We have all been there, on a project where the inevitable has happened. You guessed it, the code is late into testing, delivered at the 11th hour. Entry criteria has come under threat and possibly been ignored completely. Your test environment has been delivered but remains unproven as the code has not been available. The Project Manager has been harassed by the business stakeholders for the development delay and is not interested in your problems. IT Management are pressing to see the project delivered on time and to top it all, Marketing have arranged for a campaign launch to occur on the prescribed delivery date. As the Test Manager, you are now the primary obstacle to go live; the success of the project is resting on your shoulders. Oh yes, and your six week testing window has been reduced to four.
This is the stress (no pun intended), of the test execution phase. Not only are you now required to think out of the box in order to complete the testing, but you must also be thinking at a far wider level than just testing. There are actions that can be taken at a project level which can make a massive difference to the work of the testers.
Let’s start by looking at this from the wider perspective. I remember a situation on a very early project I was managing. Sat in a project progress meeting and being asked how we could test with an execution window reduced from four weeks to two. I dug my heels in and refused to budge, resulting in a separate meeting immediately afterwards with the PM, being instructed that this was not the right course of action and getting some early tuition in the art of testing.
