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Page 1: Managing the Test People

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http://slidepdf.com/reader/full/managing-the-test-people 1/66

Copyright Judy McKay; Contact [email protected]

Managing the Test

PeopleJudy Mc Kay

March 31 – April 2, 2009

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Copyright Judy McKay; Contact [email protected]

Six Steps

toCreating

the

Perfect

Beast

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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

• Job Descriptions

• Resumes

• Interviews

Building Your Perfect Beast

Step 1:

Findingthe Parts

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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

Effec tive Interviewing

What qua lities a re you seeking?

Attitude

ConfidenceOrganization

MaturityEmpathy

Sense of Humor

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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

• Constructing

Your Team

Building Your Perfect Beast

Step 2:

Assembling the

Parts

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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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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Copyright Judy McKay; Contact [email protected]

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!

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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]