The Human Face of Test Management

Software testing is more critical and has more visibility in today’s increasingly digital world than it ever has before. Computer systems continue to grow in scale, interconnectivity, and society’s inherent reliance on them. Errors, bugs, defects, “features”, whatever you call them, can have a massive impact on companies in terms of financial penalties and damage to reputation. Every time we see a news article about a big IT related problem, focus is often immediately put on failures in the testing process. Think CrowdStrike in 2024. As such, test management has evolved into a discipline based on formal methodologies. These methodologies develop as our world develops. So too have the tools that we use in our daily business. Software test management, and testing tools have come a long way. Automated testing is prevalent across many industries, and in more recent years AI has started to make its presence felt in our business.

Yet despite these advances, it is fair to say that effective software test management is fundamentally about people. It is about the interaction between developers, test personnel, business analysts, release managers, end users, and everyone else who comes in contact with a change that is going from a concept to a production release.

Tools and methodologies can increase productivity and enhance structure, but they do not think critically, collaborate effectively, or adapt well to often changing environments or parameters. Are they likely to improve…absolutely, and at increasingly impressive speeds. Is the cutting edge of technology currently available to the vast majority of software development teams…absolutely not. This is where people come in. A test manager’s real challenge is not simply selecting the right methodology or support applications, but leading skilled professionals, empowering them to contribute meaningfully, and creating an environment where dedication to quality becomes second nature to everyone.

People remain at the core of effective software testing & test management.

Traditionally, test management was perceived as a coordination role. Planning test phases, tracking defects, managing environments, and reporting progress. While these responsibilities remain important, modern test management requires a broader skill set. A successful test manager today must act as a leader, not just a coordinator. They should facilitate collaboration between teams, and be an advocate for quality, without being an impediment to efficient progress. Fostering an environment where everyone recognises the importance of quality, and is aware of their role in producing it, is one of the key goals in successful test management. If development teams see you as being overly critical of their work and processes, or the business see you as causing unnecessary delays to their delivery timelines, then your test management methods need to be adjusted.

This leadership dimension is especially relevant in cross-functional environments where testers work closely with developers, product owners, business analysts, and ops teams.

People do not deliver their best work simply because they are closely following a chosen methodology. They do so when they understand the purpose of their work, feel trusted and empowered, and are encouraged to think critically and creatively.

Test managers who focus solely on metrics and strict adherence to processes risk reducing testing to a mechanical activity. That’s when issues can be overlooked, or valuable team members start to look elsewhere for career satisfaction. Those who focus on people create teams that care about quality.

Modern testing methodologies, whether traditional or agile, provide structure and a common terminology, but they do not remove the need for human judgement.

In extremely regulated industries like the financial sector, structured approaches like the V-Model are very common. These models focus on early test planning, clear test links to requirements, and formal sign-off milestones. In these contexts, test managers play a crucial role in supporting the testers who must work within relatively rigid constraints, while still thinking critically.

Even in such models, people decide what matters most, where risk truly lies, and how to test beyond the obvious. For example, across my many varied roles, I have often found myself explaining the difference between Severity and Priority in terms of defect handling. Quite often in teams using standard test tools, these are treated interchangeably, especially when the software in question might not be in the native language of the majority of users. In reality they are very different and both equally important. Severity, in the sense of impact, is generally quantifiable. You can have a small defect impacting a huge number of clients, or a large defect impacting a very small number of clients. You can have a typo within an error message that is rarely called, or a show-stopper system crash. Priority is a much more subjective concept involving elements of resource availability, release planning, business knowledge. It is in conjunction with priority that severity gets its true meaning. Effectively determining appropriate severity and priority for a defect requires appropriate data, but more importantly, human experience.

Agile approaches (often in the context of DevOps) move testing activity to earlier stages and spread the responsibility for QA across the team. This can be effective, but it requires even more attention to leadership, collaboration and interpersonal skills. Test managers must coach teams on risk-based testing, push for quality without introducing bottlenecks, and support testers adapting to new roles (e.g. automation). Agile frameworks provide systems and processes, but they do not guarantee effective human interaction. That depends on how people are led and supported.

Few sectors illustrate the importance of people-centred test management more clearly than financial services. These industries are more often than not characterised by complex legacy systems, high volumes of sensitive data, regulatory oversight, and regular audit attention.

Test managers in these environments face unique pressures. They must ensure data integrity and security. They must adhere to regulatory timelines. They must ensure business continuity and customer/client trust.

While tools can automate regression testing and AI can assist with error detection, human expertise remains essential in areas such as risk-based prioritisation, interpretation of regulatory requirements, and assessing the business impact of defects.

A defect may not cause a system crash, but could lead to incorrect transaction values, delayed payments and regulatory breaches. Identifying these risks requires business knowledge, critical thinking, and communication skills.

Empowerment is very important. It’s not about delegating responsibility, nor is it about removing controls. It is about giving people a confident voice within an entire process. Effective test managers empower their teams by involving testers early in requirement and design discussions, being open to constructive criticism, and supporting continuous learning and skill development.

Artificial intelligence is increasingly being used within the software testing world. It can allow for test cases to be generated automatically from functional designs, and much more. These capabilities can significantly enhance efficiency and insight. However, AI should never be adopted simply because it is available.

As an effective test manager, you have to ask yourself, what problem are we solving? You need to consider whether or not the tool in question will reduce the workload on our people, or introduce unnecessary expense and extra complexity, without providing quantifiable benefits?

AI currently works best when it is used in conjunction with human decision-making and supports, rather than replaces, critical thinking. At this point in the evolution of our industry, quality should remain primarily a human responsibility.

Outside of methodologies & tools, lies something far more influential: culture.

A strong QA culture is one where quality is valued over speed, where learning from defects is encouraged, and where success is shared across interdependent teams.

Test managers play a key role in influencing the culture within an organisation. Through their behaviour, communication, and priorities, they should be steering what truly matters. A people-focused test manager encourages trust, curiosity, and accountability, conditions under which quality naturally improves.

Software testing will continue to evolve. Methodologies will adapt, test automation will become more mainstream, and AI will become more sophisticated. These developments are necessary, valuable, and should be embraced. But none of them take away from the fact that people are the core of effective test management.

Leading people well, understanding their strengths, supporting their growth, and empowering them to contribute meaningfully, is what transforms testing from a process into a profession.

The most successful test managers do not first ask, “Which tool should we use?”. They ask, “How do we enable our people to deliver quality?”

When questions like that guide decision-making, methodologies serve their purpose, technology delivers value, and quality becomes a shared achievement.