A common complaint I have heard from testers is that they don’t feel like they have enough influence on product design.
The pattern goes like this: A designer, program manager, or analyst comes up with a plan for how a particular feature should work. The developer team builds it and then hands it off to the test team. After using it for a while, the tester identifies some improvements or changes they feel would make the feature better for customers.
From here, any number of things can happen. In an ideal world, the tester has a perfect understanding of what the customer (or the market) really wants, the change is made, and the product sells like hotcakes!
But what if this doesn’t happen for you? What if your suggestion is considered but ultimately not accepted, or worse – ignored altogether? How can you increase your influence on the product? Here are some suggestions:
1. Suggest Solutions, Not Just Problems
This point is probably worth its own post as it applies in so many aspects of testing. When you suggest a change of plans, helping the team get to the ideal solution quickly is much more valuable than just calling out a problem. Chances are, your team is overbooked, under-staffed, and up against tight deadlines. They probably have several other features in development and a deadline looming overhead. The last thing on their minds is going back to a feature they’ve already coded up and revisiting the initial design (this is often true even for teams who think they’re operating in an Agile fashion).
If, however, you suggest a path to success, that’s one less step for the team to take in order to get to your solution. Research suggests that humans are better at iterating than innovating in general, and when you throw in the other pressures of shipping products, my observations are that it’s more common for teams to look for a small iterative solution rather than throw out the whole feature and start from scratch. By providing that first step, you’re helping the team get started in the redesign process and removing a big barrier to change.
The anti-pattern here is to assume “It’s not my problem. I just point out the problems, and someone else has to fix them.” This is a very dangerous and counter-productive mindset for testers, and I highly encourage you to check yourself if you even come close to this line of thought. Falling prey to this way of thinking is essentially giving up.
If you don’t have an immediate suggestion for how the feature can be made better, you should at least state that and then offer to be part of a virtual team to go figure out a solution.
2. Provide Supporting Evidence
Perhaps you’re certain your suggestion is perfect, but that really doesn’t matter unless you are able to convince others in time to make the change. Your mission at this point is to collect data or other evidence that supports your feedback.
Feedback from usability studies or beta users can be a very powerful tool. Also consider asking the team to add logging or instrumentation to the feature to understand how users interact with it, what they do and undo, how quickly they accomplish the task at hand, etc. If you can get them to build two versions of the feature and test one vs. the other with beta users, you can determine more scientifically which approach is more effective.
Another possibility is to seek out others with similar features to see if they have solved the same problem. For example, if your organization produces both a native app and a website version of your product, has one team already gathered the supporting evidence you need?
3. Pick Your Battles Carefully
While you could “go to battle” for every single product change you feel is right, ultimately you have limited “funds” available, so you’ll need to choose carefully which issues to pursue.
For the purposes of this discussion, your “funds” are all the resources you could diminish while trying to convince others that your idea or change is worth taking. One such resource is your own credibility, because if you routinely pursue issues that the team deems aren’t worth fixing, the team may start to expect your future ideas to be of similar merit. Once this happens, it can be very difficult to turn around this bias.
Another resource to consider is the time/energy you could put into driving the conversation. Is the suggestion really worth all that effort? Will it result in an incremental improvement or something monumental?
Each of these have an associated opportunity cost – the cost of not doing some other task (such as fixing a bug or feature that would potentially help more users).
4. Know When To Quit
Once you’ve clearly made your points and supported them with evidence, it’s time to let the decision maker do their thing. Either you were right and he/she is wrong, or you’ll learn something when the feature hits the market and is successful as designed (or the team discovers bigger opportunities or problems to chase).
If, however, you continue to badger the decision maker or get stuck in a depressive shame cycle because your idea was ultimately rejected, then frankly, you’re wasting your time and energy. Worse, you could be eroding your influence on the team with this behavior. Instead of being perceived as a smart and insightful representative for the customer, you risk being seen as whiny or annoying. The team will start to ignore your feedback for fear of encountering another time-wasting battle. The next time you have a great idea, you’re even less likely to get the attention you need to influence the team.
In practice, this is much trickier to do than to write about. It may take months or years of experience with a particular set of people to fine tune your timing.
5. Follow The Decision To The User
If your idea is ultimately rejected, you should pay close attention to what happens once users ultimately get their hands on the feature. If it’s successful without your suggestion (where success is defined by happy customers and reaching business goals), then take a moment to consider why you cared SO much and whether the data you provided to support your suggestion was flawed in any way.
If the feature is unsuccessful in market, then reflect on whether your suggestion would have addressed the specific concerns being raised by customers. If so, then perhaps it’s time to bring it up again with the new data (from unhappy customers in market). If the team sees they had the perfect solution sitting in front of them all along, then your credibility will go up a bit, and hopefully the next conversation about change will be a little easier.
One team I worked on developed a very clever way to find ways to crash the product with automation that exercised the product in random ways. Most of the bugs they filed, however, were rejected by the development team as “theoretical” because who would ever do that? The team was unsuccessful in getting these bugs fixed before the product shipped. But they stuck to it and tracked incoming crashes to determine how many had been found before shipping by their stress test. It turns out a very large percentage had been found! They took this evidence back to the developer team, who then made it mandatory to fix all bugs found by the tool before each release, even if the steps to reproduce those crashes seemed crazy. As a result, the overall incoming crash rate dropped significantly in the next release, support costs, dropped, and the team was less randomized with shipping patches and could focus more on the building new features.
6. Don’t Be A Jerk
Building credibility as a tester is an important part of being successful in your role. For many testers, having influence on product and feature design is also critical to job satisfaction. We covered several ways to improve your influence on the team, but there are certainly more. If you have others not listed here, please share!