As we design and test for performance, let's look beyond speed. Let's look beyond basic stability. Let's look at the many facets of performance. Consider in which ways your system needs to perform. How fast does it need to be? How long does it need to keep running? Does it need to grow? Does it need to be available at all times? How much can we spend? Can we make it faster?

There are endless questions we could ask. Therefore, categorizing facets of performance and creating tests for each category can be helpful.

Managing or leading a testing team is probably one of the most challenging positions in the IT industry. The team is usually understaffed, lacks appropriate tooling, and financing. Deadlines don’t move but the testing phase is continually being pressured by product delays. Motivation and retention of key testing personnel under these conditions is critical.

How do you accomplish this seemly impossible task? I can only go by my personal experience both as a lead and a team member:

• If the timelines are impacted, modify the Test Plan appropriately in terms of Scope.
• Clearly communicate the situation to the testing team and project management.
• Keep clear lines of communication to Development and project management.
• Whenever possible sell, sell, sell the importance and contributions of the Testing Team.
• Ensure the testing organization has clearly defined roles for each member of the team and a well-defined career path.
• Measure and communicate testing return on investment -- if the detected defect would have reached the field what would have been the cost.
• Explain testing expenditures in terms of investment (ROI) not cost.
• Finally, never lose your cool.