Testing manager

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Description

The role of the testing manager is a vital role in the system development lifecycle. The testing manager works as a bridge between the software development team and senior staff within the business to ensure that the information system being developed is meeting the business needs and the documented specifications.

The testing manager is responsible for ensuring that planned and methodical testing of a system under development takes place. The testing manager will develop a number of test scripts that will thoroughly test all aspects of the system, to develop these scripts the testing manager utilises the documented specifications of the system. This plan will test to see how well the system meets the documented requirements and how well the functionality performs. As well as this the tests will also determine how well the system performs over a network and how well it performs with a number of people using the system at one time.

The testing manager also coordinates and manages a group of staff who perform the tests. Any errors or bugs that they may find are reported to the testing manager who reports these to the development team and the system owners to determine an order of priority for repair.

A testing manager exhibits capabilities in line with the Skills Framework for the Information Age (SFIA)[1] and the Queensland Public Service Workforce Capability Success Profile.[2]

Within the SFIA profile, the testing manager has level 4 and 5 capabilities, i.e. enables, ensures and advises on the skills outlined below.

Autonomy

Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes.

Influence

Influences customers, suppliers and partners at account level. May have some responsibility for the work of others and for the allocation of resources. Participates in external activities related to own specialism. Makes decisions which influence the success of projects and team objectives.

Complexity

Work includes a broad range of complex technical or professional activities, in a variety of contexts. Investigates, defines and resolves complex issues.

Business Skills

Selects appropriately from applicable standards, methods, tools and applications. Communicates fluently, orally and in writing, and can present complex information to both technical and non-technical audiences. Facilitates collaboration between stakeholders who share common objectives. Plans, schedules and monitors work to meet time and quality targets. Rapidly absorbs new information and applies it effectively. Maintains an awareness of developing technologies and their application and takes some responsibility for driving own development.

 

  SFIA Skill

SFIA Skill Code

SFIA Skill Level of Responsibility

SFIA Skills Level Descriptor

Testing

TEST

5

Coordinates and manages planning of the system and/or acceptance tests, including software security testing, within a development or integration project or programme. Takes responsibility for integrity of testing and acceptance activities and coordinates the execution of these activities. Provides authoritative advice and guidance on any aspect of test planning and execution. Defines and communicates the test strategy for the project. Manages all test processes, including test plans, resources, costs, timescales, test deliverables and traceability. Manages client relationships with respect to testing matters. Identifies process improvements, and contributes to corporate testing standards and definition of best practice.

Methods and tools

METL

4

Provides expertise and support on use of methods and tools.

 

Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.

The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces.  The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types: 

  • Individual contributor (manages self)
  • Team leader (manages individuals)
  • Program manager (manages multiple teams/projects)
  • Executive (manages program managers)

When developing a Role Description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills. 

Entry points

A degree level qualification in information technology or computer science are highly regarded in this field

 

  1. The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management.  This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation.  Information about the SFIA can be found at http://www.sfia-online.org/en
  2. The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth.  The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning.

http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf

The supporting Companion Guide can be found at

http://www.psc.qld.gov.au/includes/assets/Companion_guide_QPS_Workforce_Capability_Success_Profile.pdf