Sunday, March 11, 2018
Building a relationship with developers
At a conference talk, I again haphazardly shared the idea of not writing bug reports. I call it haphazard, because I my talk was about increasing your impact as a tester, and it was just one of the “try this” solutions I shared. But it is one that rocks people’s world and beliefs, makes them approach me with disbelief and even come off as attacking me for having an experience and sharing it.
In all these interactions, I found a lot of value for me, in recognizing how the environments I habitate and set up things can be different. While “stop writing bug reports” is the thing I say, what is really behind that is the idea of starting to pay attention to cost - value structure of your work, with particular focus on opportunity cost. Each one of us has more power to decide on what we do and how we do it than we realize. If we are asked to execute preplanned test case and a manager asks us which ones did we execute at the end of each day, we are more constrained that I believe great testing should ever be. Yet even in that setting, we can choose the level of focus we exert on each of the tests. We can add emphasis on some, quickly browse through others and add our own ideas in between the lines. If we book a meeting with ourselves for an hour to practice using tools and approaches that don’t fit into our normal day, most organizations don’t even notice. And instead of asking permission for this all, think of it as possibility to ask for forgiveness - but only if it is needed.
The environments I habitate are essentially different. It’s been years since anyone told me specifically what I need to do, and what is my next task. Even the constraints that appear to be in place may not be real. But what is very real is the sense of responsibility and continuous value delivery. I know what good and better results could look like. And I know I don’t know how to get to the best results, without experimenting.
So I experiment with stopping bug report writing. I end up working my first year in an organization, where on another business line a colleague is being scolded for lack of “evidence of value” saying they don’t write enough bug reports and since they don’t automate or review automation, they are not visible in the pull requests either. The number of Jira tickets I raise in the whole year can be counted with my two hands fingers. Yet the number of issues I find, address and get fixed is different.
It isn’t easy to say to myself to take the harder route and go talk to the developer who could fix this, and seek actively a way to get a decision on it on the spot - it either matters (and we fix it now) or it doesn’t matter (and we fix it when we realize it matters coming back from the users). Delivering continuously supports - even enables - this way of working because you cannot leave issues of relevance around without them impacting the users, very soon.
The not easy route is rewarding though. In those moments where I used to enjoy my private time writing a bug report I could be proud of later (that never warranted for such care and love for any other reason that being the evidence of “me”), I’m building a relationship with the developer that I need so that my work has real impact. I learn more in that interaction. I have chances of getting my message across better. And more often than without, the bug turns not only into a fix but a unit tests too, in that little collaboration we end up having.
When I need to choose time to writing a bug report and time to communicate bug report in a way that creates a better relationship, I stretch for the latter. Not because it is comfortable (it isn’t, sometimes the reactions are downright mean) but because it makes us and our software better.