Everywhere I go I find managers complaining that some team or other is short of staff; and (so far) that has always turned out to be a mirage.
TOC’s 5 Focusing Steps say that adding resources to the bottleneck is the last thing one should do. Before that, a much more cost-effective step is to “exploit” the bottleneck — ie. to try to ensure that bottleneck resources are only employed in adding value. So in the case where testing is the bottleneck, perhaps one should begin by ensuring that testers only work on high quality software; because testing something that will be rejected is waste.
And from the Lean Manufacturing camp, Shigeo Shingo (I think) said something along the lines of “testing to find defects is waste; testing to prevent defects is value”. Which seems to imply that waterfall-style testing after development is (almost) always waste.
Which in turn implies (to me at least) that testing in a waterfall process can never be the bottleneck. The bottleneck must be the policy that put those testers at that point in the flow. Does that sound reasonable to those of you who know a lot more about this kind of stuff than I do?