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大厂百人软件测试团队负责人讲如何带团队(上)

软件测试团队第一步我们需要做的是定目标,如果团队里有成员不清楚团队目标,那大家的力量就没有办法往一边使。

我们测试部的目标一共分为六大类,系统可用性、提能增效、影响力持续打造、组织发展健康度、持续创新、横向协作。针对系统可能性我们又拆分了很多子目标,最后会把这些目标细化到关键结果。

软件测试团队管理

第二部分是定好目标之后,如何达成我们的目标?下图中的上半部分是按照人员的角色进行的划分,有测试开发、业务测试、质量委员会和虚拟组织。

软件测试团队管理

测试开发的责任是为业务测试赋能、为质量护航、与行业共进。业务测试的责任是保障产品质量、提升产研效率、建立质量文化。大家都知道产品的质量并不是只靠测试这一个角色才完成的,所以建立质量文化也是需要做的事情。


质量委员会是由各个业务部门的测试专家组成的一个组织,责任是经验沉淀推广、制定测试体系、对接横向组织。虚拟组织我们目前有培训的虚拟组织、建立文化的虚拟组织和探索测试的一些虚拟组织,需要做的是整合资源、团队建设和组织发展。


下面部分是不同角色设置的目标,每个角色的目标不一样,但是有一部分目标是大家都有的,比如说测试开发会有优化代码覆盖率的目标,业务测试也有代码覆盖率的目标,质量委员会也会有覆盖率相关的目标。虽然大家是不同的角色,在不同的部门工作,但是有一些目标会由多个角色、多个部门来承接,大家共同向着同一个目标发力,实现目标。

 

后面的文章我们会继续为大家介绍软件测试团队如何聚人心、搭舞台、开通道,以及软件测试工程师的敏捷能力模型,欢迎大家继续关注。