The 90-Day Journey of a QA Manager to Impact - How to Make a Significant Effect with a 30-60-90 Day Plan

Sep 12, 2026

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AQA Manager’s guide to creating and executing an effective 30-60-90 day plan to drive immediate impact in a new Quality Assurance leadership role. The book explains what a 30-60-90 day plan is, why it matters beyond interviews, and how QA managers can translate company goals into practical actions across the first three months. It outlines learning and discovery in days 1–30, implementation and optimization in days 31–60, and measurement, improvement, and lessons learned in days 61–90.

LanguageEnglish

CategoryPresentations

FormatPDF

Pages16

Reading Time6 min

AccessFree to download

Introduction

What is a 30-60-90 day plan?

Chapter 1

The beginning of a successful QA Manager

Days 1-30

Learn, learn, and learn again

Company goals

Chapter 2

Implement theory into practice

Days 31-60

Plan to achieve better outcomes

Build an action plan

Adopt more automation

Hire skilled staff members

Tasks delegation & execution

Chapter 3

Cross the finish line

Days 61-90

Measure and improve

Team members progress

Evaluate tools

Lessons learned

Summary

About PractiTest

THE 90-DAY JOURNEY OF AQA MANAGER TO IMPACT How to make a significant effect with a 30-60-90 DAY PLAN © H . S . Pr act i Test Ltd. All rights reserved 2 0 2 2 Table of contents Introduction 3 What is a 30-60-90 day plan? 5 Chapter 1 Chapter 2 Chapter 3 The beginning of a successful QA Manager Days 1-30 Learn, learn, snd learn again 6 Company goals 6 Methodology followed 7 It’s all about communication 8 In-use tools 9 Implement theory into practice Days 31-60 Plan to achieve better outcomes 10 Build an action plan 10 Adopt more automation 11 Hire skilled staff members 11 Tasks delegation & execution 12 Cross the finish line Days 61-90 Measure and improve 13 Team members progress 13 Evaluate tools 14 Lessons learned 14 Summary 15 About PractiTest 16 INTRODUCTION Being a software tester is, without a doubt, a complicated role to fulfill with major responsibilities and a direct effect on the final product and company's success. To be a good tester requires one to possess many different types of skills including technical, interpersonal, analytical, and soon. One of the key traits of a successful software tester is strong teamwork skills. According to the 2025 State of Testing Report, only 7% of the respondents said they work as a solo tester in their company, while the other 93% work as part of a team. This is not surprising due to the fact that 86% of the respondents mentioned their organizations follow Agile or Agile-like methodologies. The popularity of these methodologies among organizations, caused some changes in the testing © H . S . Pr act i Test Ltd. All rights reserved 3 process as we used to know them. Traditionally, the tester was a part of a dedicated software testing team that is exclusively responsible for the entire testing process, managed by a Testing Team Leader. In Agile methodology, software testing is performed as soon as possible and in different stages across the Software Development Life Cycle (SDLC), making it a collective cross-department effort. Developers, Product Owners, and Support Representatives are examples of staff members that take part in the testing efforts in an Agile environment. Nevertheless, the QA Leader still serves as the highest authority within the company regarding software testing. This person is an experienced and proven software testing expert that holds superb professional knowledge. Therefore, it is clear why they are in charge of the technical side of the software testing process. But the areas of responsibility in this role are much more than that. In addition to the technical aspect of this role, there is also a management aspect that QA Managers have to take care of in their day-to-day job. They are responsible for managing the workforce, assigning tasks to staff members, keeping the team aligned with goals, etc. Furthermore, they are also the link between upper management and employees. It is their responsibility to report to stakeholders and other executives about the testing process progression and pass updates and other information from upper management to their teams. If you are interested in becoming QA Managers or already Testing Team Leaders, it is worth knowing the 30-60-90 day plan. In this e-book, we will provide you with essential information about the 30-60-90 plan, with a focus on Quality Assurance Managers that will help you to achieve an immediate impact within the first three months in your new role. © H . S . Pr act i Test Ltd. All rights reserved 4 What is a 30-60-90 day plan? Often, when a company interviews potential candidates for a managerial role, they ask them to create a three months plan that describes their goals and strategy to successfully achieve these goals. The candidates detail and define the goals for each month, from high-level targets to low-level actions. Creating this comprehensive plan helps the hiring company evaluate if the candidate's vision and priorities go han

FAQs

What is a 30-60-90 day plan and who is it for?

It is a three-month strategy that defines goals and actions for each month. It serves not only interview preparation but also real execution after starting a new managerial role.

What should a QA manager focus on during days 1–30?

Focus on continuous learning and gathering background information, then align with company goals through formal meetings and a clear understanding of executive expectations.

How does the plan progress after days 30, and what outcomes are expected by days 61–90?

The middle phase emphasizes turning plans into better outcomes using automation and delegation, then the final phase measures progress, evaluates tools, and captures lessons learned for improvement.

Sep 12, 2026

Upload by Kurz