While exploring TCoE failures in a paper, I traced the origin of the Center of Excellence (CoE) term. The journey revealed CoEs’ use in healthcare and the military predated their adoption in business/technology, unveiling an intriguing history.
Conception
In my findings, the concept’s earliest reference was the educational reforms by New York Medical College in the 1850s. The college aimed to revolutionize medical teaching after an American Medical Association (AMA) survey. However, it wasn’t termed a CoE back then. Some of the reforms they instigated included updated lectures aligned with current medical thinking. They also introduced mandatory daily clinics, where students applied theoretical skills, and regular demonstrations in chemical analysis, operative surgery, and practical anatomy. Additionally, they recruited leading-edge practitioners as faculty. It would take Harvard another 28 years, and Columbia 40 years, to introduce similar reforms.
Similarly, the military use of Centers of Excellence, which was formalized as recently as 2005, had been anticipated by an earlier endeavor to improve U.S. Navy effectiveness after a study was commissioned in 1968, the height of the Vietnam War. The ‘Ault Report’ was the result of a study that reviewed the use of air-to-air missiles, aircraft, and radars, as well as the training and tactics of aircrews. The Navy tackled significant technical flaws in the reliability and performance of missiles and test equipment on aircraft carriers. Simultaneously, they made substantial investments in enhancing aircrew training and instruction by establishing an advanced fighter weapons school, now known as Top Gun.
In learning about these early adopters of successful CoE practices, a few things stood out while comparing these approaches from other domains to my own experience.
Accountability and Vision
In the Ault report, it mentioned identifying a need to clarify accountability for the review of air-to-air missiles and align the Chief of Naval Operations (CNO) organization to establish responsibility in these matters. Similarly, with New York Medical College, there was a clear collective commitment and accountability associated with the board’s decision to establish the school as the ‘model medical institution of our country.’
Culture
A culture of excellence was a clear theme when reading about New York Medical College being the first to comply with the recommendations of the AMA’s report – the facility was one of the country’s first teaching hospitals, with distinguished, sought-after medical professionals included. At Top Gun, the culture of excellence was just as strong. From the very beginning, they were a committed group of pilots and instructors who forged the first training course for the program – gathering intelligence, studying engineering data, taking part in dogfight training exercises, and coming up with lesson plans and lectures… all in addition to their regular duties. The instructors who established Top Gun chose to be present, aspiring to learn, teach, and enhance their skills.
Leading by Example
Linked to the idea of excellence, was the concept that teachers or trainers are experts. They could not only be experts in theory, but also skilled practitioners. One reason the faculty at New York Medical College was so successful was due to medical pioneers like Dr. John Murray Carnochan. Dr. Carnochan performed ground-breaking surgeries, including the first-ever entire lower jaw removal in one operation (due to bone necrosis following typhus fever). He allowed students to observe their demonstrations and encouraged discussion and questions. Overall, he promoted an approach to learning that was very much rooted in cutting-edge practice, rather than just theory.
In the Top Gun program, each instructor had to be an expert in at least one specialty area, such as radar-guided missiles or 1-v-1 maneuvering. They had to review the most detailed intelligence available, attend specialized training sessions, and also have a high standard of practical flying skills so they could challenge their students.
Learn Through Failure
In my rabbit-hole journey, the importance of debriefing in the Top Gun program was also interesting. With the pilots being naturally competitive, when a crewmember was ‘taken down’ in a training exercise, a tremendous amount of thought, effort, and skill was put into debriefing both factually and accurately. The instructors would work closely with the crew to analyze the maneuvers, physics, tactics, and other influences that impacted the outcome to prevent alienating or disengaging the students. The focus was on facts, learning, and improvement rather than keeping score – this way egos were kept in check and the training continued successfully.
The Future for TCOEs
Having set up Test Centers of Excellence myself, I know first-hand how important it is to not only have buy-in and support but also accountability and vision… right at the top level of the organization. Change is rarely easy, and not having firm direction and commitment can be the first mistake many organizations make when forming a Test Center of Excellence.
Similarly, culture and knowledge are incredibly important aspects of ensuring the success of a TCoE. Numerous organizations begin with separate test teams, centralizing processes and resources. However, they overlook the TCoE members’ necessity to pursue excellence, take ownership of improvement, and share knowledge. For me, a TCoE manager must be able to take on the key role of a coach, instructor, and mentor. To achieve this credibly, they need current, relevant experience—walking the walk, not just talking the talk.
During software development debriefs, test reviews, and sprint retrospectives, teams can enhance learning by emphasizing facts over assigning blame. This approach helps them derive lessons from challenges in sprints or projects, fostering motivation for future improvements. Nonetheless, blame is frequently assigned, either directly or indirectly, leaving testers disempowered and unsupported in their pursuit of improvements.
Connect with our Experts
Debate lingers on whether TCoEs remain valuable or are outdated for enhancing test efficiency and effectiveness in today’s landscape. I believe TCoEs remain relevant. We should learn from the past and prioritize tester skills over processes and tools for excellence.
Trissential’s TCoE Service does exactly that. We work with you to ensure the right balance is achieved to ensure the success of your TCoE. Find out more by connecting directly with our Director of Quality Assurance, Jackie McDougall. Continue reading about our Quality Solutions here.
