1. QA People Management Motti Avrahami

2. Items raised by the team Preserve qa people Professional and personal development of QA people QA methodology and testing QA testers profile (finding the right people) Positioning and prestige of QA group Routine work burnout Leveling and ranking of QA engineers QA people recruitment Knowledge preservation QA people quality

3. Problem definition In order to have the best people to do the QA work, a manager is required to the right people. Once the people are recruited, it is required to them. Doing the above the right way is the key success factor of a good QA manager and hence most important. recruit preserve

4. Issues raised while addressing the problems Recruitment Not enough qualified people in the market QA is still perceived as “less glamorous” than development Hard to find (and define) the long runners with experience and “spark in the eyes” QA position is set for up to 2 years Preservation how to preserve the people that do not fit the managerial/technical course burnout in doing routine work prestige and positioning of QA is not as high as development how to create a leveling and positioning model for QA engineers

5. Findings and suggestions Recruitment Better definition of the profile Ratio between personal and technical aspects in the interview is 50-50 Try to give sophisticated questions in the interview Industry and management engineering students do not last long in QA Preservation Create a course for technical promotion and managerial promotion Identify the right people to technical course and a managerial course Certification (ISTQB, ITCB) Internal certification Leveling and positioning Moving people between positions within the group Assignments not related to testing “Measure the pulse” all the time empowerment

6. תודה על ההקשבה