The irony of TMM Henrik Emilsson 5 Comments
At one time, I worked as a tester at a company that claims to be at TMM-level 4 (perhaps 5).
Two things struck me:
Firstly, the quality of the actual testing performed on this company was not as good as one could expect from a company that have produced software for over 20 years.
Secondly, at the project post mortem, the testers complained about the lack of respect from the rest of the organisation.
One of the issues with TMM is that it says nothing about the quality of the testing.
A maturity level in TMM is looked upon as “a degree of organisational test process quality”. But it does not say anything about the degree of test process quality; or perhaps more important, test quality.
I think this has to do with the fact that many who promote and implement TMM has little knowledge in actual testing. This means that if you are to improve the actual testing, or tester’s ability to adhere to different test processes, you need to have knowledge about testing and people.
Or put in another words: it is easier to promote a single model than to improve testers’ skill.
Another issue with TMM is that when it is implemented, you might think that it is some sort of assurance that proper work is done constantly. This is not correct.
Since it is not saying anything about the quality of the actual work performed, your colleagues will not judge you on the basis of how high you have reached the TMM stair. Since “quality is value to someone”, you will be judged by your actual work – your performance. Therefore you cannot expect to be respected only because your company has reached level 4 on the TMM.
That is, respect is something you have to earn.
The maturity levels, according to the TMMi foundation, can be found at: