[t43562]

I felt this - a lot of the problems I've experienced with teams before could have been solved by the management.

In practise now I find that I am a Team Lead and yet I have far less ability to influence things than I thought. There are a host of people including my boss who want to run everything and expect me to be a rubber stamp.

In fact I get into shit more because I have to speak up for people in the team who are (unfortunately) rightly afraid to. Like "for a story to be ready we need the API defined" - how can QA work in parallel on automated tests when they don't know what to test? Scrum masters, POs, my manager, architects......they just talk whichever shit suits them today as if it was all self evident truth and tomorrow they're moaning about why the tests are late.

Basically you get into the politics of who is to blame for the state of affairs and the people who chose those directions and strategies are well connected and good at shifting blame.

[srvaroa]

I don’t fully agree with all points but there are many words of caution to be spoken about the expectation that by moving to a manager role you get more agency on the things that frustrate you as a sw eng. “The managers path” is a good resource to expand on that. https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...

[sumedh]

> how can QA work in parallel on automated tests when they don't know what to test?

They can write the test cases based on the feature requirements with some boiler plate code in those tests

e.g TestUserSignUpIsSuccesful() {

   User.SignUp(email)
   User.Login(email)

   user_record = GetUserDetailFromDB(email)

   Assert.NotEmpty(user_record)
}

[robertlagrant]

> how can QA work in parallel on automated tests

The real question is: why aren't they in the same team?

[manmal]

Sounds like you need to be a pain sponge, like Tom said in Succession.