| As you pass from one phase of testing into the next, | | | | entering into a subsequent phase of testing. |
| there is a need for control. For the purpose of this | | | | Looking at the testing components only, Test |
| post, we will refer to the prior phase as the supplier | | | | Managers should ensure that the supplier of each |
| and the current phase as the recipient. The supplier | | | | testing phase is held accountable for the production of |
| needs to retain control of their testing phase, until such | | | | the associated test assets. The volume of defects is |
| time as it is deemed ready for release. The recipient | | | | often seen as a point of contention. Test Managers |
| needs to ensure that the testing performed by the | | | | should avoid making statements such as zero defects |
| supplier has achieved a sufficiently high standard as to | | | | allowed, or setting the bar so high that entry or exit |
| be acceptable. | | | | becomes impossible to achieve. Having to relax these |
| The means of achieving this is referred to as Exit | | | | criteria because they are impractical corrupts the |
| Criteria for the supplier and Entry Criteria for the | | | | integrity of the testing function and undermines the |
| recipient. These criteria are documented in the test | | | | credibility of the Test Manager. Work with the Project |
| plan and define the standards that should be achieved | | | | Manager when setting these criteria, ensuring that they |
| entering and exiting, the test phase described by the | | | | are bought into them and don't rely on just a signature |
| document. | | | | on a document. This gives a higher level of buy in and |
| The criteria are set by the Test Manager or nominated | | | | ensures that any future change to the criteria is going |
| delegate. They may take any form that the test | | | | to be resisted by both the Test Manager and the |
| manager deems necessary, although are more | | | | Project Manager. Always ensure that such changes |
| frequently based on defect volumes of certain | | | | are formally change controlled. |
| severity and priority, along with test assets from the | | | | It is recommended that on entry into Integration in the |
| supplier. | | | | Large, there should be no top priority or top severity |
| Consideration should be given to the use of other | | | | defects outstanding. This is not to say that there can |
| information, drawing on experiences of dealing with | | | | be no defects, only that items which are so important |
| particular project teams, development agencies etc. | | | | to the business as to warrant a top priority, should be |
| This requires the Test Manager to be able to think | | | | resolved as a priority. Defects of the highest severity |
| outside of the pure testing aspects of the project, to | | | | are perhaps more debatable, but delivering an item |
| look and see what else may impact them. Closer to | | | | with high severity defects indicates that elements of |
| the heart of the Test Manager are subjects like the | | | | the testing cannot be completed and the deliverable is |
| Test Environment/s and Configuration Management. | | | | therefore significantly below the level of functionality |
| The environment is one of the main enablers to testing | | | | that has been specified and is expected. |
| and should be made available two weeks prior to test | | | | If circumstances dictate that entry or exit criteria are |
| execution commencing. Without comprehensive | | | | going to be overruled, as a minimum the risk register |
| Configuration Management the likelihood of controlled | | | | needs to be updated to reflect that this has occurred, |
| deliveries from development into testing is severely | | | | detailing the impact and mitigating actions. It is worth |
| reduced. Such events and dependencies make | | | | noting that this is normally indicative of a project in |
| excellent criteria and are sound reasons for not | | | | trouble and that timescales are now seriously at risk. |