Connecting Testing Success to Business Success
When quality professionals address siloed workflows, they’re usually discussing the “throw code over the fence” mentality that continues to have developers and quality teams disconnected. These siloes often end in product delays and last-minute scrambles to fix software bugs, creating unnecessary stress for almost everyone in the organization.
But there’s another persistent silo that also hinders full quality engineering and DevOps selection: the disconnect between testing success and business success. Though software testers are the in-house product specialists and best positioned to support the end-user throughout development, their expertise is often hidden in the amount of data generated by testing. As quality teams take on a leading role in managing product quality, testers require solutions and metrics that can conduct the quality conversation all the way into the C-suite.
When to start testing
The timing of product testing is very necessary. “You require to do quite a lot of work at the idea generation stage,” suggests Covey. “Most products begin as a huge melting pot of ideas before they become completely formed. That’s when you should begin testing. You have to screen those initial ideas.”
There are many portions to consider. You require to research the technical feasibility of building the product and discover what the costs are. At the same time, you require to talk to consumers to find out what they think of the product and how much they’d be ready to pay for it. Also, ask yourself, does it fit with the rest of your business? And do you hold the right support from third parties such as dealers or suppliers?
“Pre-market testing studies the product from all sides: business, technical and financial,” describes Covey. “This pre-development stage is very valuable. You have to look at the product from all aspects. The specification will be continually evolving. You might have to sacrifice one thing for another.”
In modern business, a statistic is worth a thousand words. The first move to breaking down the silo between testing success and business success is learning what other teams are concerned about, what metrics can follow those concerns, and where testing data can be used to develop a case for why testing success adds to business success.
The development team is the quality leader’s dearest partner and the best place to begin when building a case for the significance of testing success. These leaders are most likely bothered with product velocity, the number of bugs caught in production, as well as the severity of those errors. They’re also concerned with DevOps adoption, handling digital transformation, and how test automation can be used during the development process.
As the eyes and ears of bug hunting, QE is in an excellent position to track and manage these problems in tandem with engineering, raising the importance of testing in the complete product division and connecting their work with better outcomes for the entire team.
QE data aims that resonate with engineering leaders:
- Number of bugs detected
- What stage of development bugs are caught
- The severity of the errors
- How the team is improving over time to decrease or resolve defects
Engineering leadership teams are also bothered with morale and overall job satisfaction among developers, especially as more companies have open discussions about mental health and work/life balance. Software testing offers directly to managing team stress, especially as more companies embrace a shift-left strategy that assures defects are caught earlier in the development cycle.
It’s obvious that better collaboration between QE and engineering makes release days simpler for everyone. Testing quantifies the status of each release, decreasing the stress on release days and increasing team morale even as the number of releases increases.
Sales, Marketing, And The CEO
On the other side of the company: sales, marketing, and the CEO, all of whom are concerned with consumer satisfaction, growth potential, and the product roadmap. The modern customer now estimates their digital experience the make-or-break portion in their purchasing choices, including industries like financial services, insurance, and healthcare that weren’t recognized for their customer-centric method. That suggests the C-suite in every industry that utilizes software to connect with users (also known as every industry) is now having an even closer eye on the digital consumer experience.
Testing strategy and the quality teams that handle product quality are the best defense against a poor consumer experience. The better a product is examined before each release, the less likely it is that a consumer is confronted by the dreaded 404 page.
Working with consumer success and marketing, quality teams can simply connect testing success to consumer satisfaction with metrics like:
- Number of issues reported by consumers
- Time spent on a website or app
- Customer sentiment
- Number of referrals from existing consumers
However, consumer satisfaction isn’t just their current experience, but also how fast a product can grow to satisfy their needs. Being able to reduce sprint times, release new code more often, and completely test new features is important to ensure customers continue to love a product. The better every new release is, the more testing can demonstrate their worth to the C-suite as they follow company growth and customer loyalty.
Making the most of test data
Test data is an increasingly important resource that can be directly attached to an organization’s ability to innovate quicker, keep a positive working environment, and create a loyal customer following. By collaborating over the product team as well as with marketing and consumer success, quality leaders can combine testing success with business success, assuring that quality engineering remains a fundamental part of DevOps adoption and software innovation.
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