The real challenge in management is not so much following procedures, but ensuring that the other test team members do so. Matters such as submitting timesheets, placing the testware under configuration management and carefully administering defects are not equally high in the popularity stakes among all testers. Measures for ensuring that this remains in focus are:

• “Repeat, repeat, repeat” the message that good management is crucial to the success of the test process. Make the reasons and advantages clear.
• Make “management and control” a fixed subject in the periodic team meeting • Remind people (directly) when they do not, or do not sufficiently, keep to the
  agreements.
• Check activities and results, particularly at the beginning of the process to prevent bad habits from starting, and at the start of the test execution when the testers are working under time pressure.

N.B.: The test manager can take on the role of supervisor, or delegate it to another individual. Obviously, in the latter case the person should have the full support of the test manager when he admonishes someone for not complying with the procedures. In practice, the setting up of norms and standards takes place concurrently with the development of the first products, so they do not exist at the time of writing the test plan. The supervisor will have the task of supporting the development of the first products and subsequently of creating generally applied templates.