We all live in a really agile world today and all we do are sprints – one after another. This takes place everywhere, but the process is not getting easier simply because it’s common. Especially in the domain of Quality Assurance. Sprints still remain a mystery to many managers who are used to Waterfall-like methodologies and soaked to the bone with “usual” business rules and ethics.
However all of us live in a newer world now where agile is dominant. And it is so spread for a reason too. If properly managed, solutions created within agile environments end up as actual masterpieces. Thus we offer several tips to your attention that are focused on appropriate team management. These several ides may really boost your QA Sprints.
Have a team!
Not just a bunch of people who go to work together, but an actual team with shared responsibilities, decent levels of collaboration and a common goal. Team members should work with respect to each other’s skills. They are to be a combination of various disciplines combined and not a set of employees from the same department doing several tasks together. Decent levels of teamwork are insanely hard to achieve. Simply imagine development going in Sprints with all the daily standups and all to ensure deeper levels of flexibility to the customer. Nice, right?
But, considering testers are people from a different department they were not taking part in these standups and are working with functionality that was created a while ago, thus they constantly lack data and demand more from both devs and the customer. Customer than is forced to be more descriptive and this way all previously gained flexibility is gone. Why’d it happen? There was no team.
Use the difference!
Yes, testers and developers are different people with different tasks. Even their mindsets are different. Most developers out there believe testers are nothing but geeks obsessed with tiny, pointless nuances of the product. And testers believe developers are simply people who can’t do a task right from the first time and love to complain about how all the bugs were meant to be features and other rubbish. This way of thinking is wrong and should not be encourages within your business.
The true key is in combining these two cultures and aiming both teams towards a shared concept of the ultimate product. Consider implementing several rewards for successful collaboration in the beginning. Let your two teams get to truly know each other better. Assure mutual trust. Go for a collaborative business culture with clearly determined leaders and shared objectives. One more vital aspect many businesses neglect is the actual meaning of truth. Not in the philosophical way, no, but if any positions are valid to one team member they should automatically be true to all and vice versa. For example test metrics and requirements should not be different from the ones developers have.
This is how true collaboration in its supreme form will be achieved and projects will gain the very definition of flexibility in the process.