Quarterly QA CommitteeConsolidated Financial RatiosMulti-team and multi-business unit
When quality depends on multiple teams and multiple applications, the problem ceases to be a technical one. It becomes a matter of prioritization, shared metrics, and decisions made at the right level.
Each team tests in its own way, using its own tools, priorities, and definition of “it works.” Taken individually, these decisions make sense. But when considered as a whole, they make it impossible to compare them, to allocate the budget, or to provide a simple answer to the question posed by management: Are we making progress?
QA governance does not add another layer of process. It provides a common language and a forum for decision-making.
A regular meeting involving the IT department, the product team, and management. During these meetings, we prioritize quality issues, resolve bottlenecks, and document our decisions.
The same metrics for all applications: stability, coverage, critical bugs in production, and time between detection and correction. They are comparable—and therefore open to debate.
What will be covered, in what order, and by whom. Built in conjunction with the product roadmap rather than alongside it.
Who is responsible for quality, at what level, and with what resources? The recommendations are based on what you already have in place, not on a theoretical model.
GO FURTHER
From one-time audits to ongoing monitoring and governance: what you can entrust to us.
Is there a term you don't understand? The automated testing glossary defines it.
YOUR QUESTIONS
The most common questions we get about quality management.
As soon as multiple teams are delivering on multiple applications and no one can answer the question “Is quality improving?” in a single sentence. In practice, this often happens when there are three or more product teams.
No. Mr Suricate replace your QA team; he strengthens it. Governance provides the framework and coordination, while execution remains your responsibility or can be delegated separately.
A quarterly committee meeting with the IT department, the product team, and management; an executive report issued at the same frequency; and a plan reviewed once a year. Between committee meetings, progress is tracked using the consolidated dashboard.
The framework and rituals apply regardless of the tools used. The platform facilitates the consolidation of metrics; it is not a prerequisite for establishing governance.
Overall product stability, consolidated coverage, critical bug rate in production, average time between detection and resolution, QA cost per application. The list is tailored to your priorities, not the other way around.
A one-hour discussion is enough to determine whether your organization needs a strategic framework or additional support for implementation.