Abstract
Testing is a sub-project of a project and needs to be managed as such, and so good planning and monitoring and control are required. Test planning involves defining the scope of the testing to be performed; defining the test environment; estimating the effort required to define the test cases and to perform the testing; identifying the resources needed (including people, hardware, software, and tools); assigning the resources to the tasks; defining the schedule; and identifying any risks to the testing and managing them.
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- 1.
These are the risk management activities in the PRINCE2 methodology.
- 2.
The consequences of underestimating a project include the project being delivered late, with the project team working late nights and weekends to recover the schedule, quality being compromised with steps in the process omitted, and so on.
- 3.
Unless “Go ask Fred” is the name of the estimation methodology or the estimation tool employed.
- 4.
This quotation is adapted from Benjamin Franklin (an inventor and signatory to the American declaration of independence).
- 5.
The project board in the PRINCE2 methodology includes roles such as the project executive, senior supplier, senior user, project assurance, and the project manager. These roles have distinct responsibilities.
- 6.
The project plan will usually specify a tolerance level for schedule and spending, where the project may spend (perhaps less than 10%) in excess of the allocated capital for the project before seeking authorization for further capital funding for the project.
- 7.
Often, a colour coding mechanism is employed with a red flag indicating a serious issue; amber highlighting a potentially serious issue; and green indicating that everything is ok.
Reference
Office of Government Commerce (2004) Managing successful projects with PRINCE 2. The Stationary Office, London
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O’Regan, G. (2019). Software Test Planning. In: Concise Guide to Software Testing. Undergraduate Topics in Computer Science. Springer, Cham. https://doi.org/10.1007/978-3-030-28494-7_5
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DOI: https://doi.org/10.1007/978-3-030-28494-7_5
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