Summary

In this chapter, we told true stories that we thought we be helpful to you in dealing with what humans do in software projects. Large projects have a coordination and synchronization process, which can be done with large charts and abstraction. Each bubble can represent one team’s status; click to drill down. Recognizing the expertise paradox, you can explain it and allow management to make more informed choices about the process. Being aware of your boundaries and able to push back can radically change outcomes but also your mental health and your lived experience.

So far, we’ve tap-danced around who is doing the testing. Is there a tester role? Do the programmers do it? Do we hire people who could program and ask them to write test code? Is it shared by the whole team? Do we have business analysts who also test? Do we bring in specialists for performance?

It’s time we talk about who does what testing and when. We’ll do this in Chapter 13...