I'm reviewing Barry Ehigiator's SQEC Module 9 Lesson 2: How does Quality Engineering impact the team?He shares the following: Quality leaders and practitioners who embrace the broader view of QE di...

Always good to hear Barry Ehigiator and Stu Day have a chat about anything (!) and this case I heard them chat about reporting in a quality engineering context.Barry used the term "Risk Advisers" w...

Strategic quality leadership is the ability to influence, shape, and elevate both the technical and cultural dimensions of software delivery so that quality becomes a shared, systemic, and continuously improving capability. It is characterised by: A long‑term, system‑level perspectiveImproving processes, reducing waste, designing for quality - not just testing for it. A focus on cultural enablersCollaboration, psychological safety, shared ownership, transparency. The ability to align strategy, delivery, and behaviourConnecting quality goals to organisational outcomes and customer value. Technical credibility and coaching influenceAdvancing automation, testability, observability, and engineering excellence. Commitment to continuous improvementEmbedding root cause analysis, learning and improvement loops into the system. Strategic quality leadership in practice:Strategic Quality Leadership is demonstrated when a Quality Leader elevates both the technical and cultural capabilities of a team to improve software quality and delivery outcomes. In practice, this means moving beyond testing tasks to shape system‑level behaviours, influence decision‑making, and create sustainable quality improvements. In nutshell, strategic quality leadership turns quality from an activity into a team or organisational capability, and from a phase in the product development process into a shared mindset that drives better delivery and customer outcomes.

A quality police dynamic can occur when teams become divided, and Quality Engineers are positioned, explicitly or implicitly, as the people who “approve” work. In this situation, they can become de facto gatekeepers rather than collaborators, which may create an “us vs them” dynamic in teams, lead to defensive behaviour around incidents and bugs, and reduce psychological safety. Impact Developers and engineers may disengage from quality ownership. Quality Engineers may be blamed for missed issues. Collaboration may decrease rather than increase. Root cause This may happen when shared ownership is talked about in teams, but accountability is not truly shared. It can be noticeable in teams where authority remains centralised while responsibility is supposedly distributed.

I was overdue doing some sketch-noting and decided to go with a talk I'd seen but was keen to see again. At MoTaCon 2025 Barry Ehigiator delivered a fantastic talk called "Beyond the titles: leadin...

A look at the structure and responsibilities of a whole-team quality approach

A look at the structure of embedded quality engineering teams

A look at the structure and responsibilities of a centralised quality engineering team

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