The Ministry of Testing Bloggers Club suggested that I write a post based on “In testing, I have changed my mind about ________”. As this blog dates back to 2012 with consistent (220) articles about testing, and my career in the field dates back to 2002 – it seems a 20-year experience should give me a few things. Testing is still not dead – and it’s still about the context (lower-case context, not CDT).
It’s not about: Testers being the only ones doing Testing
yeah, not so much these days. Testing is an act that any role can do in context. It’s about the testing – not so much the testers. And I have realized that even classic test management tasks can be done by someone else. Testing is not owned by the testers – it might be stewarded/facilitated by us, but it’s performed by a team member (who could be a tester).
It’s not about: Perfect Requirements
After decades in IT, it’s clear that even requirements are never perfect. When we look closer we see the business requirements can vary from a profound idea to a rudimentary feature of the system under test. Even in regulated industries requirements can be both about a specific configuration in a SaaS system or a loose idea of a relevant dashboard. Sometimes a requirement can be by design of an underlying commodity product – there doesn’t need to be a test case for everything.
The more rigor you add to the requirements management – the more fragile it becomes. It’s key to understand the risks and bets of the person paying for your solution. – in that lies the true borders of the delivery. Much can go informally along if it aligns with stakeholder values.
It’s not about: Defects
Back in the day defects needed to be accounted for, tracked, and distributed. Besides testing documents – defects were the only tangible delivery of the testers. The defects needed to be raised and closed. I recently wrote a guideline that stated that only observations that couldn’t be fixed within a day should be raised to the project manager for shared handling. In that context fixing things is within the same team. If it’s for another team to fix, defects are simply something communicated between the teams (check team topologies for team interactions). Sure you can still find a blocker or a P1 – what matters is how fast you can fix things.
It’s not about: Month-Long Testing Phases
The more time there is from idea to implementation – the more the requirement risks not addressing an up-to-date business objective. Timing is key. Some tools provide epics and user stories – but the structure is often misused to be a simple work aggregation – and not goal aligned.
The counter-intuitive trick is not to add formality, and more time between releases – but less. Less time between feedback between idea and implementation, and less time between implementation and test. Less time between the various forms of feedback adds to better results faster.
It still happens, I’m sure, that a business needs a month-long testing phase before a release; having a range of business staff to participate in testing the latest release of the enterprise ERP or CRM. More often the testing phase is one sprint behind the development activity. I have pondered this a lot.
At best testing is an integrated activity in the team and in the sprint. But if testing is a more separate activity – it can be both agile and context-relevant. So I have changed my mind about this anti-pattern.