Testing Leadership: From 2nd Class Citizens to Best of Breed

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  • Foundations of forming this community Example of demonstrated ‘impassioned’ (story form) = 1) manager found a test tool the lab needed and the individual groups were having difficulty justifying, so he just went out and bought enough licenses for all the product teams in the lab 2)
  • Testing Leadership: From 2nd Class Citizens to Best of Breed

    1. 1. Bill Woodworth Director, IBM Quality thru Software Engineering Testing Leadership: From 2 nd Class Citizens to Best of Breed Keynote at TAIC PART Conference
    2. 2. <ul><li>Agenda </li></ul><ul><ul><li>Testing challenges to overcome in 1998 and pitfalls to watch out for… </li></ul></ul><ul><ul><li>IBM’s Response to these challenges </li></ul></ul><ul><ul><li>IBM wide Teaming of S/W Test Professionals </li></ul></ul><ul><ul><li>Results of Testers’ Leadership and Community </li></ul></ul><ul><ul><li>Keys to Making It All Happen… </li></ul></ul>Testing Progress in IBM
    3. 3. Testing Challenges – in 1998 <ul><li>Low Recognition of the Value </li></ul><ul><ul><li>2 nd Class Citizens </li></ul></ul><ul><li>Isolated Islands of Testers </li></ul><ul><ul><li>Not Knowing Best Practices & Tools </li></ul></ul><ul><ul><li>Each Doing Their Own Thing; Tool Proliferation </li></ul></ul><ul><li>Unclear customer usage/expectations of new functions </li></ul><ul><ul><li>Not clear how to really verify the new function </li></ul></ul><ul><ul><li>Real customer scenarios not tested </li></ul></ul><ul><li>Lack of disciplined process between Development & Test </li></ul><ul><ul><li>Entry / exit criteria weak or not applied with discipline </li></ul></ul><ul><ul><li>Lack of early involvement by testers; Late deliveries from dev </li></ul></ul><ul><li>Test technology had lagged behind Development </li></ul><ul><li>Industry & academia </li></ul><ul><li>Lack of automation </li></ul>
    4. 4. Testing Pitfalls <ul><li>Poor test planning </li></ul><ul><ul><li>Blown schedule </li></ul></ul><ul><ul><li>Easiest items handled first & High risk items later </li></ul></ul><ul><li>Weak enforcement of entry & exit criteria </li></ul><ul><ul><li>False starts, wasted time </li></ul></ul><ul><ul><li>Poor quality code and documentation on test entry </li></ul></ul><ul><li>Poor test design </li></ul><ul><ul><li>Tests redundant & inefficient </li></ul></ul><ul><ul><li>Product exercised - not verified </li></ul></ul><ul><ul><li>Weak exception/boundary tests </li></ul></ul><ul><ul><li>Different sequences not tested; Error paths not well tested </li></ul></ul><ul><li>System / Integration Tests </li></ul><ul><ul><li>Overlap between some tests </li></ul></ul><ul><ul><li>Holes / gaps between others </li></ul></ul>
    5. 5. IBM’s RESPONSE = <ul><li>CREATED A COMPANY WIDE COMMUNITY OF TESTERS </li></ul><ul><ul><li>Vision </li></ul></ul><ul><ul><li>Teaming to Become BEST OF BREED </li></ul></ul><ul><ul><li>Mission </li></ul></ul><ul><ul><li>Delivering VALUE to Each Business Unit </li></ul></ul>
    6. 6. Key FOCUS AREAS <ul><li>COMMUNITY Development </li></ul><ul><li>PEOPLE : Critical Skill / Competency </li></ul><ul><li>Selecting / Using PRACTICES & TOOLS </li></ul><ul><li>PROCESS and METRICS </li></ul><ul><li>Driving for IMPROVEMENTS </li></ul>
    7. 7. 1. COMMUNITY DEVELOPMENT <ul><li>Executives Raising Expectations – Key </li></ul><ul><li>Team of Impassioned Leaders </li></ul><ul><ul><li>Technical and Management </li></ul></ul><ul><li>First Principle = “IBM T.E.S.T.” </li></ul><ul><ul><li>I ntegrating B etter M ethods T ogether E nhancing S oftware T esting </li></ul></ul><ul><li>Do it Once….. Deploy it to ALL ! </li></ul>
    8. 8. <ul><li>Highly Successful Software Communities </li></ul><ul><li>Drive and Provide the Means for: </li></ul><ul><li>Developing Resources </li></ul><ul><li>needs based </li></ul><ul><li>committees + workgroups </li></ul><ul><li>best technology / source </li></ul><ul><li>Driving Improvements </li></ul><ul><li>self assessment </li></ul><ul><li>using community resources </li></ul><ul><li>remembering lessons learned </li></ul><ul><li>Developing People </li></ul><ul><li>career & skill focus </li></ul><ul><li>training & recognition </li></ul>Changing Deploying Growing Delivering Value <ul><li>Sharing </li></ul><ul><li>nurturing communications </li></ul><ul><li>website, T.R.s, DBs </li></ul><ul><li>newsletters; meetings </li></ul><ul><li>Networking </li></ul><ul><li>in-person meetings </li></ul><ul><li>building relationships </li></ul><ul><li>site visits; contacts </li></ul><ul><li>Leading & Deciding </li></ul><ul><li>impassioned unit leaders </li></ul><ul><li>‘ change leaders’ </li></ul>Teaming Informing Guiding Operational Infrastructure
    9. 9. 2. PEOPLE <ul><li>Establish Testing as a Recognized Critical Skill and Competency </li></ul><ul><li>Ensure Testers Have or Obtain the Required Skills </li></ul><ul><li>Actions </li></ul><ul><ul><li>New recognition opportunities </li></ul></ul><ul><ul><li>Tester career roadmaps & guidance </li></ul></ul><ul><ul><li>Test education & skills development via classes, ITU, conferences, etc. </li></ul></ul><ul><ul><li>Management / executive emphasis and feedback </li></ul></ul>
    10. 10. TESTING: Professional Excellence with UNLIMITED Future <ul><li>Skills Developed </li></ul><ul><ul><li>*Programming </li></ul></ul><ul><ul><li>*Problem solving </li></ul></ul><ul><ul><li>*Knowledge </li></ul></ul><ul><ul><li>- product </li></ul></ul><ul><ul><li>- system </li></ul></ul><ul><ul><li>*Leadership </li></ul></ul><ul><ul><li>*Creativity </li></ul></ul><ul><ul><li>*Multi-languages </li></ul></ul><ul><li>Many Roles </li></ul><ul><ul><li>*Software Engineer </li></ul></ul><ul><ul><li>*Solution architect </li></ul></ul><ul><ul><li>*Sol’n consultant </li></ul></ul><ul><ul><li>*Customer advocate </li></ul></ul><ul><ul><li>*Systems engineer </li></ul></ul><ul><ul><li>*Automation expert </li></ul></ul><ul><ul><li>*Jack of all trades </li></ul></ul>A Multi-Technology Career A Multi-Industry Profession PROUD TO BE A TESTER
    11. 11. 3. SELECTING Practices & Tools <ul><li>Architecture </li></ul><ul><ul><li>Based on Eclipse + Rational </li></ul></ul><ul><li>Best Technologies </li></ul><ul><ul><li>Labs: internal tools </li></ul></ul><ul><ul><li>Research: teaming on next generation </li></ul></ul><ul><ul><li>Using / enhancing IBM Rational products </li></ul></ul><ul><ul><li>Overall Strategy </li></ul></ul><ul><ul><li>Become Intensely Automated </li></ul></ul><ul><li>Deployment = Challenging & Critical </li></ul><ul><ul><li>Practices based with supporting tools </li></ul></ul><ul><ul><li>Creating resources + info once  ‘available to all’ </li></ul></ul><ul><ul><li>Saturating community with ‘right’ information </li></ul></ul><ul><ul><li>Facilitating  ‘how to’, successes, free consultants </li></ul></ul><ul><ul><li>Marketing it….. Energizing local teams </li></ul></ul>
    12. 12. 4. Test Process Background <ul><li>Test process = key element of product development process </li></ul><ul><li>As a company, we develop a lot of code: </li></ul><ul><ul><li>Some we delivery to our customers = ‘software’ </li></ul></ul><ul><ul><li>Some we use to verify our software = ‘testware’ </li></ul></ul><ul><li>We are re-engineering the processes and practices applied by our testers and developers via IRUP </li></ul><ul><ul><li>I BM’s (customization of ) R ational U nified P rocess </li></ul></ul><ul><ul><li>Selecting best practices from RUP, Test Community, Development Community and IBM SMEs </li></ul></ul>
    13. 13. 4. Test Process – enhancing via IRUP <ul><li>Test Project Manager </li></ul><ul><li>Test Architect </li></ul><ul><li>Test Customer Advocate </li></ul><ul><li>Test Designer </li></ul><ul><li>Test Implementer </li></ul>Roles = Skills & Responsibilities Test Discipline Workflow
    14. 14. 4. Closed Loop Process <ul><li>Key = Learning & Remembering From Mistakes </li></ul><ul><ul><li>Disciplined & focused causal analysis . </li></ul></ul><ul><ul><li>Orthogonal Defect Classification (ODC) . </li></ul></ul>
    15. 15. 4. PROCESS - Metrics <ul><li>Critical Role in Improving S/W Processes </li></ul><ul><ul><li>Focus on Quality Process & Cost of Quality </li></ul></ul><ul><ul><li>Type of Key Metrics </li></ul></ul><ul><ul><ul><li>Delivered Quality Metrics </li></ul></ul></ul><ul><ul><ul><li>In Process Metrics </li></ul></ul></ul><ul><ul><li>How Used….. </li></ul></ul><ul><ul><ul><li>Business Decision Making Process </li></ul></ul></ul><ul><ul><ul><li>Driving Improvements </li></ul></ul></ul><ul><ul><ul><ul><li>Used to demonstrate progress and value </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Causal Analysis (lessons learned & remembered) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Process Self Assessments (by testers and now developers) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Scorecards / Dashboards (lab or business area basis) </li></ul></ul></ul></ul>
    16. 16. 5. DRIVING for Improvements <ul><li>Assessing where you are & where to improve… </li></ul><ul><ul><li>via annual Test Self Assessment by each business unit </li></ul></ul><ul><li>Ensuring process discipline applied </li></ul><ul><li>Using metrics to demonstrate Value </li></ul><ul><li>Gaining Executive Buy-in and Support </li></ul><ul><li>Motivating Test Leaders to be ‘Change Leaders’ </li></ul><ul><ul><li>‘ System Test’ as ‘First Customer’ </li></ul></ul><ul><ul><li>Drive across Test AND Development </li></ul></ul>
    17. 17. 5. Two Keys for Unit Self Improvement <ul><li>ITCL Unit Leaders   Aggressive ‘Change Leaders’ </li></ul><ul><li>Meaningful and disciplined use of the IBM Test Self Assessment to affect the most beneficial improvements – business wise </li></ul>Software Development Process Test Self-Assessment Improvement Actions IBM Best Practices Identify Strengths and Weaknesses Develop and Implement Improvement Plan Review with VP; Track and Assess Value Begin Improvement Process IRUP
    18. 18. <ul><li>Agenda </li></ul><ul><ul><li>Testing challenges to overcome in 1998 and pitfalls to watch out for… </li></ul></ul><ul><ul><li>IBM’s Response to these challenges </li></ul></ul><ul><ul><li>IBM wide Teaming of S/W Test Professionals </li></ul></ul><ul><ul><li>Results of Testers’ Leadership and Community </li></ul></ul><ul><ul><li>Keys to Making It All Happen… </li></ul></ul>Testing Progress in IBM
    19. 19. THE RESULTS People UNLIMITED CAREERS BOTH Higher Quality & Available Sooner Product Solutions Major Test Effectiveness & Efficiency Gains Business Leadership Leading Unit’s Improvement Drive…
    20. 20. THE RESULTS Leadership <ul><li>Within Each Product Team, Testers: </li></ul><ul><ul><li>teamed with developers </li></ul></ul><ul><ul><li>involved from the start  part of architecture / design efforts </li></ul></ul><ul><li>As ‘Change Leaders’, Testers: </li></ul><ul><ul><li>led the charge for improvements </li></ul></ul><ul><ul><li>from requirements thru delivery </li></ul></ul><ul><li>Test = Foundation for total SW Eng’g focus </li></ul>
    21. 21. Test  Foundation for SW Engineering Focus 2003 Software Developers Community Leadership 1998 IBM Test Community Leadership 1998 Software Quality Champions <ul><li>1998: Created S/W Testing Process & Quality Focuses </li></ul><ul><ul><li>Charged by Corporate Technical Committee (CEO, Senior Execs) </li></ul></ul><ul><ul><li>Formed IBM S/W Testers Community and Software Quality Champions </li></ul></ul><ul><li>2003: Added Development Process Focus: </li></ul><ul><ul><li>Because of and based on success of Test Community </li></ul></ul><ul><ul><li>Commissioned by IBM S/W and Corp Tech Senior Execs </li></ul></ul><ul><ul><li>Formed IBM S/W Developers Community </li></ul></ul><ul><li>2005: Unified 3 into 1  QSE </li></ul>
    22. 22. Quality thru Software Engineering Community <ul><li>QSE Community Mission </li></ul><ul><ul><li>Teaming to Improve Units’ Software Operations and our Clients’ Satisfaction ! </li></ul></ul><ul><li>QSE Community Vision </li></ul><ul><ul><li>All Units are Better Achieving their Business Goals by Applying Better Q uality S oftware E ngineering ! (customer sat, speed to market, time to value, profit contribution, etc.) </li></ul></ul>
    23. 23. QSE  Transforming Our S/W Engineering Yielded 100s of Improvement Actions and $10,000,000s of Benefits Each Year Team Building & Networking Developing QSE Resources Deploying QSE Resources Driving QSE Improvements……. Re-Engineering via IRUP _1998_ _1999_ _2000_ _2001_ 2002-04 _2005_ _2006_
    24. 24. KEYS TO SUCCESS THRU TEAMING <ul><li>Networking </li></ul><ul><li>Trusting </li></ul><ul><li>Teaming </li></ul><ul><li>Delivering Resources </li></ul><ul><li>Developing Resources </li></ul><ul><li>Driving Improvements </li></ul><ul><li>Deploying Practices </li></ul>VALUE <ul><li>TO MAKE REAL </li></ul><ul><li>PROGRESS TAKES: </li></ul><ul><ul><li>Executive Support </li></ul></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>Impassioned drive </li></ul></ul><ul><ul><li>Persistence </li></ul></ul>

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