When it comes to nonfunctional testing, particularly performance testing, there is often a lack of understanding among business stakeholders. As a tester, it is crucial to communicate the importance of investing time and effort in performance testing to stakeholders such as developers, product and project managers, and senior management. This article will focus on the stakeholder management aspects of pre-launch performance testing and provide suggestions on how testers can effectively communicate with different stakeholders.
Managing Stakeholders in Scenario 1: Product in Early Development
In the first scenario, where the product is still seeking customers, it is essential to emphasize to stakeholders that nonfunctional aspects of even a minimum viable product (MVP) must be thoroughly tested. Many people assume that the product or service will work fine, even if it is a bit slow. However, the real issue often lies in operational failures rather than just speed.
To address this, testers should educate stakeholders about the risks involved in neglecting performance testing. It is important to highlight the potential damages to the product and the implications for the total cost of ownership. This requires a long-term focus and starting the education process early on.
Communicating with Developers
When communicating with developers, testers should emphasize that performance is an operational issue. The software exists within an ecosystem and any factors that affect its performance should be a concern for developers. Testers can explain how operational failures can impact the customer’s experience and the overall success of the product. By involving developers in performance testing discussions, testers can ensure that they understand the implications and collaborate effectively to address potential issues.
Communicating with Product and Project Managers
Product and project managers play a crucial role in prioritizing and allocating resources for performance testing. Testers should clearly articulate the risks associated with inadequate performance testing and the potential impact on the product’s success. By providing concrete examples and explaining how performance issues can lead to customer dissatisfaction and increased support tickets, testers can help product and project managers understand the importance of allocating sufficient time and resources for performance testing.
Communicating with Senior Management
Senior management has a broader perspective on the overall business goals and objectives. Testers should present a business case for performance testing, highlighting how it aligns with the company’s long-term goals and contributes to the overall quality of the software. Testers can emphasize that customers expect the software to work smoothly without constant issues, and performance testing plays a vital role in ensuring a positive customer experience. By demonstrating the long-term benefits and return on investment of performance testing, testers can gain support from senior management.
