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New test approaches and methods can temporarily disrupt your testing department's productivity, often making it tough to get these new approaches embraced by senior management and accepted into test teams.

To be most effective, test managers must develop and use metrics to help manage the testing effort and make informed decisions about the software' quality.

Have you ever found yourself stuck in a situation where, no matter what you do, you can't seem to please your senior manager? Your manager wants you to decrease test time, but at what price? You go back and forth, but no matter how much you compress the schedule, it's never enough. Johanna Rothman explains how to avoid the bring-me-a-rock trap, when enough is not enough, and keep your team from being sucked into unreasonable time constraints.

Never underestimate the divisive power one person can have on an entire team. One team member with a bad attitude can affect overall productivity, communication, and job satisfaction. This week, Lori Howard offers some direct, decisive solutions for handling these "de-jellers" before they ruin your otherwise cohesive team.

It is key to remember that change will always be required. An effective test organization must always be prepared to handle change. As a reminder, here is list of key elements to keep in focus for implementing a proactive and effective change strategy.

Customers don't always know what they want. That's a given. But even if they do know, they may not always be able to communicate it clearly. That's also a given. Given these givens, you have a much better chance of comprehending your customers' needs and concerns if you're a skilled information-gathering skeptic.