These are the made up stories of a team working in an Agile environment. Their daily struggles and successes are presented in a comic/parody/satirical way. Click on the image to see it in full size.

The team members are:

  • Little, the main character. The team’s tester.
  • Coffee, the team’s Java developer.
  • Mr. Fancy, the team’s UI developer.
  • Senor, the Senior Developer of the team.
  • Kitty, the Scrum Master.
  • Glasses, the Business Analyst.
  • And the manager.


  • This is a work of fiction. Names, characters, businesses, places, events, situations presented are either the products of the author’s imagination or used in a fictitious manner. Any resemblance to actual persons or events is purely coincidental.

  • The sole purpose of this comic strip is to be humorous.

  • The drawings are made by hand on paper, by means of pencils and fine liners, except for the outline, by the author. Hence their imperfection.

One thought on “The Little Tester – Stories in Testing #7

  1. Now, that’s a fairly common story – and not restricted to testing.

    There was a time in the Civil Service (which was doing this sort of staff reporting from the early 1980s onwards) assessed staff separately on performance and promotability. That was dropped for a number of reasons – structural changes to the Service meant that promotion was no longer such a regular event, the emphasis turned to making staff appraisals directly related to pay within grade, and then individual Departments were given the freedom to determine their own staffing structures, and some did away with “grades” and the concept of “promotion” altogether. But it did have the advantage that you could ask your line manager “What do I have to do to get promotion?” and understand what your Department was looking for in someone they considered suitable to take on the duties of the next grade. Of course, that did mean that there was a certain amount of (internal) politicking and gaming amongst those who were seriously chasing promotion. The we had a recession and the opportunities for promotion were reduced anyway as job numbers contracted and job roles themselves changed.

    The danger, though – which I’ve seen in a number of knowledge-driven organisations – is that an organisation promotes people into managerial roles because they’re good at their technical job. That doesn’t necessarily make them a good manager, especially when it comes to personnel management. In another life, I was a trade union workplace representative, and I had to handle workplace disputes and disciplinary cases. A number of these were caused by people who had been promoted because they were good economists, or statisticians, or system developers, but had no idea about staff management – not just how (not) to do it, but even down to questions of what obligations managers have and even what employment law says a manager can and cannot do.


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