Why Delayed SOP Reveals Systemic Blindness in Testing Chaos

By Jon M. Quigley

Response:

Delayed SOP Is Just the Tip—Systemic Blindness Runs Deep

When a delayed SOP (Start of Production) surfaces, it’s tempting to blame test quality or last-minute execution. These are failure points for sure. However, it can also be uncontrolled scope changes, poor configuration, poor change management, and many other factors. The reality is that these late SOP dates happen for myriad reasons, including a hyperfocus on delivering to that SOP date and the company culture. Incremental and iterative product development requires incremental and iterative product testing, including a clear philosophy for regression testing.

The Illusion of Green Tests and False Confidence

Many organizations fall into the trap of “green” test reports and superficial metrics, which create a false sense of security. However, in this case, it is more likely watermelon green. Again, the failure begins long before the reporting metrics, for example, when we focus on testing to requirements or standards rather than a comprehensive approach, which will be multifaceted.

These green lights often mask underlying issues such as:

Misaligned ownership across teams
Copy-paste reuse of test plans without context
Lack of a coherent automation strategy (especially regression testing application)
Reporting theater that prioritizes optics over substance
Shifting priorities that destabilize focus
Reduces the ability to see trends.

This isn’t accidental. These symptoms result from the development system’s architecture and processes, not isolated mistakes [1].

Systemic Blindness—The Real Root Cause of Testing Chaos

The real enemy isn’t poor test quality—it’s systemic blindness. This is the inability of organizations to see and address the interconnected, often invisible, drivers of testing chaos. From experience, we see processes that might be effective but are not used, and team members complain about the process’s incompetence.

Another interesting failure is when the leadership demands that the time market be reduced, which often results in skipping key steps and processes. From experience, when I was a manager of a test and verification department, executives pressured me to circumvent defined processes. I resisted, and they escalated, which is their prerogative. I needed the consequences of the decision to be on their head, not mine.

Systemic blindness manifests when:

Testing is impacted by confirmation or optimism bias in the planning and execution.
Testing is treated as a late-stage checkbox rather than an integrated, iterative process1.
Ownership of quality and outcomes is fragmented, leading to gaps and overlaps.
Automation is bolted on as an afterthought, not designed into the process.
Metrics and reporting are manipulated to show progress, not to reveal risk or drive improvement.

Quigley’s work on testing complex and embedded systems emphasizes that these practices architect testing chaos into the system [1].

Addressing Systemic Blindness—What Works

To break the cycle of delayed SOPs and testing chaos, organizations must confront systemic blindness head-on. This will include, but is not limited to, establishing a suitable corporate culture that supports quality delivery and testing. We will need to embrace continuous improvement and team learning, and develop a common lexicon and mental models of the processes associated with testing.

Coherent Testing Model: We do not believe in a single source of truth. However, for a group of folks to act like a team, it will require a common understanding of the problem space and defining the ideal of testing for this particular circumstance.
Integrate Testing Early: Testing should be embedded throughout development and not reserved for the end. Involving the testing team early uncovers issues when they are cheapest and easiest to fix [1]. This should include design and specification reviews that include the test team.
Align Ownership: Clear, cross-functional ownership ensures accountability and continuity from requirements through release.
Develop an Automation Strategy: Automation should be planned and built into the process, enabling repeatability and reliability, which are key to managing complexity and reducing chaos [1].
Prioritize Real Metrics: Use actual risk and product readiness metrics, not just activity or pass rates.
Create Stable Priorities: Consistent priorities allow teams to focus on meaningful work and reduce thrash.

Conclusion—Systemic Blindness, Not Test Quality, Drives Delays

Delayed SOP is a symptom, not the disease. The real problem is systemic blindness—an inability to see and fix the underlying architecture and process flaws that drive testing chaos. By shifting focus from superficial test quality to the root causes, organizations can finally break free from the cycle of last-minute flailing and deliver reliable products on time [1]. To successfully develop the product requires learning along the way – continuously. It also requires appropriate project and product management associated processes. We say appropriate as the situation dictates the solution and approach.