This document summarizes a webinar about real-life test management challenges and solutions. It discusses team-based challenges such as staff not getting along or working to their potential. It provides examples of how coaching staff and building relationships helped address these issues. It also discusses project-based challenges like unrealistic timelines and priorities. The document emphasizes communicating with stakeholders, using servant leadership, and gaining early involvement in projects. It provides recommendations for managing challenges related to people, projects, and stakeholders.
Test Management Challenges + Solutions - Selena Delesie
1. Real-Life
Test Management
Challenges & Solutions
STP September 2010 Webinar
Selena Delesie
Consulting Software Tester, Agile Coach
Delesie Solutions
www.delesiesolutions.com
selena@delesiesolutions.com
Last updated September 20, 2010
Copyright (c) 2010, Delesie Solutions
This work is licensed under the Creative Commons Attribution 3.0 Canada License.
View a copy of this license.
2. About Me...
People
Manager:
Test Program / 8 years Wireless,
Project Lead: Client, Server,
8 years Web,
Embedded
Family & Health
Friends Nut
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3. Some Types of
Test Management Challenges
Team-Based
Project-Based
Stakeholder-Based
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4. Team-Based Challenges
Staff not Getting Along
Training Staff
Rapid Growth
Staff not Working to Potential
Project, Staff, Budget, & Test
Environment Co-ordination
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5. A Story about a Team
I'm the new Test Manager
Starting team size: 3
Ad-hoc process, lacking critical thinking
I did all project planning
Team size in 1 year: 10
Team members rely on me to make decisions
Some team members under-performing
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6. Team Takeaways
Delegate project planning & leadership to
senior team members
Stop providing all the answers
Coach team members on new skill areas &
techniques so they can succeed
Provide regular training workshops
Regular 1:1's with all team members
Learn about motivators for each person
Build relationships & a fun environment
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7. Team Results
Team members grow & develop
More work accomplished
Team members took ownership
People spoke up, shared idea's, and
made decisions
Team members held each other
accountable
Everyone worked hard, and had fun
Department highly regarded in the
company
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8. Management vs. Leadership
Management
is about doing things right.
Leadership
is about doing the right thing.
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9. “The best executive is the one who
has sense enough to pick good men
to do what he wants done,
and self-restraint enough to
keep from meddling with them
while they do it.”
~ Theodore Roosevelt
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10. Servant Leadership
Objective: Enhance growth of individuals, and
increase teamwork & personal involvement.
Conscious decision to lead in order to better
serve others, not to increase own power.
Emphasizes collaboration, trust, empathy, &
ethical use of power.
Servant Leader Qualities: listening, empathy,
healing, awareness, persuasion, foresight,
conceptualization, stewardship, growth &
building community.
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11. Managers – Change Your Perspective
To be a great manager, stop control
tactics, and be a servant-leader to:
Gain respect
Improve morale and motivation
Increase productivity
Build a strong successful team
Improve value of testing in your
organization
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12. Coaching, Not Telling
“You get the best effort from others not by lighting a fire
beneath them, but by building a fire within.”
~ Bob Nelson
Goal: Help coachee recognize ways they can
improve their effectiveness.
Provide positive support & feedback.
Offer occasional advice.
Ask questions & rely on staff, who become the
experts, to provide information.
One-on-one, or in a group.
Improves leadership, employee accountability,
teamwork, communication, goal setting, specific
skills.
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13. Create a Healthy Environment
Build Relationships
Open Communication
Collaboration
Work Hard, Play Hard
Responsibility & Accountability
Team Commitment & Team Results
Reflect & Adapt
Be a Learning Organization
Lead by Example
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14. Project-Based
Non-Functional Requirements
Not Enough Time
Not Enough People
Test Environment Lacking
Quality is not a Priority
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15. A Story about Projects
30 testers across 10 projects
Minimum recommended testing
outpaced capacity by 400%
Testers expected to work weekends
and evenings for months
Not enough people or time
Quality was said to be important,
but not invested in or understood
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16. Takeaways from Projects
Deciding what testing to do is like grocery
shopping: Choose what to buy without going
over budget, and buy what's needed most.
Put 'test buying process' into hands of project
managers
They decided what projects & what testing
would be completed within available budget,
with our guidance.
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17. Results from Projects
Stakeholders gained immense respect for
testing process, and trusted our decisions.
Test group brought into new projects at same
time as development.
Existing projects re-prioritized & schedules
revised.
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18. Learn to Say 'No'
Don't be a victim of circumstance
It's okay for people to want something
Don't commit the impossible
Educate on what testing can do
Provide value every step of the way
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19. Tie Testing to Money
How much do they want to spend to
get the information they need?
Put decision in their hands – they set
the priorities
Eliminate mandatory overtime – if
needed, get it paid for over & above
salaries
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20. Early Project Involvement
Get testing involved at start of projects
Educate & show how you add value
Don't become a roadblock
Be a top-tier service provider
Focus on 'we', not 'you' and 'me'
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21. Agreed Upon Target Quality Levels
Decision makers determine priorities
Provide guidance & information to help
them make best decisions possible
Find out what risks are acceptable &
which are not; publish & sign-off
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22. Stakeholder-Based
Developers & Testers Blaming
Test not Included in Meetings
Code Changes Result in many
New/Reopened Bugs
Unrealistic Expectations of Test Team
Reporting the Right Information
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23. A Story about Stakeholders
I was the new Test Manager
He was the new Development Manager
Told me he didn't want testers to interact
with developers
Reason: We would intentionally use
information we learn to make them look bad.
What?!
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24. Stakeholder Takeaways
Used active listening to learn more
It wasn't about us
Built relationships
Spoke openly, honestly, & respectfully
“We”, not “you” and “me”
Built trust
Result: Became a big supporter of my
department, sought our advice, and
advocated for changes to help us be a
better service.
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25. Communication Techniques
Be Personable
Listen, and Understand
Foster Open Communication
The Whole Team Approach
Build Trust
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29. Information is Meaningful & Useful
They understand the
information and find
value in it.
If they don't...
Was it the wrong
information?
Was it the right
information presented in
the wrong way?
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30. Information is Accurate & Complete
Don't Risk:
Wrong Decisions Being Made
Losing Credibility
Causing More Work
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32. Information is Actionable
That was
interesting,
what's next?
Clear on Next Steps
Decision to be made?
Need support?
What do they need to do?
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33. What About Your
Test Management Challenges?
Things to Consider...
People Involved
Leadership vs. Management
Communication Techniques
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35. Related & Recommended
Agile Testing: A Practical Guide for Agile Testers and Teams
– Lisa Crispin and Janet Gregory
Behind Closed Doors: Secrets of Great Management
– Esther Derby and Johanna Rothman
Difficult Conversations – Anne Dickson
The 5 Essential People Skills – Dale Carnegie Training
Lessons Learned in Software Testing – Kaner, Bach & Pettichord
The Five Dysfunctions of a Team – Patrick Lencioni
Surviving the Top Ten Challenges of Software Testing
– Wiliam E. Perry and Randall W. Rice
Listen For Success: A Guide to Effective Listening – Arthur K. Robertson
Anything by Virgina Satir
The Social Styles Handbook – Wilson Learning
http://www.geraldmweinberg.com – Gerald M. Weinberg
http://www.nkarten.com/ – Naomi Karten
http://www.ayeconference.com/ – AYE Conference
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