Some friends of mine call this approach “acceptance test-driven development,” and I am inclined to agree. The problem comes when we compress a complex subject (this article barely scratches the surface) to four or five words. When I am in a hurry and try to compress a test strategy without discussing the environment, team, operational risks, and detailed tactics, the person to whom I’m explaining makes assumptions, often speculating that my environment is like his own. And, of course, those ideas may not be appropriate in that context, which can create needless arguments and confusion.
My main point is that it is time for us as a community to move the conversation forward and talk about strategy—not through patterns, abstractions, and labels, but by digging into details. We must understand the how, whys, and risks that make a strategy appropriate.
If you would like to join me and have a story to tell, then I would like to hear it. Let’s talk about what you are doing, why you are doing it, the tradeoffs involved, and how it is working for you. Please, leave a comment and tell me about it.