The Application of
Business Management Techniques
to Software Testing

Part 1 - Planning

Managing a large test team in an integrated corporate environment is a demanding and challenging undertaking. Test managers are increasingly required to use business management techniques customised to deliver results in today's complex test environment.

As the size and complexity of test teams increase, test managers will increasingly be required to be familiar with contemporary approaches to business management, not only to enable them to deliver a successful project, but also to interface with the rest of the organisation along acceptable management lines.

This series of articles illustrates how current approaches to business management - specifically how to structure and organise a team - are applicable to the software testing environment.

Testing in an integrated corporate environment

This discussion refers primarily to the testing of software in an integrated corporate environment. In such an environment, the application of sound and proven business management techniques and processes to issues such as the size of test teams, the complexity of the software applications being tested, and the interactions with other business areas is critical for any team to succeed.

The contemporary approach to management defines the basic tasks of management as planning, organising, leading, and controlling, of which the first two are particularly relevant to the software testing function. This article will focus on the importance of planning.

The importance of planning

Planning is described as determining goals and the ways in which such goals can be achieved. In the context of this discussion, planning refers to the act of defining goals for the test organisation on a strategic level, rather than to planning that is specific to the testing a software application. The high-level planning referred to here is vital, for the following reasons:

• Planning forces test managers to look to the future. The very nature of planning forces them to formulate a future vision of the testing team, and of testing in general. For example, indications may point to the fact that the future of testing lies in test automation, in which case a goal might be to plan and create an automation capability.


 


• Planning requires all test team members to be consulted. By involving the team, co-operation and teamwork are improved and a sense of belonging is created. This ultimately promotes job satisfaction, motivation, and team spirit.


 


• Planning compels the test manager to consider the latest available technology. Planning based on outdated procedures and technology will soon be inadequate in the rapidly changing IT environment. Once again, automation is a good example.


 


• Planning creates a sense of stability within the team. Knowing what people are working for gives them a sense of direction, and enables the team to cope with the ever changing technology environment to which they are exposed on a daily basis.

Setting objectives

Before planning can commence, objectives must be set. Objectives can be viewed as goals, or a state of being that a test team would like to achieve in the future. For instance, we may decide that all future testing will be done with the help of a test automation tool, or that a recognised testing institute will certify all resources. Or we might have an ultimate goal that is supported by the previously mentioned goals, for instance reducing production incidents in our corporate environment.

Objectives can be categorised as:

1. those that affect the mission and purpose of the business;
   
2. functional and departmental objectives; and
   
3. operational objectives.

Objectives that affect the mission and purpose of the business

Objectives that affect the mission and purpose of a department or organisation would relate to issues such as who our clients will be; what our core service offering will be; and a possible name for our team or organisation. While defining objectives at this level is usually the responsibility of top management, it is important that all members of staff be consulted. These objectives are normally long-term in nature.

Functional and departmental objectives

Functional and departmental objectives are the domain of middle management. For example, a testing organisation could possibly be divided into three functional areas, namely testing operations, testing support, and human resources. In this case, the line manager for each of these areas would be responsible for the functional and departmental objectives, which are usually medium to short-term in nature. For example, in the case of the human resources department it might be to train all staff on a new testing process before year-end.

Operational objectives

Operational objectives are the responsibility of team leaders within functional areas. These are normally short-term objective that affect the day-to-day operations of the test team. For instance, in our previous example, a team leader in the testing operations area would have an objective of executing a test pack within a required time frame.

In setting our objectives for the test team it is important to remember that these objectives must be measurable in some way. For instance, if our objective was to reduce production incidents by 20%, we would at least need to know how many incidents occurred. If there is no way of measuring objectives, there is no way of knowing if goals are being achieved. Our objectives should be set in a consistent manner. If objectives contradict or conflict, the potential value is neutralised.

It is important that the objectives that are to be met have the acceptance of the accountable party. A tester that is told that his/her objective is no production issue for the next year, could be aware that the objective is impossible to achieve. This could result in him/her not committing to the objective.

Summary

Planning as the first step creates a foundation and a roadmap to what we as a testing organisation hope to achieve in the future. The way we view planning in the testing context has matured along with the art of testing software. No longer are we only concerned with operational issues, but strategic planning is becoming increasingly important for survival. These strategic goals like profitability and productivity are as important to a testing organisation as they are for any other business. Testing has become a business and should be managed in the same way.

Mike Snyman

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