In June 2013 I wrote about how I tried to do a better job talking to the business people and providing them with useful information found in testing. This is the blog post you should read or else this one may not make much sense.
I kept updating a draft of this post but never got around to publishing it… Stuff kept happening, I kept experimenting, and every now and then I felt like what I try to do is stupid anyway… Naive as I am, I hoped I had found some sort of magic recipe for getting testing to be considered an integral and acknowledged part of how we developed software. Looking back I think that changing the way I reported test results was just one ingredient in informing decisions. It was an important one because it kind of felt like I’d kicked in a door when I started reporting risks. But it didn’t change as much as I personally would’ve liked or expected. Yes, I have high expectations for myself and others… The way the system reacted or didn’t react taught me more about how the system worked and its inertia.
What Changed After I Started Reporting About Risks?
I – Getting Things Moving
I started to send out the report a couple of times a week to communicate the progress my team had made in testing and the information that was found in testing. Later I changed it to once a week.
All showstoppers that I initially reported were either resolved or I could lower their risk level because something was fixed or we got the information we needed. In other words, I got the attention of people who could solve problems and this helped the testing team along. Getting people informed of what was really going on in the product got some conversations going and relevant meetings set up to get problems resolved. Because really… most of the information we provided about the product was about failures in areas that were said to be important. It’s just people in decision making position tended to be preoccupied with things going on right now.
A note about the development process: the ideas for features were realized in code quickly; some meetings were held, no written specs or prototypes – prototyping was done right in the code… If you’re building on an existing product, it’s not too hard to do. Then when the developer and someone on the business side felt it was kind of done, it was given to the testing team. And then developers and the business moved on to the next things… which caused some problems as you may imagine. Even though I could write at length about the kind of problems such a process brings about, I’m leaving this for another time.
II – Making The Report a Staple of a Meeting
My boss proposed that I present the report at the weekly meeting with product owners and other folks (it’s a meeting where there are product, owners, a dev team lead and other people, including the CEO).
The first time I presented it, it sure got my adrenaline running!
I explained the purpose of the risk report, what each of the sections meant and covered the issues as briefly as I saw fit, highlighting the most important aspects of each issue. They could see the report on my screen as well (we had the “phone into a conference line and share your screen” type of meetings most of the time). I forgot to time myself but I don’t think I spent more than 5 minutes.
I got some additional input and requests for 2 meetings: 1 to discuss the risks I talked about (we found that a feature only worked when following a happy path) and 1 to discuss the risk assignment and perspectives on my report. I was OK with discussing the reasons I assigned certain risk levels and the reasons why someone else may disagree as long as we get to talk about it.
III – Maintaining the Focus of Decision Makers
Later on I noticed that some tasks I had put on the report I couldn’t take off for weeks because there were fixes that weren’t delivered yet (or we kept finding issues when retesting the fixes; in other words, the fault-feedback-ratio was high). So I left those items on the report as a FYI item – the functionality was almost done and tested but we couldn’t sign it off yet. I commented on those briefly, stating that the status of these items hasn’t changed.
There were features we tested that appeared to be “good enough” for showing to the customers to get their feedback as they were going to be the early adopters. However, I noticed that the feedback never arrived… So I still kept those items on my report and said that those we are still waiting feedback on.
One might ask what’s the point and why did I keep coming back and talking about those features. I don’t want to go into lengthy explanations but the reason lies in the context: I noticed a pattern where things don’t get followed through properly and this had consequences for customers in the end. I cared enough to risk a little neutral-toned nagging to make sure the whole team keeps their eye on the ball (or rather, the sea of balls…). For me it was sad to see if someone drops the ball and doesn’t carry things out to the end because oh hey, there’s something shiny elsewhere…
However, after an extended period of time when even I was starting to feel embarrased, I simply said that I’m not going to report on this item anymore as there is no interest whatseoever in finalizing it, so you have been notified of this particular risk.
My comment about this situation is that it was a characteristic of a system, a trait of the company culture, a way of going about things. Even though there was a lot of talk about being accountable and keeping customers’ interests in mind, some still got left behind even though they were declared important at first.
IV – Contrasting Testing Tasks, Highlighting Problems in Workload
In addition to the 2 reports I already mentioned in my previous blog post, I included a simple Excel spreadsheet which contained a list of low priority tasks that we weren’t be able to test before the release. Each of those items was a fairly small one but combined, it was a couple of weeks’ worth of work.
My idea behind this was to create a contrast between the few important items that have more details about them. And then a long list of things that won’t be covered at all. I had no intention of postponing the release or using this list to manipulate anyone. I just wanted to SHOW how things are at this point without complaining and give the decision makers the opportunity to jump in if they want to. If not, it’s OK.
Later I also introduced a breakdown of the workload my team has: how much new stuff, how much old pending stuff and how much of it we’re getting done. This I did in an attempt to figure out good ways for transparency about what and how much is going on in general. I dropped the list of low priority stuff fairly quickly as I didn’t think it was or was actually useful.
V – Starting Point for Further Experimentation
I also kept experimenting with the written report and the oral reporting based on the text during the meetings. I kept the breakdown of high and medium priority for a while, then described the issues, risks and possible mitigation. At some point I felt like I couldn’t always provide anything reasonable for this three-tier breakdown. So I decided to ditch it. Instead, I wanted to work on describing the issues and risks we’ve found in a concise but not too detailed way.
I noticed that when I included an issue that seemed interesting or important then it ended up being too context-specific to explain quickly. My interpretation of it was that I had not properly thought through the “why”, and, therefore, wasn’t able to link the issues to the big picture well enough.
VI – Changing How Testers Report the Results
Because I changed how I provide information to others, I had to change the way I obtained information myself. I explained to my team how I needed to get input from them: a well-summarized nutshell and I’d ask for details if I needed them. I encouraged them to use the same mode when they were on meetings where I wasn’t present. I observed that more focus on clarity did help make the meetings more efficient.
As far as oral reporting is concerned, I tried to observe myself while speaking. I’ve noticed that I to try to gloss over or fumble too much from time to time and I take it as a heuristic for not having thought things through.
I tried to start out with outlining the major testing activities or areas concerned in order to get folks oriented and then go into particular sections of the report. I also tried to give a lead in for each part of the report to make the flow of information better.
Reflections On Some Lessons Learned
The risks and problems I reported about weren’t anonymous. They belonged to an area a programmer was responsible for which meant that if a lot of problems came about the programmer didn’t look particularly good. Therefore, after the report had become a staple, I informed the programmers beforehand that I was going to include something that concerned them on the report. Since I took quite a lot of “project management by stealth” responsibilities on my shoulders, it meant that when I pointed out the problems I’d also try to negotiate resources for solving them. For example, trying to get hold of someone in the US to answer the questions testers had that the programmer also wanted to know about was something I arranged instead of dumping it onto the programmer or tester to take care of.
There also was a bit of an anecdotal story a tester shared with me about the “power of the risk report” (or then how I can be really scary :)). My tester asked a programmer about some issues that had been outstanding for quite a while. The programmer shrugged the questions off saying he didn’t have the time to deal with the issues. My tester said, “OK, I’ll let Helena know.” The issues were resolved in a few hours.
Keeping It Sharp and Positive Takes Practice
That’s the long and short of it. When talking about risks and problems, it’s so easy to sound as if you were complaining. So I typically tried to highlight some positive progress both testers and programmers had been making. Trying to keep it sharp and to the point takes some practice and focus because you want to avoid your report being a sleeping pill…
As much as I would’ve appreciated direct feedback on how the report helped people, I had to accept the second-hand account by my boss who told me that the CEO referred to the reports in several meetings where I wasn’t present. Well, that definitely says something about the relationship between me and the CEO 🙂 I’ve got a few good stories about that but I’ll save them for the future. I think I was reasonably happy with what I got, though. It’s nice to get publicly recognized but I’d take indirect recognition over no recognition anytime.
Heavy on Text, Light on Visuals – Not the Way to Go
Looking back, I think my reports had too much text and too little visualization. I reckon that I’m comfortable with doing a lot of reading (an English major speaking here) and extracting information from text. Obviously, if you want to report efficiently, you have to learn how the receivers of the report process information best. I also reckon that remaining in my comfort zone while making first attempts at reporting risks isn’t something I should beat myself up about. I can’t jump into perfection right away, can I?
Also, being able to nicely visualize the information in graphs and such requires that the tools you use for collecting information (bug tracking tool, for instance) are geared towards outputting it in a way you can manipulate well later on.
After the PEST 4.5 workshop on visualization and after seeing some great examples by Kristjan Uba that he uses in his work, I’ve realized how much better my reports could’ve been. It would still require a lot of work to make the reports useful even if you have a few good examples to begin with. The additional factors of complexity in my context were the size of the product under test (humongous) and the change of direction (frequent). The product was being grown in several directions at once and it felt like a very daunting task to try to create a picture of it. Now I think I could’ve done that had I taken a few steps back. Mindmaps for test coverage such as proposed by Katrina Clokie could have been subject to experimentation as we were using mindmaps in our team anyway.
It’s Hard to Report Well on Your Testing if You’re Not Sufficiently Clear on Why You Were Testing in the First Place
The subtitle for this section sounds harsh – almost as if me and my team didn’t know what we were doing. The problem wasn’t so much in not knowing but not articulating our testing missions. The problem was that business, development and testing were hardly on the same page or working intensely on the same thing. The testing team was also filling in for roles that didn’t exist but were necessary regardless (a bit of project management, a bit of business and system analysis). We were testing the new features to find out about the big issues because otherwise the customers would get them. We were testing the existing features in older branches to find out if the quality had remained the same or had got worse. We were testing to provide information about how optimizations and changes “agreed with” the product and to discover risks and issues that weren’t paid attention to when the code was written.
As you can see, it’s quite a lot and it dragged us in different directions. I can write about the why and how some other time… But the bottom line for me is that it was sometimes hard to connect the results to the mission of testing because it tended to blur into “trying to keep things under control” as programmers and business charged forward. The business and the product had competing missions, so it’s no wonder testing did too. But testing mission is what provides you the foundation for any kind of test reporting you do.