whole story? Are the requirements documents you’ve been given the most reliable source of information about the system? Where else should you look? Who else should you talk to?
I took the examples for this article from big projects, but the lessons apply to projects of any size, whether you’re managing an enterprise end-to-end test or you’re the sole tester on your project team.
Never believe everything you’ve been told. Don’t accept that what you’ve been given is everything you need. Your success—and that of your project—depends on your healthy, professional skepticism.
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About the author
Fiona Charles is a Toronto-based test consultant and manager with thirty years of experience in software development and integration projects. Fiona is the editor of The Gift of Time, featuring essays by consultants and managers of various professions about what they've learned from Gerald M. Weinberg. Through her company, Quality Intelligence, Inc., Fiona works with clients in diverse industries to design and implement pragmatic test and test management practices that match their unique business challenges. Her experiential workshops facilitate tester learning by doing, either on the job or at conferences. Contact Fiona via her Web site at www.quality-intelligence.com.
