Skip to main content

Me and My Bestimates


As Test Manager I fit my team's work into multiple overlapping project schedules which are not under my control. The schedules have, as you might expect, multiple constraints that operate simultaneously, such as:
  • end dates or other milestones
  • dependencies on other parts of the schedule or other schedules
  • level of effort we are able or prepared to commit to different tasks in absolute terms (e.g. contractually) or in relative terms (e.g. based on perceived risk)
  • methodology; different teams in Linguamatics operate different development methodologies, and we work with non-development teams too
  • desired quality level (whatever that means in any given case)
Scheduling in this environment is a challenge even without the wildcard that is the unknowns; the stuff you find out as you go and the contexts that change under your feet.

To do my best to provide the service my (most often internal) clients want - which generally includes some kind of estimate, even if there is little at times to base it on or anchor it to - I think I need a few things, including some model of:
  • the resources that I have or will have available
  • the status of the projects that are ongoing
  • the relative importance of projects to one another
To best provide a framework for my team I think I need a few more things, including:
  • transparency of decision-making
  • clarity of current priorities
  • visibility of actions aimed at improvement
In an attempt to achieve these ends (amongst others) I maintain a spreadsheet that records pieces of work over a certain granularity. The definition of granularity isn't very scientific: if a project feels "worth tracking" then it gets in; if a tester feels they'd like it tracked then it gets in; if it has the feeling of something that might blow up then it gets in. I update and publish this to an internally public location every week, with a short summary of significant changes and various charts showing how we're spending time in various dimensions which I use to analyse how we're working and what changes we might experiment with. (I am a practitioner of and believer in Open Notebook Testing and openness and responsiveness generally.)

For most projects that we decide to track, the tester or testers on a project, and/or me, will pick some initial budget. (There are some exceptions which I'll touch on later.) The budget is based on all sorts of factors, such as those mentioned above and those summarised by George Dinwiddie in Estimating in Comparison to Past Experience  and attempts to take uncertainties into account.

I view the budget as a kind of "top-down" number. It (a) fits into and influences the global scheduling and (b) provides implicit guidance to the testers about the time they have available to test given what we know now. It is part of the project context for them, and should constrain testing in the way that other aspects of that context do.

As work proceeds, testers report the time spent on each project along with their current estimate for the remaining work. I view this as a "bottom-up" number. It (a) invites the tester to think at a level higher than immediate action, to step back, to defocus, to prioritise and (b) provides feedback to me and the bigger scheduling headache.

Some projects are more top-down: for example a piece of work which is set up in a time-box. Some projects are open-ended and bottom-up: for example an investigation into a live support issue. Most projects sit somewhere in between. Projects which are entirely bottom-up will often start with a phase where no explicit budget is set and no estimate is made; instead we'll just record time spent. At some point we'll either reach the end of the investigation, the end of the availability of the tester (in which cases work stops) or some point where we feel we understand enough to set a budget.

Because many of our projects tend to be more schedule-bound, our default position tends to be to assume that project work consumes the budget and then stops and that the tester will reprioritise based on this as necessary. However, frequently something happens on a project that affects the tester's estimate - the feature turns out to be more solid or less complex than we expected; we were able to do more work in unit testing than we anticipated; there's some horrible interaction with another piece of our application that no-one expected. In this case, we will talk about the current budget and the differences between it and the new estimate and what impacts there would be of changing the budget, or not. Some for-instances:
  • the tester discovers that there's some area we didn't think needed testing but actually does and increases their estimate to accommodate it. I might decide, on a schedule basis, that more time is not available, so the budget does not change, and the question becomes one of balancing risk inside the existing budget. Future estimates for this project will need to take this decision into account. 
  • the tester discovers that the implementation is missing some behaviour that the company deems is critical. It will require investigation and retest so they increase their estimate to accommodate that work. I agree that this is important and we increase the budget to provide more time. (And I deal with the global scheduling impact.)
  • I find that there is more time in the schedule, perhaps because something else got cancelled. I tell a tester who previously wanted time for some piece of work that is it now available and increase the remaining budget for that work.
  • I am told that we need to complete work on some project earlier than previously understood and I reduce the budget on it, prompting a discussion about how best to proceed (with the usual iron triangle to constrain us).
What's crucial here is that the discussion can be opened at any point, by either side, should circumstances make that necessary or desirable or even just a sensible precaution. And any negotiation can and does include other stakeholders.

The budget and and estimates mutually constrain one another and contribute uncertainties at their different granularities. They mix science and instinct, planning and gut; known and unknown; they're guesstimates. They go well together, they bounce off each other, they influence one another and reflect one another, they're like best mates; they're bestimates you might say, although I never do.

In some sense I think of them as a simple interface between the complexities at the test level and complexities at the management level. Compressed down into a single number they naturally lose information but, when more information doesn't need to be shared (essentially we are on-track relative to the most recent conversation), that is sufficient and indeed efficient. Having a communication channel open for when more needs to be shared is, as I've just said, crucial. And I'll say it again: available channels of communication are absolutely crucial.
Image: https://flic.kr/p/6my3Gn

Notes

The approach described is a high-level sketch of the process that has evolved over time to try to manage competing constraints and requirements of the kinds that I mentioned at the top. And it continues to evolve to meet new constraints or ideas. If it stops meeting my needs, I'll stop using it.

We use the same spreadsheet and reporting mechanism to record time spent on ongoing team-level tasks which we then use to project future levels of effort, or identify trends or that there may be a problem we need to look into.

What I've written here leaves out a lot of detail in and around what we do, including how we decide what work to do in any given case, the existence of peer review (so there are other eyes on the work), the help I get from my team in spotting bugs in what I've done, questioning why I do it - which is how this particular post came about - or suggesting improvements, the importance of trust on both sides, and the importance of testers being empowered and supported in their work.

Edit: David Hansson of Basecamp covered some similar ground in Drive Development With Budgets Not Estimates.

Comments

Popular posts from this blog

Meet Me Halfway?

  The Association for Software Testing is crowd-sourcing a book,  Navigating the World as a Context-Driven Tester , which aims to provide  responses to common questions and statements about testing from a  context-driven perspective . It's being edited by  Lee Hawkins  who is  posing questions on  Twitter ,   LinkedIn , Mastodon , Slack , and the AST  mailing list  and then collating the replies, focusing on practice over theory. I've decided to  contribute  by answering briefly, and without a lot of editing or crafting, by imagining that I'm speaking to someone in software development who's acting in good faith, cares about their work and mine, but doesn't have much visibility of what testing can be. Perhaps you'd like to join me?   --00-- "Stop answering my questions with questions." Sure, I can do that. In return, please stop asking me questions so open to interpretation that any answ...

Can Code, Can't Code, Is Useful

The Association for Software Testing is crowd-sourcing a book,  Navigating the World as a Context-Driven Tester , which aims to provide  responses to common questions and statements about testing from a  context-driven perspective . It's being edited by  Lee Hawkins  who is  posing questions on  Twitter ,   LinkedIn , Mastodon , Slack , and the AST  mailing list  and then collating the replies, focusing on practice over theory. I've decided to  contribute  by answering briefly, and without a lot of editing or crafting, by imagining that I'm speaking to someone in software development who's acting in good faith, cares about their work and mine, but doesn't have much visibility of what testing can be. Perhaps you'd like to join me?   --00-- "If testers can’t code, they’re of no use to us" My first reaction is to wonder what you expect from your testers. I am immediately interested ...

The Best Programmer Dan Knows

  I was pairing with my friend Vernon at work last week, on a tool I've been developing. He was smiling broadly as I talked him through what I'd done because we've been here before. The tool facilitates a task that's time-consuming, inefficient, error-prone, tiresome, and important to get right. Vern knows that those kinds of factors trigger me to change or build something, and that's why he was struggling not to laugh out loud. He held himself together and asked a bunch of sensible questions about the need, the desired outcome, and the approach I'd taken. Then he mentioned a talk by Daniel Terhorst-North, called The Best Programmer I Know, and said that much of it paralleled what he sees me doing. It was my turn to laugh then, because I am not a good programmer, and I thought he knew that already. What I do accept, though, is that I am focussed on the value that programs can give, and getting some of that value as early as possible. He sent me a link to the ta...

Beginning Sketchnoting

In September 2017 I attended  Ian Johnson 's visual note-taking workshop at  DDD East Anglia . For the rest of the day I made sketchnotes, including during Karo Stoltzenburg 's talk on exploratory testing for developers  (sketch below), and since then I've been doing it on a regular basis. Karo recently asked whether I'd do a Team Eating (the Linguamatics brown bag lunch thing) on sketchnoting. I did, and this post captures some of what I said. Beginning sketchnoting, then. There's two sides to that: I still regard myself as a beginner at it, and today I'll give you some encouragement and some tips based on my experience, to begin sketchnoting for yourselves. I spend an enormous amount of time in situations where I find it helpful to take notes: testing, talking to colleagues about a problem, reading, 1-1 meetings, project meetings, workshops, conferences, and, and, and, and I could go on. I've long been interested in the approaches I've evol...

Not Strictly for the Birds

  One of my chores takes me outside early in the morning and, if I time it right, I get to hear a charming chorus of birdsong from the trees in the gardens down our road, a relaxing layered soundscape of tuneful calls, chatter, and chirrupping. Interestingly, although I can tell from the number and variety of trills that there must be a large number of birds around, they are tricky to spot. I have found that by staring loosely at something, such as the silhouette of a tree's crown against the slowly brightening sky, I see more birds out of the corner of my eye than if I scan to look for them. The reason seems to be that my peripheral vision picks up movement against the wider background that direct inspection can miss. An optometrist I am not, but I do find myself staring at data a great deal, seeking relationships, patterns, or gaps. I idly wondered whether, if I filled my visual field with data, I might be able to exploit my peripheral vision in that quest. I have a wide monito...

ChatGPTesters

The Association for Software Testing is crowd-sourcing a book,  Navigating the World as a Context-Driven Tester , which aims to provide  responses to common questions and statements about testing from a  context-driven perspective . It's being edited by  Lee Hawkins  who is  posing questions on  Twitter ,   LinkedIn , Mastodon , Slack , and the AST  mailing list  and then collating the replies, focusing on practice over theory. I've decided to  contribute  by answering briefly, and without a lot of editing or crafting, by imagining that I'm speaking to someone in software development who's acting in good faith, cares about their work and mine, but doesn't have much visibility of what testing can be. Perhaps you'd like to join me?   --00--  "Why don’t we replace the testers with AI?" We have a good relationship so I feel safe telling you that my instinctive reaction, as a member of the T...

Vanilla Flavour Testing

I have been pairing with a new developer colleague recently. In our last session he asked me "is this normal testing?" saying that he'd never seen anything like it anywhere else that he'd worked. We finished the task we were on and then chatted about his question for a few minutes. This is a short summary of what I said. I would describe myself as context-driven . I don't take the same approach to testing every time, except in a meta way. I try to understand the important questions, who they are important to, and what the constraints on the work are. With that knowledge I look for productive, pragmatic, ways to explore whatever we're looking at to uncover valuable information or find a way to move on. I write test notes as I work in a format that I have found to be useful to me, colleagues, and stakeholders. For me, the notes should clearly state the mission and give a tl;dr summary of the findings and I like them to be public while I'm working not just w...

Build Quality

  The Association for Software Testing is crowd-sourcing a book,  Navigating the World as a Context-Driven Tester , which aims to provide  responses to common questions and statements about testing from a  context-driven perspective . It's being edited by  Lee Hawkins  who is  posing questions on  Twitter ,   LinkedIn , Mastodon , Slack , and the AST  mailing list  and then collating the replies, focusing on practice over theory. I've decided to  contribute  by answering briefly, and without a lot of editing or crafting, by imagining that I'm speaking to someone in software development who's acting in good faith, cares about their work and mine, but doesn't have much visibility of what testing can be. Perhaps you'd like to join me?   --00-- "When the build is green, the product is of sufficient quality to release" An interesting take, and one I wouldn't agree with in gener...

Postman Curlections

My team has been building a new service over the last few months. Until recently all the data it needs has been ingested at startup and our focus has been on the logic that processes the data, architecture, and infrastructure. This week we introduced a couple of new endpoints that enable the creation (through an HTTP POST) and update (PUT) of the fundamental data type (we call it a definition ) that the service operates on. I picked up the task of smoke testing the first implementations. I started out by asking the system under test to show me what it can do by using Postman to submit requests and inspecting the results. It was the kinds of things you'd imagine, including: submit some definitions (of various structure, size, intent, name, identifiers, etc) resubmit the same definitions (identical, sharing keys, with variations, etc) retrieve the submitted definitions (using whatever endpoints exist to show some view of them) compare definitions I submitted fro...

Express, Listen, and Field

Last weekend I participated in the LLandegfan Exploratory Workshop on Testing (LLEWT) 2024, a peer conference in a small parish hall on Anglesey, north Wales. The topic was communication and I shared my sketchnotes and a mind map from the day a few days ago. This post summarises my experience report.  Express, Listen, and Field Just about the most hands-on, practical, and valuable training I have ever done was on assertiveness with a local Cambridge coach, Laura Dain . In it she introduced Express, Listen, and Field (ELF), distilled from her experience across many years in the women’s movement, business, and academia.  ELF: say your key message clearly and calmly, actively listen to the response, and then focus only on what is relevant to your needs. I blogged a little about it back in 2017 and I've been using it ever since. Assertiveness In a previous role, I was the manager of a test team and organised training for the whole ...