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Once upon a period, there was a tester who had just joined a large end-user company. He previously a good profile and was promptly inducted into an ongoing project to build up an application for internal use across offices of the business. Things started moving for this person gradually. Though nobody in his team realized at the right time, this tester was quite capable. He was also quite talented, methodical, and hardworking in his working style. He quickly introduced himself to each of the associates (however in his hesitant way). During his preliminary days in the task, he managed to get a point to read (and re-read) all the documents related to the project.

Whenever he had questions, he made the effort to approach the relevant team member and clarify his thoughts. Some time passed and he was designated some modules to test in the task now. Since the tester was proficient in certain requirements by this time quite, he could understand the existing test cases quite nicely. He was also in a position to start to see the short-comings in these test cases and made refinements to his own copy of the test cases before executing them.

He found defects. In fact, he found a lot of problems. This led to the nagging problem. The Development Lead on the project was an influential person. He was always “in the know”. He was also more popular in the business as a reliable programmer and business domain expert. But somehow, he didn’t like so many defects being logged by our tester against “his” application and “his” team.

He called the tester for a one-on-one conference and questioned his work. Did the tester really understand the business goals of the application? If the tester have been spending additional time validating the application? Were his defects really valid at this point in time? Our tester didn’t like confrontation. 1. The tester would now only test the modules specifically designated to him and not anything else.

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2. If the tester thought a bug was found by him, he was to approach the Development Business lead, take a scheduled appointment, and present his bug. Only once the Dev Business lead had analyzed and agreed to the bug was the tester necessary to survey it in the insect tracking system. 3. The tester had not been to approach any team members directly. If he had questions, he was to take authorization from the Dev Business lead in support of then meet the united associates.

The Development Business lead didn’t however stop at that. During his position reporting meetings with the management, he took the right time about how exactly he thought of our tester as a somewhat loose cannon. He said that the tester would have to be monitored closely but assured the management that he had put the tester on an “improvement plan”. Life got become tougher for our tester. While tests, he could see pests in many regions of the application form but he had to keep them to himself. When he attended the meetings with the team, his mind would be filled with ideas. However, many times he hesitated to talk about those ideas.

Other times, when he’d gotten the courage to speak them, he was quickly interrupted by the Dev Business lead, “We will talk about it later”. The tester would just smile weakly and say “As you wish”. A great many other associates too began taking little notice of the ordinary things the tester got to say. When the tester found bugs in the modules assigned to him, he’d make careful notes and take them to the Dev Lead for discussion.