| Running software testing projects is far more difficult | | | | destroys the companies reputation. That is no small |
| than people outside of the software testing arena | | | | responsibility to take on. |
| seem to realize. It is not uncommon for senior | | | | So why is it that it always falls on the software test |
| management, project management and development | | | | team to bring in the schedule when projects start |
| teams to adversely pressurize the test team to cut | | | | slipping? We'll, that isn't a difficult one to answer |
| corners in order to meet delivery deadlines. Yes, | | | | although there are a couple of reasons, one of which |
| everyone wants to release a quality product, on time | | | | might surprise you. Firstly as testing commonly falls at |
| and on budget. Believe it or not even the software | | | | the end of the development cycle the software |
| testing team want to hit the delivery date, with a | | | | testing component is the only area left where it is |
| product that is on budget. Pushing the software | | | | even possible to make up time. Secondly, and |
| testing team to cut corners is not the answer | | | | possibly more interestingly, those who have little |
| though. | | | | knowledge of complexities of software testing (for |
| It is easy to see that everyone involved with a | | | | example project mangers) think that a little less |
| development project wants to achieve the same | | | | testing will only have a little impact on the quality of |
| goal and the same successful release, it is just that | | | | the product. How wrong that assumption can |
| the test team are more cautious than most. And for | | | | be!Releases of products with serious defects usually |
| good reason; Software testing is difficult! There is no | | | | happen because the software test team are forced |
| set process that ensures a successful testing project | | | | to cut corners. |
| and there are no software testing tools which | | | | The imprecise nature of software testing, and the |
| guarantee a successful release. Yet despite these | | | | pressure to cut corners, means it is very difficult to |
| clearly obvious facts senior managers, project | | | | confidently target the test areas such that you |
| managers anddevelopment teams always seem to | | | | minimize the risk of releasing with serious defects left |
| think it is the software test team that can perform | | | | uncovered. The very fact that we leave some areas |
| some magical act to bring a project back on schedule | | | | of our testing incomplete means we have no idea |
| when project deliver schedules start to slip. Well they | | | | about what we are leaving uncovered. Software |
| can't! | | | | testing tools can help but as in many walks of life it |
| At least they can't if they continue to act | | | | all comes down to a trade offs between quality and |
| professionally, accurately and effectively. The test | | | | time, but with software testing the consequences of |
| team are, without question, the last check point prior | | | | getting the trades offs wrong can be disastrous. |
| to a company potentially releasing a product that | | | | |