How to communicate or sell testing to the rest of the organization?

Joel Montvelisky, Chief solution architect at Practitest – test management tool, and Rob Lambert, Director of cultivated management, a tech consulting company with today’s topic: How to communicate or sell testing to the rest of the Organization?

  • Testing is rarely in the organization’s spotlight, the testing process itself is considered as boring and it is hard for testers lighting the interest of their peers, but when communicating the testing results and their meaning for releases, you can get their full attention.
  • Live issues that rise from customers feedbacks can spark the interest of your organization stakeholders in testing results as testers are expected to prevent the issues as well as solve them.
  • Testing is a service. The outcome of this service, the visibility that is required by the stakeholders, is what needs to be sold and not the process itself. When communicating the need for more testing to your stakeholders it is important to emphasize what outcome are you expecting to achieve from these tests and why are they important.
  • Divide the level of communication-based on the organization’s hierarchy. The further you go up the ladder of the organization, it is better to communicate less details and be more to the point.
  • Your superiors won’t always give you permission to take action the way you think is necessary. By putting the extra effort and working off hours, you can prove to them the necessity of an action.
  • When “selling” testing to your superiors, try and listen to the problems they are facing and come up with solutions to these problems while adjusting your way of work to meet the business objectives. If you help them achieve their goals, they would help you achieve your goals.
  • Before making demands, show you can deliver and compromise. After showing your stakeholders you can meet their objectives, and you are able to make compromises, it is far more likely your requests would be granted. It is therefore important to align your way of work with the organization’s goals before trying to make adjustments in the way the organization works.
  • There is a great deal of importance for emphasizing the consequence of not testing a certain area of the product to your stakeholders. With that said, It is equally important to rightly time your comments.
  • If you keep your plan simple, it will be easier for your peers to understand it, relate to it and accept it.
  • Be enthusiastic about the change you are trying to make, as it will provide a bigger chance your plan will be accepted.
  • Before trying to make a change, involve as many people as you can in your plan for the change as it can increase the possibility for it to be accepted. Staying humble while presenting your plan for a change could give your plan a bigger chance to be accepted as well.
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