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I'm trying to establish more formal requirements and testing procedures then we have now, but I can't find any good reference examples of documents involved.
At the moment, after feature freeze testers "click through the application" before deployment, however there are no formal specification what needs to be tested.
First, I'm thinking about a document which specifies every feature that needs to be tested, something like this (making this up):
user registration form
country dropdown (are countries fetched from the server correctly?)
password validation (are all password rules observed, is user notified if password is too weak?)
thank-you-for-registration
...and so on. This could also serve as something client can sign as a part of requirements before programmers start coding. After the feature list is complete, I'm thinking about making this list a first column in a spreadsheet which also says when was the feature last tested, did it work, and if it didn't work how did it break. This would give me a document testers could fill after each testing cycle, so that programmers have to-do list, with information what doesn't work and when did it break.
Secondly, I'm thinking of test cases for testers, with detailed steps like:
Load user registration form.
(Feature 1.1) Check country dropdown menu.
Is country dropdown populated with countries?
Are names of countries localized?
Is the sort order correct for each language?
(Feature 1.2) Enter this passwords: "a", "bob", "password", "password123", "password123#". Only the last password should be accepted.
Press "OK".
(Feature 2) Check thank-you note.
Is the text localized to every supported language?
This would give testers specific cases and checklist what to pay attention to, with pointers to the features in the first document. This would also give me something to start automating testing process (currently we don't have much testing automation apart from unit tests).
I'm looking for some examples how others have done this, without too much paperwork. Typically, tester should be able to go through all tests in an hour or two. I'm looking for a simple way to make client agree on which features should we implement for the next version, and for testers to verify that all new features are implemented and all existing features are working, and report it to programmers.
This is mostly internal testing material, which should be a couple of Word/Excel documents. I'm trying to keep one testing/bugfixing cycle under two days. I'm tracking programming time, implementation of new features and customer tickets in other ways (JIRA), this would basically be testing documentation. This is lifecycle I had in mind:
PM makes list of features. Customer signs it. (Document 1 is created.)
Test cases are created. (Document 2.)
Programmers implement features.
Testers test features according to test cases. (And report bugs through Document 1.)
Programmers fix bugs.
GOTO 4 until all bugs are fixed.
End of internal testing; product is shown to customer.
Does anyone have pointers to where some sample documents with test cases can be found? Also, all tips regarding the process I outlined above are welcome. :)
ive developed two documents i use.
one is for your more 'standard websites' (e.g. business web presence):
http://pm4web.blogspot.com/2008/07/quality-test-plan.html
the other one i use for web-based applications:
http://pm4web.blogspot.com/2008/07/writing-system-test-plan.html
hope that helps.
First, I think combining the requirements document with the test case document makes the most sense since much of the information is the same for both and having the requirements in front of the testers and the test cases in front of the users and developers reinforces the requirement and provides varying view points of them. Here's a good starting point for the document layout: http://www.volere.co.uk/template.htm#anchor326763 - if you add: steps to test, resulting expectations of the test, edge/bound cases - you should have a pretty solid requirement spec and testing spec in one.
For the steps, don't forget to include an evaluate step, where you, the testers, developers, etc. evaluate the testing results and update the requirement/test doc for the next round (you will often run into things that you could not have thought of and should add into the spec...both from a requirements perspective and testing one).
I also highly recommend using mindmapping/work-breakdown-structure to ensure you have all of the requirements properly captured.
David Peterson's Concordion web-site has a very good page on technique for writing good specifications (as well as a framework for executing said specifications). His advice is simple and concise.
As well you may want to check out Dan North's classic blog post on Behavior-DrivenDevelopment (BDD). Very helpful!
You absolutely need a detailed specification before starting work; otherwise your developers don't know what to write or when they have finished. Joel Spolsky has written a good essay on this topic, with examples. Don't expect the spec to remain unchanged during development though: build revisions into the plan.
meade, above, has recommended combining the spec with the tests. This is known as Test Driven Development and is a very good idea. It pins things down in a way that natural language often doesn't, and cuts down the amount of work.
You also need to think about unit tests and automation. This is a big time saver and quality booster. The GUI level tests may be difficult to automate, but you should make the GUI layer as thin as possible, and have automated tests for the functions underneath. This is a huge time saver later in development because you can test the whole application thoroughly as often as you like. Manual tests are expensive and slow, so there is a strong temptation to cut corners: "we only changed the Foo module, so we only need to repeat tests 7, 8 and 9". Then the customer phones up complaining that something in the Bar module is broken, and it turns out that Foo has an obscure side effect on Bar that the developers missed. Automated tests would catch this because automated tests are cheap to run. See here for a true story about such a bug.
If your application is big enough to need it then specify modules using TDD, and turn those module tests into automated tests.
An hour to run through all the manual tests sounds a bit optimistic, unless its a very simple application. Don't forget you have to test all the error cases as well as the main path.
Go through old bug reports and build up your test cases from them. You can test for specific old bugs and also make more generalizations. Since the same sorts of bugs tend to crop up over and over again this will give you a test suite that's more about catching real bugs and less about the impossible (or very expensive) task of full coverage.
Make use of GUI and web automation. Selenium, for example. A lot can be automated, much more than you think. Your user registration scenario, for example, is easily automated. Even if they must be checked by a human, for example cross browser testing to make sure things look right, the test can be recorded and replayed later while the QA engineer watches. Developers can even record the steps to reproduce hard to automate bugs and pass that on to QA rather than taking the time consuming, and often flawed, task of writing down instructions. Save them as part of the project. Give them good descriptions as to the intent of the test. Link them to a ticket. Should the GUI change so the test doesn't work any more, and it will happen, you can rewrite the test to cover its intention.
I will amplify what Paul Johnson said about making the GUI layer as thin as possible. Separate form (the GUI or HTML or formatting) from functionality (what it does) and automate testing the functionality. Have functions which generate the country list, test that thoroughly. Then a function which uses that to generate HTML or AJAX or whatever, and you only have to test that it looks about right because the function doing the actual work is well tested. User login. Password checks. Emails. These can all be written to work without a GUI. This will drastically cut down on the amount of slow, expensive, flawed manual testing which has to be done.
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What do you do when you join a team that says they use Scrum, but only use it as a time-management tool and not the whole process?
How can I reinstate back testing and documentation?
I was thinking to start off with adding user stories specifically for testing and documenting.
Perhaps someone else has more experience with this then I do about this as I am sure its not that uncommon.
The key to scrum is that a task be identifiable as "done" before it can be classed as done. How does you company assess whether something is done without reviewing documentation and tests?
Perhaps they have an unusual, but valid, way of doing it. Or perhaps they have missed the point of "done tasks". I'd suggest you start by asking them how they measure down and whether it could be improved. Then suggest documentation and testing as the way of improving the process.
Note that neither testing nor documentation are in fact part of Scrum. Scrum is a pure project management approach - the required engineering practices, like the ones you mention, are supposed to "emerge" during the project. And most specifically, they are supposed to be identified during the heartbeat retrospectives that you do at the end of every sprint. Are you doing those? Can you bring up your concerns there - and are they actually the biggest concerns the team has?
Is the issue that they don't have any documentation and tests, or that they aren't implementing the entire Scrum methodology? Those are 2 very different problems in my mind.
I would much prefer an organization that has taken the time and effort to find and fit a development process that matches their development style as opposed to mandating down from on high the one true process. So I would not be concerned at all if they were using a process that they called Scrum but that didn't meet all the "official" guidelines. Try to determine why the process is the way it is. Chances are that if they have taken the time to tailor it, the team will be receptive to your ideas, especially if you have taken the time to determine why things are the way they are. If you simply approach it as "this isn't Scrum and so isn't right", you will probably not make much headway, but by being pragmatic about the benefits you can likely make some substantial improvements.
Alternatively, if they aren't doing testing and don't have any documentation I would consider that a fairly bad sign. And by documentation I am taking the minimalist view here - a list of features, bug tracking, etc. - I would be very concerned by the absence of these items, less concerned by the absence of items higher up the abstraction list. In the absence of support from management, I would suggest you lead by example. Take it on yourself to setup a simple bug tracking system (there are several - in a pinch, simple text lists in a central location work as well). Don't declare your features complete until someone else has tested it. This can be as simple as walking over to another developer and asking them to try it in front of you. If someone claims a feature is complete, take a few minutes to familiarize yourself with it. If you find a bug, politely mention it to the responsible developer. Slowly build an environment where the team can see the benefits of running tests and tracking features and bugs.
Most teams operate in this manner simply because of a mistaken belief that they don't have time to "do it right", or that they will get to it later. Often this will occur when a simple proof-of-concept done by a developer or two as a side-project turns into a full-on development effort. By showing that it can actually save time and effort, and reducing the initial costs to the rest of the team, you will often find that it becomes ingrained as part of the process without ever actually being officially endorsed or accepted.
If you have management support it will make it much easier, but always be careful to make sure that the team is receptive to the changes. This may mean it takes longer than you want, but so be it, without the team's support any mandated process will fail at the first sign of pressure, which is when you need the process the most.
*Disclaimer - On my last project I spearheaded the movement to tailor the SCRUM process to fit our environment. The "official" process was simply untenable for our client, but it was still an invaluable guide in tailoring our process.
"adding user stories specifically for testing and documenting"
While meta-user stories might make sense in some circles, it rarely works out well. Software folks rarely cope well with meta-user stories, they either don't get the idea that they can change their own processes by writing a story, or -- more typically -- they engineer the meta-user story to death.
When you're interviewing users, it feels like they're making the user story up. Certainly, you're making it up as you listen to them and try to capture it.
When an IT organization tries to make up its own user stories about how IT should work, the process falls apart. Until the organization has done the thing (testing, for example) a bunch of times manually, they're not really qualified to write user stories. Then, after they've done it, they don't need software development processes, they'll just automate the important bits a little at a time.
I think change has to come from a less formal direction. Actually balking at calling something "done" that hasn't been tested is a good starting point.
IT doesn't do things unless forced. So, meet the users and find out why they're not requiring testing. Coach them to require testing. Tell them the consequences and the words to use.
A lot can go wrong in an organization to lead to poor processes. It's important to know what's wrong, and create a demand for change. The best possible thing is to have your boss complaining that you're not fixing it, rather than you suggesting that perhaps it would be good to fix it.
[It doesn't feel right when your boss demands you fix the process, but it's about the only way change will happen.]
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If you had to do without one or the other in a software project, which would you pick?
I've had plenty of projects in which the client or PM thought they could get away without one or the other. We always paid the price.
Turn this around and repeat after me: "Tests are requirements." :-)
If you mean "formal requirements", I can and easily do without those. I would much prefer a living, breathing customer who can tell me what they want over a rigid, out-of-date document. Having switched to TDD, I wouldn't ever want to go back to a "no test" environment. I choose informal requirements -- stories, on-site customer, and customer-written acceptance tests -- over formal requirements and no tests.
I'd say you could go without Testing rather than Requirements. If you don't have requirements, how do you know what you're developing?
If the programmers are good enough, they should be able to catch most of the egregious errors that testing would find.
You have to test against the requirements, so if you don't have requirements you can't do testing. So if you have to pick one, you can only pick requirements.
But not doing testing is a path to failure. Guaranteed.
If I had to pick one, it would be requirements.
It doesn't have to be a formal, excruciatingly detailed document with twenty signatures, but you have to know exactly what the customer wants and more importantly what the customer needs.
The requirements are also your first communication to the development team. How will they know what you're asking if you're not asking it clearly? At best you're at grave risk of building the wrong thing right. I'd rather have the right thing built slightly wrong.
If I were asked to choose between requirements or testing I would choose to polish up my resume. You really can’t do without either in any projects because the basic project lifecycle is:
Define Needs/Goals (AKA Requirements)
Design & Build to the requirements
Verify that you built to spec (to requirements.)
If you dont have success criteria and goals that are verifiable (and then are verified) how can you insure that you are going to succeed? And if you dont have a chance to succeed, why start the project?
I would say requirements because there always seems to be some level of "feature creep" from the client when you are developing software. Testing is one of the crucial pieces in the SDLC.
Requirements and testing are important for most projects but if you really have to pick, you should go with requirements. One of the advantages of picking requirements over testing is that, you might save some development time since the developers know what they have to build, and if the development is done with extra time in hand, you can allocate that time for testing :)
tests (feature and integration) are more important than requirements; if you can specify the tests then you have also specified the requirements, at least implictly
comments are also the developer documentation, with unit tests being the how-to 'quickstart' examples ;-)
Not sure if the requirements are referred to as an artefact or as a process. Although it is possible to skip requirements as artefact especially for smaller teams and still deliver a product, skipping requirements as process is out of question. Requirements as artefact let you model the system at cost lower than building the entire thing, do feasibility, estimates, and for a larger and more disperse team to cut communication overheads and have a common ground under the feet. Neglect the requirements and you get louse estimates (regardless if you plan a lot up front or just do a short sprint), poor idea of feasibility and possibly very inefficient communication and a lot of miscommunication.
Requirements as a process on the other hand is going to exist regardless if it is formally acknowledged or not. You cannot really exclude it, you can pretend requirements process does not exist or integrate into the design, coding, testing or into stages as late as pilot and maintenance. Obviously treating the process in this way mean it will not get fair amount of attention and resource. Consequences normally range from delivering something that is ultimately useless to having to fix the now obvious shortcomings of the product later in the development cycle or even discovering the real requirements once the product fails in the field, increasing the cost of development, defaulting on the deadlines, ruining team’s good name, destroying user confidence etc.
Testing usually boils down to validation and verification, more recently testing technology improvements let automated testing to be used as a solid tool for achieving greater efficiency in debugging and reducing time necessary for regression testing. Validation is making sure that the team has built the right product, i.e. scoped requirements are correct, not contradictory and there are no gaps. Verification on the other hand is making sure that the product is built right: no technical defects, accidental errors etc.
As we can see testing provides a safety net in the scenario where requirements were neglected. Normally as the team starts testing they need to refine their understanding of requirements and as a result modify the software. Since both requirement artefacts and software itself just represent different levels of fidelity in modelling a solution for a real life problem, and software as a model is order of magnitude more precise the testing of application evaluates requirements as well (regardless if they are implicit or explicit, formally analysed or informally communicated).
Normally the alternative to testing is to let users report a substantially larger amount of defects and shortcomings and try and fix them as part of maintenance (meaning later in product lifecycle), increasing the cost of every fix.
So requirements versus testing? Fire the manager. Ok, skip requirements if you want the project schedule slip during the testing phase and get yourself into the mess of building not what users need, skip the testing if you just need to show utter disrespect to your users.
Without requirements you don't need testing since what you end up with is exactly what was spec'd
There are categories of software that can be developed perfectly well without requirements, at least anything more than a vaguely expressed idea the length of an email.
Thing is, if you have a specific client, and a project manager, it is unlikely your software is in one of them. It's unlikely someone is specifically paying you to, say, 'make me a fun game involving a juggling monkey'.
The only category of software that can be developed without testing is failware: where your company has managed to sucker some customer into paying whether or not the software works (or if you have a really dumb customer, pay more if it doesn't work, in support and maintenance).
That's probably more likely: contracts structured so that success is less profitable than failure are still fairly common. If you think that's the case, and you want to develop working software, then consider switching to a job where your interests and your bosses are less opposed.
Without Requirements can we make a Test Plan? So We Cant do Testing even if we pick Testing instead of Requirements.
So Requirements should be Priority even if you consider Agile Testing Environment.
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Our team has a task system where we post small incremental tasks assigned to each developer.
Each task is developed in its own branch, and then each branch is tested before being merged to the trunk.
My question is: Once the task is done, who should define the test cases that should be done on this task?
Ideally I think the developer of the task himself is best suited for the job, but I have had a lot of resistance from developers who think it's a waste of their time, or that they simply don't like doing it.
The reason I don't like having my QA people do it, is because I don't like the idea of them creating their own work. For example they might leave out things that are simply too much work to test, and they may not know the technical detail that is needed.
But likewise, the down part of developers doing the test cases, is that they may leave out things that they think will break. (even subconsciously maybe)
As the project manager, I ended up writing the test cases for each task myself, but my time is taxed and I want to change this.
Suggestions?
EDIT: By test cases I mean the description of the individual QA tasks that should be done to the branch before it should be merged to the trunk. (Black Box)
The Team.
If a defect gets to a customer, it is the team's fault, therefore the team should be writing test cases to assure that defects don't reach the customer.
The Project Manager (PM) should understand the domain better than anyone on the team. Their domain knowledge is vital to having test cases that make sense with regard to the domain. They will need to provide example inputs and answer questions about expectations on invalid inputs. They need to provide at least the 'happy path' test case.
The Developer(s) will know the code. You suggest the developer may be best for the task, but that you are looking for black box test cases. Any tests that a developer comes up with are white box tests. That is the advantage of having developers create test cases – they know where the seams in the code are.
Good developers will also be coming to the PM with questions "What should happen when...?" – each of these is a test case. If the answer is complex "If a then x, but if b then y, except on Thursdays" – there are multiple test cases.
The Testers (QA) know how to test software. Testers are likely to come up with test cases that the PM and the developers would not think of – that is why you have testers.
I think the Project Manager, or Business Analyst should write those test cases.
They should then hand them over to the QA person to flesh out and test.
That way you ensure no missing gaps between the spec, and what's actually tested and delivered.
The developer's should definately not do it, as they'll be testing their unit tests.
So it's a waste of time.
In addition these tests will find errors which the developer will never find as they are probably due to a misunderstanding in the spec, or a feature or route through the code not having been thought through and implemented correctly.
If you find you don't have enough time for this, hire someone else, or promote someone to this role, as it's key to delivering an excellent product.
From past experience, we had pretty good luck defining tests at different levels to test slightly different things:
1st tier: At the code/class level, developers should be writing atomic unit tests. The purpose is to test individual classes and methods as much as possible. These tests should be run by developers as they code, presumably before archiving code into source control, and by a continuous-integration server (automated) if one is being used.
2nd tier: At the component integration level, again have developers creating unit tests, but that test the integration between components. The purpose is not to test individual classes and components, but to test how they interact with each other. These tests should be run manually by an integration engineer, or automated by a continuous-integration seerver, if one is in use.
3rd tier: At the application level, have the QA team running their system tests. These test cases should be based off the business assumptions or requirements documents provided by a product manager. Basically, test as if you were an end user, doing the things end users should be able to do, as documented int eh requirements. These test cases should be written by the QA team and the product managers who (presumably) know what the customer wants and how they are expected to use the application.
I feel this provides a pretty good level of coverage. Of course, tiers 1 and 2 above should ideally be run before sending a built application to the QA team.
Of course, you can adapt this to whatever fits your business model, but this worked pretty well at my last job. Our continous-integration server would kick out an email to the development team if one of the unit tests failed during the build/integration process too, incase someone forgot to run their tests and committed broken code into the source archive.
We experimented with a pairing of the developer with a QA person with pretty good results. They generally 'kept each other honest' and since the developer had unit tests to handle the code, s/he was quite intimate with the changes already. The QA person wasn't but came at it from the black box side. Both were held accountable for completeness. Part of the ongoing review process helped to catch unit test shortcomings and so there weren't too many incidents that I was aware of where anyone was purposely avoiding writing X test because it would likely prove there was a problem.
I like the pairing idea in some instances and think it worked pretty well. Might not always work, but having those players from different areas interact helped to avoid the 'throw it over the wall' mentality that often happens.
Anyhow, hope that is somehow helpful to you.
The reason I don't like having my QA people do it, is because I don't like the idea of them creating their own work. For example they might leave out things that are simply too much work to test, and they may not know the technical detail that is needed.
Yikes, you need to have more trust in your QA department, or a better one. I mean, imagine of you had said "I don't like having my developers develop software. I don't like the idea of them creating their own work."
As a developer, I Know that there are risks involved in writing my own tests. That's not to say I don't do that (I do, especially if I am doing TDD) but I have no illusions about test coverage. Developers are going to write tests that show that their code does what they think it does. Not too many are going to write tests that apply to the actual business case at hand.
Testing is a skill, and hopefully your QA department, or at least, the leaders in that department, are well versed in that skill.
"developers who think it's a waste of their time, or that they simply don't like doing it" Then reward them for it. What social engineering is necessary to get them to create test cases?
Can QA look over the code and test cases and pronounce "Not Enough Coverage -- Need More Cases". If so, then the programmer that has "enough" coverage right away will be the Big Kahuna.
So, my question is: Once the task is done, who should define the goal of "enough" test cases for this task? Once you know "enough", you can make the programmers responsible for filling in "enough" and QA responsible for assuring that "enough" testing is done.
Too hard to define "enough"? Interesting. Probably this is the root cause of the conflict with the programmers in the first place. They might feel it's a waste of their time because they already did "enough" and now someone is saying it isn't "enough".
the QA people, in conjunction with the "customer", should define the test cases for each task [we're really mixing terminology here], and the developer should write them. first!
Select (not just pick randomly) one or two testers, and let them write the test cases. Review. It could also be useful if a developer working with a task looks at the test cases for the task. Encourage testers to suggest improvements and additions to test sets - sometimes people are afraid to fix what the boss did. This way you might find someone who is good at test design.
Let the testers know about the technical details - I think everyone in an agile team should have read access to code, and whatever documentation is available. Most testers I know can read (and write) code, so they might find unit tests useful, possibly even extend them. Make sure the test designers get useful answers from the developers, if they need to know something.
My suggestion would be to having someone else look over the test cases before the code is merged to ensure quality. Granted this may mean that a developer is overlooking another developer's work but that second set of eyes may catch something that wasn't initially caught. The initial test cases can be done by any developer, analyst or manager, not a tester.
QA shouldn't write the test cases as they may be situations where the expected result hasn't been defined and by this point, it may be hard to have someone referee between QA and development if each side thinks their interpretation is the right one. It is something I have seen many many times and wish it didn't happen as often as it does.
I loosely break my tests down into "developer" tests and "customer" tests, the latter of which would be "acceptance tests". The former are the tests that developers write to verify that their code is performing correctly. The later are tests that someone other than developers write to ensure that behavior matches the spec. The developers must never write the accepatance tests because their creation of the software they're testing assumes that they did the right thing. Thus, their acceptance tests are probably going to assert what the developer already knew to be true.
The acceptance tests should be driven by the spec and if they're written by the developer, they'll get driven by the code and thus by the current behavior, not the desired behavior.
The Agile canon is that you should have (at least) two layers of tests: developer tests and customer tests.
Developer tests are written by the same people who write the production code, preferably using test driven development. They help coming up with a well decoupled design, and ensure that the code is doing what the developers think it is doing - even after a refactoring.
Customer tests are specified by the customer or customer proxy. They are, in fact, the specification of the system, and should be written in a way that they are both executable (fully automated) and understandable by the business people. Often enough, teams find ways for the customer to even write them, with the help of QA people. This should happen while - or even before - the functionality gets developed.
Ideally, the only tasks for QA to do just before the merge, is pressing a button to run all automated tests, and do some additional exploratory (=unscripted) testing. You'll want to run those tests again after the merge, too, to make sure that integrating the changes didn't break something.
A test case begins first in the story card.
The purpose of testing is to drive defects to the left (earlier in the software development process when they are cheaper and faster to fix).
Each story card should include acceptance criteria. The Product Owner pairs with the Solution Analyst to define the acceptance criteria for each story. This criteria is used to determine if a story card's purpose has been meet.
The story card acceptance criteria will determine what automated unit tests need to be coded by the developers as they do Test Driven Development. It will also drive the automated functional test implemented by the autoamted testers (and perhaps with developer support if using tools like FIT).
Just as importantly, the acceptance criteria will drive the automated performance tests and can be used when analyzing the profiling of the application by the developers.
Finally, the user acceptance test will be determined by the acceptance criteria in the story cards and should be designed by the business partner and or users. Follow this process and you will likely release with zero defects.
I've rarely have heard of or seen Project Managers write test cases except for in the smaller teams. In any large,complex software application have to have an analyst that really knows the application. I worked at a mortgage company as a PM - was I to understand sub-prime lending, interest rates, and the such? Maybe at a superficial level, but real experts needed to make sure those things worked. My job was to keep the team healthy, protect the agile principles, and look for new opportunities for work for my team.
The system analyst should review over all test-cases and its correct relation with the use-cases.
Plus the Analyst should perform the final UAT, which could be based on test-cases also.
So the analyst and the quality guy are making sort of peer-review.
The quality is reviewing the use-cases while he is building test-cases, and the analyst is reviewing the test-cases after they are written and while he is performing UAT.
Of course BA is the domain expert, not from technical point of view. BA understands the requirements and the test cases should be mapped to the requirements. Developers should not be the persons writing the test cases to test against their code. QA can write detail test steps per requirement. But the person who writes the requirement should dictate what needs to be tested. Who actually writes the test cases, I dont care too much as long as the test cases can be traced back to requirements. I would think it makes sense that BA guides the testing direction or scope, and QA writes the granular testing plans.
We need to evolve from the "this is how it has been done or should be done mentality" it is failing and failing continuously. The best way to resolve the test plan/cases writing issue is that test cases should be written on the requirements doc in waterfall or the user story in agile as those reqs/user stories are being written. This way there is no question what needs to be tested and QA and UAT teams can execute the test case(s) and focus time on actual testing and defect resolution.
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As a developer I often release different versions of applications that I want tested by users to identify bugs and to confirm requirements are being met.
I give the users a rough idea of what I have changed or new features that need testing, but this seems a bit slap-dash and not very well strucutured.
I'd like to know what approaches or procedures others take when asking for UAT during iterative development.
Thanks.
I find that writing test scripts is increadibly time consuming, often longer than the time taken to put the fix into place. With the large volume of work we do here we just don't have the time to create effective testing scripts.
With our changes we push the testing through two levels, applicaiton support and business acceptance. It is our hope that with a technical approach and a business approach that most of the aspects of the change will be tested. To let them know what they should test we attach a list of actions that have been effected by the change (Adding a product, Removing a product, Editing a product).
This coupled with a strong unit testing approach is the best approach to a high volume environment in my opinion.
User Stories or Use Cases might be what you are looking for, how did you decide on the change in the first place and how did you specify it. If you write up a little story, or bigger a actual structured use case you can use it as the specification for your change and then the users can test against that story to see whether the implementation matches the description.
Generally I create a script in excel with each feature list and an "Expected Result" and "Actual Result" column, with the Expected Result column filled out with what should transpire. For my own use I include a column that is the id of the item. This corresponds with the Task Id from Team System or the WSB from the project plan created
You're seeking an efficient and effective way to conduct UAT in a structured manner. I highly recommend using a pairwise or combinatorial test design approach. I have used this approach in more than 2 dozen proof of concept projects and found that, as compared to traditional methods of identifying test cases manually, this approach consistently leads to dramatically more defects being found per tester hour. In fact, on average, as reported in a recent IEEE Computer article I co-wrote, we found 2.4 X as many defects per tester hour on average.
The approach is described in the video here. Apologies if this appears to be an "use my tool" plug. I don't mean it to be. It is the approach that will deliver dramatic benefits, not the specific tool you choose to use to design your tests. James Bach also offers a free tool called AllPairs on his satisfice.com site. My point is that using any such tool will generate dramatically superior results because these tools are designed to generate maximum coverage in a minimum number of tests. They avoid repetition; in addition, they automatically identify and close potential gaps in coverage that manual test case identification methods will fail to close.
While it might be counter-intuitive that a tool like Hexawise would be able to identify (in seconds) the UAT test cases that should be run better than testers would be able to identify and document (in days), it is nevertheless true. Try it for yourself. Have one UAT tester on your team execute 20 end-to-end "black box" or "gray box" tests that are created with Hexawise and have other testers test what they usually would. I would bet good money that the tester executing the 20 Hexawise tests would find many more defects per tester hour (and would find "important" as well as "unimportant" defects).
It is a shame that these kinds of methods aren't much better known in the testing community outside of a relatively sophisticated group of testers who take the time to read books like Lee Copeland's book on test design methods. Pairwise and combinatorial methods work consistently, they deliver enormous improvements in efficiency and effectiveness, and they are quite easy for testing teams to start using immediately.
Justin (Founder of Hexawise)