The rapid pace of the today’s world speeds up the pace of the business world, as well as the business requirement to concurrently balance multiple projects. QA project managers therefore scramble with innumerable complexities, timelines, and capacity requirements to bring projects into fruition. Project overload is common among QA managers, sending managers into frustration mode, and seeking solutions to situational bombardment.
The requirement for multiple QA teams is a given. While simultaneous development and testing is beneficial to organizations that seek to mitigate risk and advance cost-effective production, coexisting QA teams present significant challenges to project managers in coordinating team efforts, goals, involvements, and perspectives.
Those with exposure to project management have probably experienced firsthand or by observation the differences between assessing and scoping the needs of a single project and managing multiple projects. Managing multiple QA projects can be a formidable task.
The temperament and experience necessary to develop plans for implementation, communicate among members of different teams, and manage risk, are distinctively tenacious and extensive. Experienced management of multiple QA teams addresses the exponential and dimensional increases in project management responsibility, coordination, and added teamwork. In addition, required communication with the client demands consolidated assurances from divergent teams and team members. The larger the testing project, the more need for consolidation among QA teams.
During high-stress delivery schedules, QA teams on occasion consume significant amounts of production and management time in resolving intra- and inter-team procedural, innovational, design, and process conflicts. The challenges of coordinating QA teams send project managers looking for a single team strategy. Seeking the best collaborative structure to assure maximum production in the most efficient timespan, project managers look toward smooth, sound directives which facilitate achievement of deployment goals. Detractors from smooth project management among multiple QA teams often turn up as:
Facing the challenges of structuring a multi-team QA project many times has project managers ‘running around in circles’ while attempting to stay atop testing cycles.
Set up a Protocol
A foundational standard for team behavior is a crucial move towards internal consolidation among team members, and external collaboration with other teams and stakeholders. Developing scenarios of probable team interactions with respect to design, development, builds, system performance, and business analytics can carry project managers a long way towards substantiating a procedural platform. Upfront creation of standards and processes also averts duplication of efforts and streamlines alignment among teams. Holding team members to communication and deployment protocols avoids confusion and subverts individual tendencies towards overriding project priorities.
Highlighting to team members, associated teams, and stakeholders, the benefits of consolidated standards attracts motivation and team member identification with the project. Subsequent engagement of business management and leading departments for a buy-in to standard QA team protocols encourages project management to enforce protocols as tie-ins to organizational strategies. Common understanding and agreement as to precedence for deployment thereby reigns throughout the organization.
Defined objectives for QA teams decidedly advance the production cycle, ensuring that whatever the encounters among teams, all requirements for test cases, retests, analysis of functionalities, defect detection and solutions, as well as reported results, are performed in alignment with protocol. In addition, enforced recognition of dependences and the transferal of essential information among teams -- within for example an automated test environment, a module development process, or the development of system requirements -- fully assesses the quality of production and best assures successful deployment.
Motivate Teams Through Mutual Respect
Heighten the importance of inter-team communication and require mutual respect among teams and team members. Require that teams clarify and demonstrate levels of criticality when analyzing test viability. Encourage respectful, constructive discussion among teams and team members when communicating on formats or analyzing the logistics of test design.
Stress the extent to which respectful communication enhances the outcomes of modular design, and analysis of metrics, as well as efficiency in product verification, validation, and reporting of results. Set standards of integrity, ethics, and sensitivity for open, honest communication that builds trust among QA teams. A culture of mutual respect aligns teams in prioritizing the concerted efforts of project delivery, as it thereby motivates teams to integrate talents and cohesively promote cross-functional production.
Leverage Skills and Dynamics Among Teams
One way to ease the load of managing multiple QA teams is to leverage and coordinate team skills and dynamics. QA management can advance, coordinate, and interactively mobilize performance. Being that multi-team QA projects demand integrated efforts among teams, consolidating requirements and processes demands that teams are abreast of the dependencies upon which components rest. Within detailed team activities, members of multiple teams must create test cases and define modules in respect to contiguous components. Leveraged skills in discerning the full project spectrum allows for extended awareness of component connections, dependencies, and integrations.
Team dynamics are accelerated through continuous communication among teams. Collaboration may occur within a team and within multi-team meetings. But continuously touching base with other project teams and team members who are responsible for associated activities speeds up the testing cycle to significantly reduce ‘do overs’, updates, late-phase additions, and oversights. Ease and speed of deployment requires QA multi-team participation that actively performs as one unit.
Engage an Expert
There is such a thing as a person who knows through training and experience how to meet the challenges of managing co-existent teams. This person is the expert. Experts are capable of coordinating multiple QA teams to ensure smooth deployment. They are skilled in motivating associated teams to prioritize key aspects of the project. They have an in depth perception into key performance indicators. Acting as advisors to the process, experts can therefore recommend to project managers systematic approaches to balancing multiple requirements, managing multiple risks, and resolving multiple issues. Experienced consultants and employees, in addition, contribute to the clarification of goals and timelines, as well as structure communication among participating QA teams and team members.
Team Coordination Creates Project Stability
To avoid delays in testing due to high levels of interdependence, shared environments across QA teams necessitates cooperative agility. Different work priorities within different teams create dissonance that tends to lock up progress within the testing cycle. Scaling the testing environment to accommodate required procedures as well necessitates coordination among QA teams.
QA teams must build the testing infrastructure, including automated test design and integration. The testing structure must support solution platforms and defined demonstration of results. Formulation of testing metrics must verify that applications strongly interface with system infrastructures. QA teams must also coordinate automated testing scenarios and extend scenarios to large data sets. New development features must be integrated into testing procedures through the combined efforts of multiple QA teams. Team coordination is also necessary in reducing test suites for adherence to specified timelines and deployment target dates.
Complex software applications require multiple testing procedures. QA team coordination is especially valuable in the testing of large, multi-dimensional software applications and their interface with system infrastructures. A specific team may be required for solution integration and validation. Another team may be responsive to the requirement for specified software contexts and coordinates. Yet another team may verify software architecture and design.
QA teams must also function to evaluate iterative functionalities while consolidating the various resolves among them. This is one of many instances in which QA project managers must ingrain solidity in the coordinated activities of QA teams. Test integration must happen among teams before it can become integral within development interations. The need to dimensionally align test management with developmental design requires the responsive execution of inter-team synergy promoted by project management.
QA teams are not standalone units, but instead are integrated and integral participants in a consolidated testing agenda. Teams operate within the context of testing goals and adherence to the project vision. QA teams and testing procedures are inseparable, participating in the whole of an incentive to release software in accordance with enterprise strategic goals.
Multiple teams are often required to concertedly analyze multiple requirements for design, production, software attributes, developmental initiatives, and functionalities. Apart from their distinct functions, component relationships must be integrated into a single smoothly operational software application. Coordinated functionality defines quality in software releases. Continuous integration and end-to-end solutions apply to QA teams as well as systems analysts. The expansive, consolidated activities of QA teams validate the release of software into the consumer domain.
Hierarchical levels of testing
Image Source: Software Testing Class
Inter-Team Performance Leverages Business
Multi-team alignment supports core business systems and processes. Multi-team integrations provide organizations with the ability to align diverse software applications internally and externally for maximized ROI and enhanced industry standing. Marketing has a heightened opportunity to advertise the product, and development is better resolved in quality and innovative production.
Through constructive innovation, developers may creatively input complexity into software applications, requiring enhanced, extended, and in depth review of coding and interface functionalities. Focusing on how innovations perform for user satisfaction, QA reviews and evaluates usability and purpose of development. Enterprise costs and benefits rely on the invaluable efficiency of QA teams to assure quality product delivery and accelerate time-to-market.
Testing is crucial to business planning and continuity. The more complex the software architecture, the more critical the need for aligned QA teams. The essential values QA contributes to enterprise stakeholders are reliable software deliveries, reduced investment costs, and better assurance of positive customer engagement.
Software companies must distinguish themselves in today’s demanding market. Specialized testing that many times requires in sync activities among QA teams is a skill that substantiates the quality of software production towards customer engagement and satisfaction.
In addition, effective project management to coordinate efforts among QA teams mitigates risk, better assuring continued product performance and that crucial business applications are scalable with technology infrastructures. Leveraged interaction among QA teams stabilizes the enterprise and augments the stature of business.