토스 / quality-assurance

토스인컴 QA Platform: ‘누구나 테스트할 수 있는’ 도구의 시작 (opens in new tab)

Toss's QA team developed an internal "QA Platform" to solve the high barrier to entry associated with using Swagger for manual testing and data setup. By transforming complex, multi-step API calls into a simple, button-based GUI, the team successfully empowered non-QA members to perform self-verification. This shift effectively moved quality assurance from a final-stage bottleneck to a continuous, integrated part of the development process, significantly increasing product delivery speed. ### Lowering the Barrier to Test APIs * Existing Swagger documentation was functionally complete but difficult for developers or planners to use due to the need for manual JSON editing and sequential API execution. * The QA Platform does not create new APIs; instead, it provides a GUI layer over existing Swagger Test APIs to make them accessible without technical documentation. * The system offers two distinct interfaces: "Normal Mode" for simplified, one-click testing and "Swagger Mode" for granular control over request bodies and parameters. ### From Manual Clicks to Automation and Management * Phase 1 focused on visual accessibility, allowing users to trigger complex data states via buttons rather than manual API orchestration. * Phase 2 integrates existing automation scripts into the platform, removing the need for local environment setups and allowing anyone to execute automated test suites. * The final phase aims to transition into a comprehensive Test Management System (TMS) tailored to the team's specific workflow, reducing reliance on third-party external tools. ### Redefining Quality as a Design Choice * By reducing the time and mental effort required to run a test, verification became a frequent, daily habit for the entire product team rather than a chore for the QA department. * Lowering the "cost" of testing replaced guesswork with data-driven confidence, allowing the team to move faster during development. * This initiative reflects a philosophical shift where quality is no longer viewed as a final checklist item but as a core structural element designed into the development lifecycle. The primary takeaway for engineering teams is that the speed of a product is often limited by the friction of its testing process. By building internal tools that democratize testing capabilities—making them available to anyone regardless of their technical role—organizations can eliminate verification delays and foster a culture where quality is a shared responsibility.

토스플레이스 사일로 QA로 일한다는 것 (opens in new tab)

Toss Place implements a dual-role QA structure where managers are embedded directly within product Silos from the initial planning stages to final deployment. This shift moves QA from a final-stage bottleneck to a proactive partner that enhances delivery speed and stability through deep historical context and early risk mitigation. Consequently, the organization has transitioned to a culture where quality is viewed as a shared team responsibility rather than a siloed functional task. ### Integrating QA into Product Silos * QA managers belong to both a central functional team and specific product units (Silos) to ensure they are involved in the entire product lifecycle. * Participation begins at the OKR design phase, allowing QA to align testing strategies with specific product intentions and business goals. * Early involvement enables accurate risk assessment and scope estimation, preventing the "shallow testing" that often occurs when QA only sees the final product. ### Optimizing Spec Reviews and Sanity Testing * The team introduced a structured flow consisting of Spec Reviews followed by Q&A sessions to reduce repetitive discussions and information gaps. * All specification changes are centralized in shared design tools (such as Deus) or messenger threads to ensure transparency across all roles. * "Sanity Test" criteria were established where developers and QA agree on "Happy Case" validations and minimum spec requirements before development begins, ensuring everyone starts from the same baseline. ### Collaborative Live Monitoring * Post-release checklists were developed to involve the entire Silo in live monitoring, overcoming the limitations of having a single QA manager per unit. * This collaborative approach encourages non-technical roles to interact with the live product, reinforcing the culture that quality is a collective team responsibility. ### Streamlining Issue Tracking and Communication * The team implemented a "Send to Notion" workflow to instantly capture messenger-based feedback and ideas into a structured, prioritized backlog. * To reduce communication fragmentation, they transitioned from Jira to integrated Messenger Lists and Canvases, which allowed for centralized discussions and faster issue resolution. * Backlogs are prioritized based on user experience impact and release urgency, ensuring that critical bugs are addressed while minor improvements are tracked for future cycles. The success of these initiatives demonstrates that QA effectiveness is driven by integration and autonomy rather than rigid adherence to specific tools. To achieve both high velocity and high quality, organizations should empower QA professionals to act as product peers who can flexibly adapt their processes to the unique needs and data-driven goals of their specific product teams.