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his part of the book covers the problems and techniques that you ll need when introducing unit testing to an existing organization or code. In chapter 8, we ll deal with the tough issue of implementing unit testing in an organization, and cover techniques that can make your job easier. This chapter provides answers to some tough questions that are common when first implementing unit testing. In chapter 9, we ll look common problems associated with legacy code and examine some tools for working with it.
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This chapter covers
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Becoming an agent of change Implementing change from the top down or from the bottom up Preparing to answer the tough questions about unit testing
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s a consultant, I have helped several companies, big and small, integrate test-driven development and unit testing into their organizational culture. Sometimes this has failed, but those companies that succeeded had several things in common. This chapter draws on stories from both camps as it looks at the following topics:
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Becoming the agent of change The
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initial steps you should take before
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introducing any changes Ways to succeed Things that contributed to successful changes in a process, based on my experience Ways to fail Things that can destroy what you re trying to do, also based on my experience Tough questions and answers The most frequently asked questions when introducing unit testing to a team In any type of organization, changing people s habits is more psychological than technical. People don t like change, and change is usually accom219
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Integrating unit testing into the organization
panied with plenty of FUD (fear, uncertainty, and doubt) to go around. It won t be a walk in the park for most people, as you ll see in this chapter.
8.1 Steps to becoming an agent of change
If you re going to be the agent of change in your organization, you should first accept that role. People will view you as the person responsible for what s happening, whether you want them to or not, and there s no use in hiding. In fact, hiding can cause things to go awfully wrong. As you start to implement changes, people will start asking the tough questions that they care about. How much time will this waste What does this mean for me as a QA engineer How do we know it works Be prepared to answer these questions. The answers to the most common questions are discussed in section 8.4. You ll find that convincing other people inside the organization before you start making changes will help you immensely when you need to make tough decisions and answer those questions. Finally, someone will have to stay at the helm, making sure the changes don t die for lack of momentum. That s you. There are ways to keep things alive, as you ll see in the next sections.
8.1.1 Be prepared for the tough questions
Do your research. Read the answers at the end of this chapter, and look at the related resources. Read forums, mailing lists, and blogs, and consult with your peers. If you can answer your own tough questions, there s a better chance you can answer someone else s.
8.1.2 Convince insiders: champions and blockers
Loneliness is a terrible thing, and not many things make you feel more alone in an organization than going against the current. If you re the only one who thinks what you re doing is a good idea, there s little reason for anyone to make an effort to implement what you re advocating. Consider who can help and hurt your efforts: the champions and blockers.
Steps to becoming an agent of change
Champions
As you start pushing for change, identify the people you think are most likely to help in your quest. They will be your champions. They re usually early adopters, or people who have open enough minds to try the things you re advocating. They may already be half convinced but are looking for an impetus to start the change. They may have even tried it and failed on their own. Approach them before anyone else and ask for their opinions on what you re about to do. They may tell you some things that you hadn t considered: teams that might be good candidates to start with, or places where people are more accepting of such changes. They may even tell you what to watch out for from their own personal experience. By approaching them, you re helping to ensure that they re part of the process. People who feel part of the process usually try to help make it work. Make them your champions: ask them if they can help you and be the ones people can come to with questions. Prepare them for such events.
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