We’ve established that managing a test team is a different ball game. It may not fit in within the boundaries of traditional management techniques, because of the mindset, environment and challenges faced by test teams.
Who is this article for?
This tutorial picks up from where the first tutorial left off. Out here we will discuss on how to have a happier test team. Whether you’ve been in this role or have been promoted recently, the few pointers below will definitely help in gaining some perspective.
Read part 1 here => Test Leadership part 1
What You Will Learn:
For example: if the scope of testing gets altered while the test team has begun testing, and it is deemed that the test content increases. At such times, when test leads are asked to provide their inputs on the sizing and the time needed to complete, a tendency is to overcommit that they can spend longer hours/weekends and “squeeze” the testing in the same duration without compromising on the quality. This not only sets a permanent expectation that the test team will always extend themselves but also forces them to make a lot of personal sacrifices.
Communication whether is it’s on email, phone call or on an interpersonal level should have been the first item on the list, but like it’s said – save the best for the last. Let’s take a look how this impacts almost every technical and non-technical aspect.
Learn how to disagree:
As a test lead, you’re an interface between the management and the test team. There is really no “format” to disagree with either party, but it’s essential to do it when the situation calls for it. Of course, there are ways to do it. When it comes to the testers, you need to take a more sensitive or softer approach. When it comes to the management, you probably have to make them see value in your idea than theirs with factual information.
A test project always has its set of challenges like environmental issues, management concerns with the test progress, understanding of goals between management and individual teams differs, interpersonal issues/conflicts within team members and between team members and the management. At such times it falls upon the test leader heavily to see light through these challenges.
Sometimes the top levels are not very easy to deal with and hence it’s important to negotiate in a way such that the other party feels that their input has been considered. Likewise, a lead must be able to drive conflict resolution where both the involved parties feel that the mid-ground is something that they can agree with.
Encourage collaboration with development:
Often, a tester is seen to be frustrated when the development team rejects a defect which is a limitation. Although each of them is right from where they come from, this often leads to the “us versus them” attitude between test and development. The test lead should drive the test team to have a healthy and collaborative relationship with the development.
Two benefits that you will see:
(i) Testers understand the background of the feature much better with its limitations and
(ii) Developers understand how an end-user sees the code.
Reporting to upper management and email communication:
A big chunk of the test lead’s time is spent in preparing status reports and reporting the progress to the management. A leader is a window through which the management team sees the test team’s efforts, and hence he must have the ability to report information in a crisp and consumable manner.
The reporting must highlight the accomplishments of the testers very clearly, to enable management to appreciate that immediately. It should also depict the issues faced by the test teams, the series of things the team has tried or will try in order to resolve that and in cases where it’s beyond their control, state that clearly – requesting the management’s guidance in resolution.
Even when the test team’s progress is not up to the mark, the lead must be able to instil confidence in the management that the test team is performing at its optimal quality to meet the deadline.
Needless to say, the test lead must drive internal meetings. These meetings would enable him to understand each tester’s tasks, his current progress and issues hindering his progress. The lead should discuss the issues close to the root cause it and provide suggestions/approach on how to overcome these issues.
This forum can also be used to pass on appreciation or kudos to team members who would encourage them to perform better and motivate others. An occasional email in appreciation of their contributions is a very good idea to keep testers motivated to perform great!
Recommended reading => How to motivate Software Testers?
Team meetings can also make the test lead ensure testers have what they need in terms of the test infrastructure, clarity on a project, support from development for good defect turnaround time, etc.
Team meetings form a great platform to hold brainstorming sessions, the output of which can lead to innovations, process improvements in performing the daily job.
Apart from technical aspects, team meetings also enable the test lead to form a healthy relationship with his reporters. This can also prove to be a learning for him in turn, by regularly asking for feedback on how to manage better. The mantra is simple: You grow and I grow!
A test team in particular mostly comprises of diverse resources each with their own working style. Most test leads often make the mistake of trying to enforce a different culture in the team which might have worked well for him in the past. The fundamental rule is to let people do their thing unless it grossly hampers the project schedules.
During critical milestones dates- if it’s required that the test team has to work late hours, weekends to meet schedules, giving them space and the freedom to work the way they wish to, is of prime importance. Have backups for everyone so that it’s okay to let people take a break when they want. Also assure them that once the deadline is met, they could take some time off to recharge.
Especially in a mature test team where almost all resources have a considerable amount of experience and credibility, forcing certain management cultures would lead to open disagreements and arguments. Understand what the team does technically, make valuable suggestions and leave it up to them to take what they need to achieve the milestone.
Don’t show up at their desk every now and then asking for a status update. That builds a lot of pressure on the person and a feeling of failure/resentment in case he’s not able to overcome a particular issue on that day.
Make a second in command:
A primary goal of any leader must be to create torch bearers; i.e. create other leaders. That, in fact, is one of the most distinctive qualities of a good leader. With a junior member, while it is important to review what they are doing keenly, it would prove to be invaluable learning for them if they’re allowed to own up to their role. For example, if they are stuck with an issue while testing, enable them to do their research, follow up with the development and drive it to completion independently, unless it’s necessary to intervene. This would help them grow.
With senior members – involve them in key decision-making activities. Their experience can prove to be an asset, so exploit it well. Make sure they are projected as leaders in their own right, by delegating a part of your own responsibilities to them. Empower them to mentor the junior members by making a buddy system which will help both the members equally.
This probably should have been a bullet in almost every item here and a must have quality for any individual in the corporate space, let alone leaders. Whether it’s preparing a report, giving a presentation, a review process, passing on appreciation, etc. having good communication skills is essential to express oneself effectively.
Recommended reading => How to write effective emails in QA team?
At the end of the day, testers are human beings with feelings. If your team wants to bring out their best and extend themselves further because of your influence – consider it your biggest victory. See also => 16 characteristics of a great software tester.
Here’s hoping the pointers above covered most of everything that leading a test team entails. Please do actively participate by sharing some of your experience and inputs by leaving a comment. Thanks for reading!