原链接

翻译内容

Summary(摘要):

正文

1. Performance appraisal based on bug counts(根据缺陷数量的绩效评估)

2. Test suite pass and fail percentages(测试套件通过和失败百分比)

3. Signoff by the testing team(测试团队签字)

关于作者

自己的一点心得

原链接

https://www.stickyminds.com/article/3-testing-practices-we-should-all-stop

翻译内容

By Ajay Balamurugadas - February 25, 2019( Ajay Balamurugadas 写于2019年2月25日)

Summary(摘要):

Testing evolves, and it becomes clear that some concepts we’re all used to doing are no longer applicable today. It’s important to periodically take stock of our testing practices and cull the ones that no longer make sense—or are downright harmful. Here are three common testing practices it’s in our best interests to stop doing.

测试不断发展，很明显，我们以前所做的一些概念今天已不再适用。重要的是要定期评估我们的测试实践，并剔除那些不再有意义或彻底有害的测试实践。以下是三种常见的测试实践，我们最佳的做法是不再使用它们。

正文

The software industry has gone through many innovations and evolutions. There have been multiple models, cycles, and frameworks, like waterfall, the V-Model, agile and its several variations, and more.

软件行业经历了许多创新和演变。有多个模型，周期和框架，如瀑布，V模型，敏捷及其多种变体等等。

There have been attempts to standardize testing as well, but they have been protested by the testing community. Testers believe it’s a good thing that there are no standards, and they practice many forms of testing, including testing in production, session-based test management, exploratory testing, and test- and behavior-driven development.

已经有了一些测试标准化的工作，但是它们并不被测试社区认可。测试人员认为没有标准是一件好事，他们会进行多种形式的测试，包括生产测试，基于会话的测试管理，探索性测试，以及测试和行为驱动的开发。

But even with diverse practices, testing evolves, and it becomes clear that some concepts we’re all used to doing are no longer applicable today. It’s dangerous to keep doing something just because it’s the way we’ve always done it, so it’s important to periodically take stock of our testing practices and cull the ones that no longer make sense—or are downright harmful.

但即使采用不同的实践，测试也在不断发展，很明显，我们以前习惯做的一些概念今天已不再适用。继续做之前一直在做的某些事是危险的，所以定期评估我们的测试实践，并剔除那些不再有意义或彻底有害的测试实践是很重要的。

Here are three common testing practices it’s in our best interests to stop doing.

以下是三种常见的测试实践，我们最佳的做法是不再使用它们。

1. Performance appraisal based on bug counts(根据缺陷数量的绩效评估)

If testers are judged by the bugs filed and fixed, the focus is no longer on better quality for the product. People are now more worried about how many bugs were found, and goal displacement comes into picture.

如果根据提交和修复的错误来评估测试人员，那么工作的重点将不再是产品的质量更好。人们现在更担心发现了多少缺陷，目标就会出现错位。

Testers start filing easy-to-find bugs or creating multiple bug reports for each platform, and developers start rejecting bugs as hard to replicate or not a bug. The tester who was spending considerable time designing a good test for one critical bug is now hunting for the low-hanging fruit. The developer who was designing a long-term solution to make a more robust product is now applying short-term fixes for low-severity bugs.

测试人员开始提交容易发现的错误或为每个平台创建多个错误报告，开发人员开始拒绝难以复现或不存在的错误。需要花费大量时间来找一个关键bug的测试人员，现在正在寻找浅显的缺陷了。正在设计长期解决方案，以让产品更健壮的开发人员，现在在花时间修复低严重性的缺陷，以期望短期修复。

Bug count alone never tells the complete story. Replace the word “bug” with “idea” and the concept is clearer: One person has five ideas and another has two ideas. Does that mean the one with five ideas is the better tester or programmer? Without understanding what the bugs are, or the complexity of finding or fixing them, we cannot come to good conclusions.

单独的错误统计从未说明完整的故事。将“bug”改为“idea”，概念更清晰：一个人有五个想法，另一个有两个想法。这是否意味着有五个想法的人是更好的测试人员或程序员？如果不了解缺陷是什么，或者发现或修复它们的复杂性，我们就无法得出好的结论。

So, how do we appraise testers’ performance now?

那么，我们如何评估测试人员的表现呢？

First, it’s a good idea to talk to the tester and create a plan for the skills that will help both them and the company. If the tester has never tested a mobile app and your team might need a mobile app tester in the coming months, this can be a good opportunity for everyone.

首先，与测试人员交谈并制定有助于他们和公司的技能的计划是个好主意。如果测试人员从未测试过移动应用程序，并且您的团队在未来几个月可能需要移动应用程序测试人员，那么这对每个人来说都是一个很好的机会。

If you want to quantitatively gauge testers’ skills, you can still measure them. Just be as specific as possible in listing out what activities the tester should be able to perform and assign a mutually agreed upon timeline to it. For example, the tester should be able to find bugs at UI, database, and server levels, to use tools like X, Y, and Z, and to perform the following actions.

如果您想定量评估测试人员的技能，您仍然可以评估它们。尽可能具体地列出测试人员应该能够执行哪些活动，并为其分配双方商定的时间表。例如，测试人员应该能够在UI，数据库和服务器级别找到错误，可以使用如X，Y和Z等工具，并执行以下操作。

These kinds of goals focus on the tester’s learning and skills instead of a narrow focus on a specific attribute. It might be more time-consuming than just focusing on bug counts, but it is more valuable and improves both the individual and the company.

这些目标专注于测试人员的学习和技能，而不是狭隘地关注特定指标。它可能比仅关注错误统计更耗时，但它更有价值并且对个人和公司都有利。

2. Test suite pass and fail percentages(测试套件通过和失败百分比)

Any tester who has found a few bugs knows that the majority of bugs are found when deviating from the script. Yet teams spend a lot of time scripting the test cases well before interacting with the product. A single test can be a pass on one condition and fail on multiple other undocumented conditions. You can even have a 95 percent pass rate and still have a hundred bugs to be fixed.

任何发现一些错误的测试人员都知道，在不用脚本时会发现大多数错误。然而，在与产品交互之前，团队花费大量时间编写测试用例脚本。单个测试可以在一种条件下通过，并且可以在多个其他未记录的条件下失败。您甚至可以获得95％的通过率，并且仍然需要修复一百个错误。

Writing out all the test scenarios and having a test case for every bug is not a great idea. The funnier part is when decisions are based on pass/fail percentage alone. Teams rely on these percentages, but it’s a false hope.

写出所有测试场景并为每个bug编写一个测试用例并不是一个好方法。更有趣的部分是仅基于通过/失败百分比来决策。团队依赖这些百分比，但这是一个错误的做法。

We would do better if we get rid of the pass/fail percentage and focus on the confidence given by the teams. We can use low-tech dashboards and have subjective assessments in terms of coverage (blocked, sanity, deep) and confidence (low, average, good) and debrief based on the combinations. We should move away from asking how many tests pass and how many tests fail and start asking, “Is there a problem here?”

如果我们摆脱通过/失败百分比，并专注于团队给予的信心，我们会做得更好。针对覆盖范围（阻塞，一般，深度）和置信度（低，平均，良好），并结合汇报，我们可以使用低技术含量的黑板，进行主观评估。我们应该放弃询问有多少测试通过，以及有多少测试失败，并开始问：“这里有问题吗？”

I’ve started sharing my dashboard with a list of features and what problems existed in each feature. This lets us know what’s stopping us from releasing a feature and whether we have covered the critical use cases.

我已经开始用黑板共享一系列功能以及每个功能中存在的问题。这让我们知道是什么阻止我们发布一个功能，以及我们是否已经涵盖了关键用例。

3. Signoff by the testing team(测试团队签字)

It is well known that quality is everyone's responsibility. Testers can attest for their share of quality alone, but they cannot assure quality for the entire product. Still, the project team expects the testing team to give a signoff after the testing cycle.

众所周知，质量是每个人的责任。测试人员可以单独证明他们的质量部分，但他们无法保证整个产品的质量。尽管如此，项目团队还是希望测试团队在测试周期之后给出一个最终签字。

There are multiple ways the quality of the product can be assured, but it would need a whole-team approach:

可以通过多种方式确保产品质量，但需要采用一种整体团队的方法：

Everyone agrees for a common definition of acceptable quality and has measurable checkpoints to ensure them 每个人对可接受质量有共同定义，并有可衡量的检查点来确保它们
Every team is accountable for their share of the quality and takes measures to ensure that the deliverable meets quality standards 每个团队都对其质量部分负责，并采取措施确保产品交付符合质量标准
The barriers between roles are broken and specialists work together as one team and assist each other 打破角色之间的障碍，专家们作为一个团队一起工作，互相帮助
Everyone's unique strengths are used to create a winning team culture and everyone owns quality 每个人的独特优势都被用来创造一个成功的团队文化，每个人都有自己的风采

When a representative from every team is involved in the decision-making and can view the testing results, we can be more collaborative and stop playing blame games. The test ideas are reviewed by the developer and business analysts, and the unit testing is done by the development teams and the user acceptance testing is done by the business analysts. This ensures that everyone is now aware of the product quality and the decision to release is a shared one. Both the development and testing teams give input to the product owner and business analysts, and the final decision rests with the product owner. The testing team does not own the signoff.

当每个团队的代表参与决策并可以查看测试结果时，我们可以更加协作，并停止玩责备游戏。测试创意由开发人员和业务分析师审核，单元测试由开发团队完成，用户验收测试由业务分析师完成。这确保了当下每个人都知道产品质量，并且发布的决定是共享的。开发和测试团队都向产品所有者和业务分析师提供意见，最终决策权归产品所有者所有。测试团队不拥有签收权。

I have just scratched the surface of improving the test process by highlighting the three concepts I feel should be abolished. What applies to your context, and which practices or concepts have you already dropped from your routines?

通过强调了我认为应该废除的三个概念，从而改善了测试过程。什么适用于您的具体项目，以及您已经从日常工作中删除了哪些实践或概念？

关于作者

Ajay Balamurugadas, goes by the handle ‘ajay184f’ in the testing community and is continuously re-inventing his testing methodology. He co-founded Weekend Testing - a worldwide movement for skilled testing, authored six small books under the theme "What If" downloadable at his blog http://EnjoyTesting.blogspot.com. His latest book is available at www.leanpub.com/50mistakes. His friends associate the terms - 'Change Agent, Idea Man, Motivational' to him. He tweets under @ajay184f and loves to have long conversations on software testing and life in general.

Ajay Balamurugadas，在测试社区中使用'ajay184f'，并不断重新发明他的测试方法。他共同创办了Weekend Testing--一个全球性的技能测试运动，在他的博客http://EnjoyTesting.blogspot.com上以“What If”为主题撰写了六本小书。他的最新力作可在www.leanpub.com/50mistakes上找到。他的朋友将他描述为 - “变革促进者，创新者，富有激励的”。他在@ ajay184f下发推文，喜欢在软件测试和生活方面进行长时间的对话。

自己的一点心得

Signoff by the testing team(测试团队签字)。这一点十分同意，实际项目中也在向产品同学、研发同学普及这个认知。这需要整个团队的共同努力，才能保证质量。尽管实际项目中，大家站在各自的角度，都会对质量保证有不同的理解，但在发生故障后，片面地指责某一方，或互相推诿扯皮，这只能证明团队人员并没有形成”质量保证人人有责“的共识。
自动化的通过率、失败率，甚至对代码的覆盖率，并不能直接说明问题，关键还是要看对上线质量的把控，和效率的确切提升。

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我们都应该停止三种测试实践

原链接

翻译内容

Summary(摘要):

正文

1. Performance appraisal based on bug counts(根据缺陷数量的绩效评估)

2. Test suite pass and fail percentages(测试套件通过和失败百分比)

3. Signoff by the testing team(测试团队签字)

关于作者

自己的一点心得

我们都应该停止三种测试实践相关推荐

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