of risks. Over time, our focus
may change from finding coding bugs, to looking at the requirements
and design documents for defects, and to looking for process
improvements so that we prevent defects in the product.

11. THANKYOU 
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