Managing the Test People
Transcript of Managing the Test People
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Copyright Judy McKay; Contact [email protected]
Managing the Test
PeopleJudy Mc Kay
March 31 – April 2, 2009
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Six Steps
toCreating
the
Perfect
Beast
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Finding Perfec t Beast Parts
Your suc c ess or fa ilure is determinedby your ab ility to sta ff
A p rob lem employee takes 30% of yourtime
Only your peop le c an ma ke you
successfulYou a re no longer an ind ividua l c ontributor The ma jority of your job is now c oerc ing others
Your performanc e is determined by theireffectiveness
Remember what va lue you now b ring to theorganization.
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• Job Descriptions
• Resumes
• Interviews
Building Your Perfect Beast
Step 1:
Findingthe Parts
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Writing a Good Job Desc ription
Keep it b rief and high level
Don’ t want to exc lude goodc andida tes who might not exac tlyfit your desc rip tion
Be spec ific where your requirementsa re set
If you need someone with QTPexperienc e and Silk experienc e won’ tdo – spec ify it
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Writing a Good Job Desc ription
A good job desc rip tion shouldcontain
Industry ac c ep ted job title
Short job desc rip tion – one p aragraph
Tec hnic a l requirementsEduc a tion requirements
Tec hnic a l +sGenera l skill desc rip tion
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Reviewing the Resume
Love those c over letters
A c over letter c an tell you a lot
Did the app lic ant researc hthe job and the c ompany?
Ca n the app lic ant write
a c oherentsentence/paragraph/letter?
Does the app lic ant proofrea d?
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Reviewing the Resume
Read bac k to frontGives you a c hronolog ic a l ac c ount of
the app lic ant’ s business lifeGives you a framework for la ter job
experience
Gives you the educa tion informationLets you see how the app lic ant’ s c a reer
has evolved
Plan your interview questions now
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Effec tive Interviewing
What qua lities a re you seeking?
Attitude
ConfidenceOrganization
MaturityEmpathy
Sense of Humor
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Effec tive InterviewingAttitude
Will this person be effec tive in yourorganization?
Are they high energy, lowmaintenance?
Will they fit in?
Will they take the job seriously?
Sample interview questionWhat d id you like/ d islike about your
p revious job / manager?
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Effec tive InterviewingConfidence
Will this person c ome ac ross asc ompetent and knowledgeab le?
Will they know when to stand up fortheir work?
Will you be ab le to send them intomeetings to represent yourdepartment?
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Effec tive InterviewingConfidence
Sample interview questions
Exp la in your norma l interac tions withformer developers/ managers.
Give me a n examp le o f a p rob lem you
have p resented to your manager?How do you handle a develop er who
isn’ t listening to you?
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Effec tive InterviewingOrganization
Does this person ha ve theorganiza tiona l skills required by the
job?Does this person have a method
they use to keep trac k of multip letasks?
Can this person be interrup ted froma task and return to it la ter withminima l downtime?
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Effec tive InterviewingOrganization
Sample interview questions/ da ta
How do you remember the steps youtook to find a bug?
What methods do you use to keeptrac k ofmeetings/ appointments/ interrup tions?
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Effec tive InterviewingMaturity
Will you be c omfortab le with thisperson representing you and your
department?
Does this person ha ve the
leadership potentia l the positionrequires?
Will this person be ab le to dea l withinterpersona l issues in a p rofessiona lmanner?
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Effec tive InterviewingMaturity
Sample interview questions
What was the most d iffic ult worksitua tion you’ve encountered and howd id you hand le it?
Have you ever had someone sc ream a tyou in a business situa tion? How d id youhand le it?
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Effec tive InterviewingEmpathy
Will this person be ab le to p resent a
bug to a developer without causingoffense?
Will this person be ab le to see bothsides of an a rgument?
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Effec tive InterviewingEmpathy
Sample interview questions
How do you present a bug to adeveloper? Do you change yourmethods if there is a tight d ead line?
If you d isagree with your manager,what do you do?
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Effec tive InterviewingSense of Humor
Can this person use appropria tehumor to deflec t a hostile
developer?
Can this person see the humor in a
situation?
Can this person make it through the
tough dead lines while keep ing apositive a ttitude?
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Effec tive InterviewingSense of Humor
Sample interview questionWhat’ s the funniest thing tha t ever
happened to you a t work?
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• Constructing
Your Team
Building Your Perfect Beast
Step 2:
Assembling the
Parts
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Filling the Gaps
You may not have a ll the sta ff youneed to build your team
Fit the peop le you have into youridea l model, then figure out what’ smissing
Remember, a team is not a c ollec tionof c upc akes!
Skill isola tion is dangerous
Fill the gaps while merg ing the skill sets
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Filling the Gaps
Remember, you don’ t need 10peop le with perfec t skills – you need a
team of 10 peop le who, by workingtogether, c an deliver the perfec tskill mix
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No Cupcakes!
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Team Charac teristic sThe c omposition of a team is a lways
dynamic
Overlapp ing skills a re required but you mayhave to tradeoff the sec urity of overlap fora b roader skill range
Look a t how stab le your team will be
How long c an you expec t to keep them togetheron one p rojec t?
How quic kly can they c ross tra in eac h other?
What a re your leadership requirements?
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How Many People Do You Need?
Evaluate a number of fac torsHow effec tive is p rojec t ma nagement?
Will there be a long-term rela tionshipbetween the developers and your sta ff?
Is p roportion a lloc a tion the way to go?
Is outsourc e testing a c onsidera tion?Will there be signific ant QA involvement in
sa les/ support situa tions?
Is part of the team offshore? Is iteffec tively managed ?
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Organization SizeProportion Allocation
Why do p roportion a lloc a tion?
Usua lly the easiest to p resent a nd defend
to managementGenera lly industry ac c epted
But be c a reful!Be sure development managers agree
with your numbers (if they have c lout)
Find out if your boss a lready ha s apreferred p roportion (like 1:20…ahhh!)
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Organization SizeQA: Developers
Fac tors in determining the c orrec tproportion
Number of p la tformsMultip le p la tforms may c ause much more QA
effort than development effort
In some c ases, depending on how manyp la tforms a re being supported , may need moreQA than developers
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Organization SizeQA:Developers
Loc a liza tion is a b ig c onsidera tion
Consider externa l developmentgroups who may be c ontributing tothe p rojec t
Remember any integra tion work with3rd party p roduc ts
Is there another test team you willinterfac e with?
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Organization SizeQA:Developers
Early involvement requires ea rlyavailability
Design reviewsCode reviews
Unit test verific a tion Integra tion testing
Test d a ta p repara tion
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Organization SizeOutsource/ Offshore Testing
Will outsourc e/ offshore testing be used?Need to c a refully determine what you want
to outsourc e based on skills/ equipment/ timeOutsourc e/ offshore sup ervision requires
interna l time
Ma nage outsourc e testing like a p rojec t teamProjec t meetings need to be c onduc ted reg ula rly
Projec t p rogression needs to be trac ked c a refully
Downtime for the outsourc e team may c ost youmoney
If offshore team is long term, you need to
absorb them into the one team
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• Communication
• At the root…• Synergy and Pride
Keeping Your Beast Effective
Step 3:
Keeping thebeast happy
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Effec tive Communic ation
Who will a ttend team meetings andprojec t meetings? Is it a lways you?
When the sc hedule c hanges, howmuch do you tell?
Do your sc hedules c hange da ily?Does the p riority shift a ffec t a nyone
directly?
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Effec tive Communic ation
How will your team c ommunic a teexternally?
How much of this c orrespondence do youwant to see?
How much of this c orrespondence do youneed to see?
How will you c ommunic a te with your
team without being a meetingmonster?
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The Root of the Effec tive Team
Peop le know what they are doing
Peop le enjoy what they are doing
Peop le want to d o what they a reassigned to do
There is no interna l strife
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Synergy and Pride
No one loves QA…QA is often c onsidered a nec essary evil
QA is ra rely comp limented on a job welldone (but frequently ma ligned for a jobtha t couldn’ t have been done)
An interna l reward system is c ritic a llyimportant
Always work to c rea te p ride within the
group
Different skill sets within the department
need to be rec ognized andrespected
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Synergy and Pride
QA: A nec essary evil?
Your job is to empha size the ‘ nec essary’
and remove the ‘ evil’Effec tive use of risk ana lysis and portraya l
of QA as risk management helps
management understand how nec essaryyou a re
Dispel the ‘ evil’ by being part of the teamtha t p roduc es the solution
S d P id
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Synergy and Pride
Hey QA! Nic e job !Don’ t hold your b rea th!
You need to make the c ase for what a
nic e job you d id do by using good testdoc umentation and test p lanning
Sometimes you a re in the role ofdefend ing aga inst unrea listic expec ta tions- but it’ s your job to set those expec ta tions
in the first p lac eUse ob jec tive metric s suc h a s Defec t
Detec tion Perc enta ge (DDP) or Cost of
Qua lity (CoQ)
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Synergy and PrideJob Satisfac tion
Constantly remind your peop le:
They don’ t have to agree with the
dec ision to ship , just p rovide the ac c ura teinformation
They don’ t ha ve to get the bugs fixed , just
identify and c lassify them c orrec tly
They don’ t need to make a personal
c rusade for the qua lity of the software, justp rovide a c c ura te, timely and ob jec tiveinformation
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Synergy and PrideBalance
Projec ts have to be kep t ba lanced
Fun projec ts should be interming led with
ma intenanc e workEveryone has the ir own definition of a ‘ fun’
project
Understand what projec ts peop le want
Alloc a te p rojec ts by p referenc es, within a b ilities
Everyone spends a lot of time a t work – let themenjoy it
S
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Synergy and PrideBalance
Peop le who like what they do:
Do the work better
Are willing to work ha rder a t itAre willing to learn what’ s needed on their
own time
Will make the ir own rewards
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Synergy and Pride
Deflec ting Critic ism
QA rec eives a lot o f c ritic ism
Partly bec ause QA genera tes a lot of c ritic ism Frustra tion c an run very high w ith developers
Tight sc hedules make everyone tense
Bad bugs found la te c ause sc hedule p ressure for a ll
Educ a tion is the answer to d issuade unduec ritic ism
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Synergy and Pride
Make some friends
The developers c an b e your strongest
a llies or your strong est enemiesYou need them on your side
Find out what you c an do for them and do it
They will be a llies onc e they see a persona l ga in
Win over the development managers, youneed them
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• How to be an
EffectiveManager
Leading the Perfect Beast
Step 4:
Leadingeffectively
Eff ti L d hi
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Effective LeadershipLooking Outward
You are a window into your department
Need to have c onsistent
policies/proceduresNeed to b e c lea r about what you rep resent
Need to be c lea r about wha t you expec tfrom other departments
Esta b lish rela tionships and get agreement onproc esses tha t will be used
Determine key p layers in other departments andesta b lish sing le-point-of-c onta c t in yourdepartment
Eff ti L d hi
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Effective LeadershipSetting Interna l Expec tations
Exp la in your expec ta tions
Take the time to estab lish a c omfort level
Give sc hed ules for p lanned c hangesExp la in reasons for c ha nges to esta b lished
procedures
Ask for inputListen to the input you rec eive
You might lea rn something !
S R
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Status Reports
Weekly sta tus reports c an be goodFour ma in items should be inc luded
What d id you do?
What a re you working on now?What a re you p lanning to do next week?
Any prob lems/ issues?
Stay with a simp le format a nd keepreports short
Always read every word of every sta tusreport
Answer p romptly any questions
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• Effective
RewardSystems
Feeding the Perfect Beast
Step 5:
Reward fairly andpromptly
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Rewards – Equity
QA c ompensa tion must be equiva lentto development
Merit and bonus pools must be the sameSa lary basis must be the same
Position titles c an be d ifferent
Same position a nd same responsib ility ineither department should get same
compensation
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Rewards – EquityFodder for the equity ba ttleTra ining/ experienc e/ educ a tion is the
same as developers
QA has unique and d iffic ult-to-rep lac e skillsets and knowledge
The c ompany has an interna l tra ininginvestment in your peop le
It is d iffic ult to find and reta in good ,
qualified peop leGather da ta from other suc c essful
companies
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Rewards – “ Enough”
Anyone c an get a higher paying jobanytime
Have to ba lance job sa tisfac tion withmoneta ry rewards
Adeq uate c ompensa tion must beperceived
Job sa tisfac tion must be there most o f the
time
Eac h ind ividua l must d etermine their own
needs
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Rewards – Night on the Town
Small awards ($150-300) tha t c ompensa te theemp loyee and a da te Good paybac k for long hours on a short p rojec t
Good way to rec og nize that the p erson a t homesuffered too
Consider if pub lic rec ognition is good
Determine who elec ts a person
Dec ide if you need to set a frequenc y limit
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Bonus Systems (Yikes!)
Projec t bonuses and QA
Bonuses based on end da tes c an put QA
in a bad positionGoa l is to build qua lity in from the
beg inning to make the whole team meet
the goa lConsider making part of the bonus
payab le based on the p roduc t’ s succ ess(# bugs in b eta , DDP)
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Bonus SystemsGood bonus c riteria
Projec t ‘ CoolSW’ mustc omp lete beta by
3/ 23/ 09 with a DDP of97%
Team members must
fac ilita te the entireteam in meeting itsgoals
Bad bonus c riteriaProjec t ‘ CoolSW’ must
ship by 4/ 1/ 09
Every team membermust work a t least 60hours a week
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Growing Your Staff
Step 6:
Provide longterm growth
• What do they
want to be?
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Growing Your Staff
Crea te lea rning opportunities
Always p lan tra ining time into p rojec t
schedulesNeed to show inc reasing skill leve ls
Be sure peop le understand that you ca re about
their c a reers Even if they leave you eventua lly…
Tra ining is an investment, not a n expense
Loyalty grows bec ause you have invested in the irfuture
You get to use the know led ge they ga in
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Growing – OJT
OJT is still the most c ommon tra iningmethod , so rec ognize and fac ilita te it
Give peop le time to work with newtechnologies
Give them ac c ess to mentors
Early p rojec t involvement helps
It’ s easiest to lea rn while others a re lea rning too
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Automation - the g rea tQA growth pa th
Automation is the tec hnic a lpa th for the tec hnic a llyinclined
It is now a rec ognized spec ia ltyAllows app lic a tion of design and
programming skills within the QAenvironment
Crea tes an opportunity to lea rn and
app ly the la test p rogramming c oncep tsand skills
Growing – Automation
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Summary
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Making Work Rewarding
As a manager, this is your p rimary job !Everyone wants to look forward to c oming
to work in the morning (exc ep t for peop lewith night jobs…)
Peop le spend a minimum of 10 hours
eac h workday involved in work ac tivitiesWork time is a signific ant pa rt o f a person’ s life
That time must be meaningful to them
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Making Work Rewarding
The c ritic a l c omponents of jobsatisfaction
Moneta ry rewards must be a dequate Intellec tua l stimula tion must be suffic ient
A good working environment must exist
The va lue assigned to eac hc omponent va ries with eac h personover time
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Making Work Rewarding
Eac h emp loyee’s job sa tisfac tion isc ritic a l to your suc c ess
You will only be as suc c essful as yourpeop le c an ma ke you
Your suc c ess is determined by how well
your group func tions toward thec ompany’s goa ls
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Finding and Retaining the Best
Interview c a refullySta rt w ith the very best peop le
Care
You have to c a re about your emp loyees
(they can tell, you know)
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Finding and Retaining the Best
Be c onsistentDefine their environment a nd their
interac tion with you
Be honest
Make them fee l sec ure in dea ling withyou; build trust
Know what you’ re d oing tec hnic a llyEarn the ir respec t
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Finding and Retaining the Best
Correc t your mistakesCounsel when you can, fire when you
have to
Don’ t forget things
Items b rought to you a re important tosomeone
Be yourself It’ s the one thing you c an do c onsistently
and honestly
Thank you!
8/14/2019 Managing the Test People
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y
More Information?
See my books:Managing the Software Test People , by
Judy Mc KayThe Software Test Engineer’s Handbook , by
Graham Ba th and Judy Mc Kay
Both ava ilab le on Amazon, pub lished byRoc ky Nook Pub lishing
Email: [email protected]