Following up from my previous post, I thought it would be a good idea to dive deeper into the idea of the Quality Narrative. As mentioned in that blog, I first came across the term from the ‘Leading Quality’ book by Ronald Cummings-John (@ronaldcj) and Owais Peer (@owaispeer). The book is a great reference for helping to drive quality in an organisation and it has truly become my go-to reference book to understand how to move forward when you hit those roadblocks to improving processes around testing and quality. Here is Ron and Owais’ definition of a Quality Narrative:
A quality narrative is the way people think and talk about quality in a company.
Sounds simple enough, but when you think about it, there are so many parts to decompose. Let me try and do that now and show you how I use this…
What does quality mean for you and the immediate test/delivery teams? Is this the same view of quality that the wider business has. Quality is very context specific, in some, it could be measured by the number of defects outstanding against a release, each one having an impact on overall Quality, others it could be more about the user’s satisfaction of the system. Here is the definition I drive to and share with my teams:
The measure of whether the software meets the explicit and implicit needs of the customer and their ability to use it successfullySimon Prior 2020
Having a definition for quality which everyone can agree on and work with, can really help trigger the understanding of where and how Quality fits within an organisation.
People would effectively be anyone who you may be trying to pursuade on the importance of quality.
This might seem obvious, but you can split people into different areas of influence and each will have a slightly more removed view of what quality is and how important it is.
- You and the test team – You are trying to help drive the culture towards a better focus on quality. To you, it is your main focus.
- Your Delivery Team/Department – Quality will be one of the main focus points, not the only one.
- Your Organisation – The further removed from quality being the main focus, the less attention given to issues. This is when it starts to become important to be able to map quality to what is important for the company. How does bad quality relate to revenue?
Relating back to the people, the company could mean any level, but ultimately, it should relate to the overall view of quality across the whole organisation.
To the outside world, your company may not talk about quality, until something goes wrong. When it does, quality quickly comes to the forefront because it is then something tangible, whereas good quality doesn’t always have something so visible.
So How Do I Define our Narrative?
So you have an idea of what you are trying to define, the next step would be to start with understanding what the current Quality Narrative is. Start by asking questions to key personnel within every level mentioned above. Ask them about their understanding of Quality, the importance of it, where they believe it fits and how we can improve the quality of our products. You will likely get very different answers for each person you talk to, unless Quality is embedded within the culture already.
This may take time to build up, so don’t expect to be able to get this defined instantly. Once you have pulled this information together, think about the format of defining it. This could be a single slide in a deck or even better, a mindmap. Don’t make it too complicated, keep it succinct and straight to the point on. I would suggest breaking it down to the main 3 areas:
|Perceived Quality Ownership||QA Department|
|Quality Focus||Any discussions around quality start at end of development phase|
|Value of Quality||Regulatory Requirement and purely confirmation testing (Checking requirements fulfilled)|
This should give you an understanding of where you are now, the next step would be to look at where you might want to get to. Understand there will be a journey to get there, but it’s a good time to collaborate with key people again to understand where they would like to focus on quality to be. Quality ultimately doesn’t just mean executing tests, there is far more to ensure the quality is good, everything from ensuring requirements meet what the customer is asking for, all the way through to the right monitoring/observability tools used in production to give feedback effectively and enable the product to be improved based on real usage. Tools such as MetroRetro or Miro can be a great tool (especially during these remote working times) to get people collaborating on this from wherever they are. Bring the key people together, brainstorm the ideas and collaboratively build out a future vision of where you may want to get to. This is then the first step on that journey. Then the hard work starts in moving the culture forward.