1. Mastering Test Design V 3.2 © SQE 2001-
2006 1
Speak Like a Test Manager
Software Quality Engineering
340 Corporate Way, Suite 300
Orange Park, Florida 32073
904.278.0707
SQE ©2015
Michael D. Sowers
msowers@sqe.com
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Confront the challenging questions about
the value of QA/Test
Provide approaches for more effectively
communicating the value of testing
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2. Mastering Test Design V 3.2 © SQE 2001-
2006 2
The Challenging Questions
Our Accountabilities
Our Job Description (the spoken/unspoken)
Common Mistakes
Effective Communications (the obvious and
not so obvious)
Examples
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Who
◦ is accountable for the post release defects?
◦ is preventing us from shipping?
What
◦ does the testing group do?
◦ value does the QA/Test group add?
Where
◦ does testing fit within our lifecycle?
◦ is the testing team when I need them?
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3. Mastering Test Design V 3.2 © SQE 2001-
2006 3
When
◦ will testing be done?
◦ will we be able to reduce our testing investment?
Why
◦ do we need testing anyway?
◦ why does testing take so long?
◦ can’t everything just be automated?
◦ why does the testing team need more (time,
resources, tools, money….)
How
◦ did that defect escape into the field?
◦ is the testing group contributing to our business?
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Speak Like a Test Manager V 1.3 © SQE 2015
Champion our Team’s value to the
project/business
Have succinct answers to the hard questions
Educate, mentor, coach
Engage key stakeholders
Remove Roadblocks
Reward & Recognize
All of the above require the ability to
communicate effectivelycommunicate effectivelycommunicate effectivelycommunicate effectively
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4. Mastering Test Design V 3.2 © SQE 2001-
2006 4
Undervalued
Misunderstood
Disrespected
Isolated
Reactive
Frustrated
Labeled
Dismissed
QA/Test is irrelevantQA/Test is irrelevantQA/Test is irrelevantQA/Test is irrelevant
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The SpokenThe SpokenThe SpokenThe Spoken The UnThe UnThe UnThe Un----SpokenSpokenSpokenSpoken
Leadership Skills Be an Agent of Change
Management Skills Improve Processes
Commit schedule/resources Build Relationships
Competence in Software
Engineering
Stand in front of the train
(when needed)
Competence in Testing Advocate for Quality & Team
Project Management Skills Teach, Mentor, Coach
Deliver on-time, within budget Answer to multiple bosses
Assess Risks and Mitigate Manage Expectations
Review/Report Learn, Learn, Learn
..…And so forth …… And others
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5. Mastering Test Design V 3.2 © SQE 2001-
2006 5
In our perceptions:In our perceptions:In our perceptions:In our perceptions:
Assuming everyone understands QA/Test
Accepting the sole responsibility for release approval
Believing that it’s someone else’s fault
Using process as an excuse
Having unrealistic quality expectations
Working in isolation
Believing we must be “knighted” with authority
Not viewing ourselves as a leader
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Contribute to the way that we communicate:Contribute to the way that we communicate:Contribute to the way that we communicate:Contribute to the way that we communicate:
Using “Test” speak & talking about the “need” for
testing
Failing to engage others in the critical conversations
Not framing your message from the receivers point
of view
Believing we can just "wing our communications"
Whining/Bashing
Speaking with emotion rather than facts
Not speaking with confidence and a commanding
presence
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6. Mastering Test Design V 3.2 © SQE 2001-
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To inform
To present a big idea
To drive action (i.e. decisions and results)
To shape expectations, change opinion or
perspective
To motivate & inspire
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A (quality) Measurement Activity that:
◦ Identifies important defects
◦ Demonstrates that the (functional and non-
functional) requirements are met
◦ Provides objective data on release readiness
Resulting in:
◦ Decreased Risk(s)
◦ Failure cost avoidance (rework)
◦ Increased customer confidence
Insurance against business loss
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7. Mastering Test Design V 3.2 © SQE 2001-
2006 7
Two parts to effective communication:
◦ Content
◦ Style
Know your audience
Plan and practice your communication
Be Objective, Open, Flexible, Sensitive, Self
Aware, Knowledgeable, Patient
Practice Good Listening Skills/Seek First to
Understand
Remember that only 1/3rd of our communication
is verbal
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Speak Like a Test Manager V 1.3 © SQE 2015
Learn what’s important to each of your key
stakeholders
Link your QA/Test Results to business goals
Speak in terms of contributions to the business
◦ Costs, Cycle Time, Customer Satisfaction
◦ Increased Revenue, Brand Reputation
◦ Efficiency, Effectiveness
When stating problems, offer solution alternatives
Practice the 3-R's: Relationship, Responsiveness,
Results
Be alert to verbal/non-verbal responses
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8. Mastering Test Design V 3.2 © SQE 2001-
2006 8
Answer the WIIFM question
Support your communication with facts/not emotion
◦ Both internal information
◦ And external benchmarks, whitepapers, testimonials
Answer the “why” (impact) question when presenting
facts
Avoid techno talk (“high priority bugs,” “GUI issues,
“authentication problems”, “sloppy code”, “number of
test pass/fail, designed, run, automated”)
Dress for success IS important
Understand and adapt to stakeholders
communication and decision making styles
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Honesty and Integrity
Vision
Listening
Giving Feedback
Emotional Intelligence
Clarity
Knowledge of your field - technical credibility
Follow Through
Humility
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9. Mastering Test Design V 3.2 © SQE 2001-
2006 9
Communication To:
Desired Outcome(s):
Audience Perspective(s):
Opening:
Key Points to Communicate:
Likely Objections & Response:
Supporting Facts:
Close (confirmation, action/next step):
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Communication To:Communication To:Communication To:Communication To: Neal (Peer Dev Mgr)
Desired Outcome(s):Desired Outcome(s):Desired Outcome(s):Desired Outcome(s): Agreement on Unit Test Project
Audience Perspective(s):Audience Perspective(s):Audience Perspective(s):Audience Perspective(s): No time for dev test
Opening:Opening:Opening:Opening: Neal, I was talking with members of my team and they are
concerned about the stress that your developers are under.
Key Points to Communicate:Key Points to Communicate:Key Points to Communicate:Key Points to Communicate: I looked at my teams forecasted project hours
over the next few weeks and see that I have two resources that are only
planning 30 project hours per week for the next three weeks. I also noticed
that you have one, non-critical path developer, that is also forecasting 30
project hours per week. Would it be helpful if we allocated my two team
members and your one developer to get a unit test framework in place for us
on the FinZar Project in the next 15 days?
Likely Objections & Response:Likely Objections & Response:Likely Objections & Response:Likely Objections & Response: Unit Testing won’t help. Review defect data
and root cause analysis of a couple of recent defects, state a few key points
from the “Benefits of Unit Testing” white paper.
Supporting Facts:Supporting Facts:Supporting Facts:Supporting Facts: Time Sheet Graph/Benefits of Unit Testing White Paper
Close:Close:Close:Close: (confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step): If Neal agrees, set up a date for me,
Neal to meet with our team members. If he wants time to think about it, set
time to have lunch within the next week.
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10. Mastering Test Design V 3.2 © SQE 2001-
2006 10
Communication To:Communication To:Communication To:Communication To: Ellen (Business President)
Desired Outcome(s):Desired Outcome(s):Desired Outcome(s):Desired Outcome(s): Answer her question “Why so many production defects?”
Audience Perspective(s): “Audience Perspective(s): “Audience Perspective(s): “Audience Perspective(s): “Technology takes to long, cost too much, and seldom
works when deployed”
Opening:Opening:Opening:Opening: Ellen, I know product defects impact revenue. I did some home work
on your question, talked with a few of your business SVP’s and visited two
business centers to observe the challenges our business associates are
experiencing. Here are my findings.
Key Points to Communicate:Key Points to Communicate:Key Points to Communicate:Key Points to Communicate: In the last 6 months over 6 technology releases,
production defects have been on a downward trend. Production defects have
increased by 20% this month driven by a change in the SEC requirements that
was not clear. We have implemented corrective actions to mitigate this going
forward (be prepared to tell her more detail if ask).
Likely Objections & Response:Likely Objections & Response:Likely Objections & Response:Likely Objections & Response: What if the trend continues upward? Clearly set
expectations; it’s about balancing risks vs. time to market. Remind her that her
business team is part of the release decision and that her product owners
determine what goes into each release.
Supporting Facts:Supporting Facts:Supporting Facts:Supporting Facts: Product Defect Graph. One page picture on process mitigation
Close:Close:Close:Close: (confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step): Offer to come to speak to her entire
staff to answer any additional questions they may have.
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Speak Like a Test Manager V 1.3 © SQE 2015
Communication To:Communication To:Communication To:Communication To: Jeff (CIO and my Manager)
Desired Outcome(s):Desired Outcome(s):Desired Outcome(s):Desired Outcome(s): Agreement to reallocate 100K of technology budget to use for
the implementation of a requirements traceability methodology and tool.
Audience Perspective(s):Audience Perspective(s):Audience Perspective(s):Audience Perspective(s): Budget is tight, lots of projects competing for more $$’s
Opening:Opening:Opening:Opening: Jeff, I briefed Ellen on our plan to limit post production issues. She is
satisfied with our current direction but emphasized that the critical technology
disruptions must be eliminated so that her team can focus on client service.
Key Points to Communicate:Key Points to Communicate:Key Points to Communicate:Key Points to Communicate: I’ve been doing some root cause analysis on our post
release defects. The top three causes are translation errors from one development
document to another, changing external requirements, and insufficient testing in
areas where things have changed because key stakeholders were not aware of the
changes. I recommend we implement requirements traceability as a means of
addressing these causes.
Likely Objections & Response:Likely Objections & Response:Likely Objections & Response:Likely Objections & Response: Supportive but don’t know where the $$’s will come
from. Suggest we propose it to Jeff’s staff and see if each Technology SVP is willing
to give up a few dollars for the cause. Suggest that my team will own the project
implementation and work within our current budget allocation to get it done.
Remind Jeff of the cost savings (post release defect reduction) i.e. less rework by
dev and test and improved satisfaction of our business partners.
Supporting Facts:Supporting Facts:Supporting Facts:Supporting Facts: Root Cause results, budget for traceability project.
Close:Close:Close:Close: (confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step):(confirmation, action/next step): If agreed, set date to present at Jeff’s staff
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11. Mastering Test Design V 3.2 © SQE 2001-
2006 11
2008 2009 2010
ExpansionExpansionExpansionExpansion
Applications covered by QA&T Team 90 160 230
Number of Applications Automated 22 46 78
EffectivenessEffectivenessEffectivenessEffectiveness
Pre-Release defects 162 200 274
Post-Release defects 28 22 18
Requirements coverage (%) 53 71 87
EfficiencyEfficiencyEfficiencyEfficiency
QA & Test staff to developer ratio 1/5 1/5.5 1/6.5
Time for regression test runs (days) 8 5 4
Business ResultsBusiness ResultsBusiness ResultsBusiness Results
QA & Test Total Cycle Time (days) 40 36 31
Cost per Total Test Cycle (K dollars) 320 288 248
Post release defect containment (%) 85.3 90.1 94
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Speak Like a Test Manager V 1.3 © SQE 2015

12. Mastering Test Design V 3.2 © SQE 2001-
2006 12
The Challenging Questions
Our Accountabilities
Our Job Description (the spoken/unspoken)
Common Mistakes
Effective Communications (the obvious and
not so obvious)
Examples
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Speak Like a Test Manager V 1.3 © SQE 2015
Give the template a try or make your own.
Practice
Get some training
Identify a couple of people that are good
communicators and observe them
Recruit a coach/mentor
Solicit honest feedback
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13. Mastering Test Design V 3.2 © SQE 2001-
2006 13
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How did we do?
* Great * Wonderful
* Fantastic * Terrific
* Superior * Excellent
Session Evaluation
Speak Like a Test Manager V 1.3 © SQE 2015
On behalf of Software Quality Engineering,
thank you for attending this session.
If you have further needs for training or
consulting, please think first of SQE.
If I can be of further assistance, please let me
know. My email is msowers@sqe.com
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14. Mastering Test Design V 3.2 © SQE 2001-
2006 14
Bates, Suzzane (2005). Speak Like a CEO.
McGraw-Hill.
Software Quality Engineering. Stickyminds.com
Covey, Stephen R. (2004)The 7 Habits of Highly
Effective People. FranklinCovey.
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Speak Like a Test Manager V 1.3 © SQE 2015