What should I do if I compress the test cycle in an emergency?

Question: What should be done when the test cycle is compressed in an emergency situation.
Answer: The topic of this issue is divided into several elements, I will be divided according to the proposition of several keywords: emergency, compression, test cycle, to analyze and discuss.
It is inevitable that there will be many "emergencies" in the project, such as:
1. Change of Requirement
Customers are fickle, we must serve good customers, right? There is no reason, they want to change the demand, under normal circumstances, the most party B, C party only obey.
2. Project Outsourcing
Very few people have come across it. But it does exist. When the project is halfway through, outsource the project directly, or reassign a project team, as required by its own team or high level decision and cost.
3, the development of design structure has obvious serious defects
Obviously, the architect, the project manager and so on did not do the early review and the confirmation, but many projects, especially the Government project team member is very random, has the support money anyway. But this is not a reason for poor quality.
4, the uncertainty causes the personnel to reduce
such as the core staff turnover, female colleagues pregnant, home sickness and death.
5, the customer request in advance on-line
In the delivery phase, back to the customer, he is the eldest, the money, to the project. Party a requires advance project on line, this has to speed up progress, is not it.
Key point grasp--"compression"
I have listed the above several reasons, in the project decision and progress has been approved, we have to "compress" schedule. There is obviously no need for communication, negotiation, or communication/negotiation with relevant departments or personnel is invalid.
However, for our test team's "test cycle", the individual believes that there is a need to clarify or continue to communicate and negotiate with the relevant stakeholders. After all, the whole cycle is cut, the direct biggest impact is our testing department colleagues.
Here I will focus on the solution based on the 5 major reasons listed earlier:
1, once the requirements change, the project team in front of the stage will certainly have an impact, development needs to redesign the code, and then the test phase. As demand changes are made by the client, we have the right to negotiate for the longest "test cycle". As a Test manager, we must agree with the project manager on the United front and the client side. Due to the customer's own temporary needs of the project into the requirements, this is not within the scope of the contract, so the integration of existing project plans and personnel arrangements, in the mandatory "compression" schedule, or to ensure the original progress of the situation, the individual think must give customers detailed test risk and impact factors. Let the customer clear in the progress is compressed premise, we can guarantee the quality effect and the best condition. Know that risk is multifaceted and must be borne together.
2, the project was suddenly outsourced to others, a little incredible. But the whole project was taken over by a third party, where the handover situation, mainly the new project team on the demand for quick grasp, understanding, developers of the project structure, design and code are familiar with the need to consider. In this way, for the test team, you can only postpone the start of the test time point, which is bound to grasp the focus of the test elements. Individual suggestions according to the test priority, functional importance level classification and division, to give customers a clear assurance of quality test business point list. After all, it is not possible to let the Test team control what progress to deliver the product/project in the case of a short time project being re-subcontract. This is a question of the progress of the whole project.
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