Patterns in Test Automation: Issues and Solutions
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Patterns in Test Automation: Issues and Solutions

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Testers often encounter problems when automating test execution. The surprising thing is that many testers encounter the very same problems, over and over again. These problems often have known ...

Testers often encounter problems when automating test execution. The surprising thing is that many testers encounter the very same problems, over and over again. These problems often have known solutions, yet many testers are not aware of them. Recognizing the commonality

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Patterns in Test Automation: Issues and Solutions Patterns in Test Automation: Issues and Solutions Document Transcript

  • 9/5/2013 Innovation Thinking Evolve and Expand Your Capabilities Facilitated By: Jennifer Bonine © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian. Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd. . Logistics for the day . • Training starts at 1:00 pm • Break between 2:30 and 2:45 pm • Plan to end at 4:30 pm © The Insights Group Ltd, 2009. All rights reserved. 1
  • 9/5/2013 Ground Rules • • • • Cell phones to vibrate Open minds Listen Contribute to session will get more out of it – Participation is key • Be present • This is for you soak it in © The Insights Group Ltd, 2009. All rights reserved. Agenda for Session • • • • • • I’ll talk Then you’ll talk We will all move around and do some activities Then I’ll talk some more You’ll talk some more We all leave with a better understand yourselves as leaders and how to have maximum impact as a leader leveraging strengths in your teams © The Insights Group Ltd, 2009. All rights reserved. 2
  • 9/5/2013 Speed Chat • Take a card • Get to as many people in the room as you can and write their responses down on your card • Ask your question then make sure you give your response to that person’s question © The Insights Group Ltd, 2009. All rights reserved. What Do You Think? Harvard Business Review 2002 What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties? 87% © The Insights Group Ltd, 2009. All rights reserved. 3 View slide
  • 9/5/2013 The Steps to Innovation Effectiveness Step 3 Learn how to adapt your behaviour to interact more effectively with others Step 4 Take action and put your learning into practice Step 1 Explore and discover more about yourself Step 2 Learn how to recognize and appreciate others’ differences Page 4 © The Insights Group Ltd, 2009. All rights reserved. Innovation Strategy tweet ______________________________ ______________________________ ______________________________ ______________________________ ____________________ Use the spaces above to succinctly create your 140 character tweet for your strategy around innovation. See Example below: Innovation for us is no limits, no penalty for creativity, all ideas are heard, and we try the best ones quarterly © The Insights Group Ltd, 2009. All rights reserved. 4 View slide
  • 9/5/2013 Perception You will see the world differently from the way other people see it. Page 7 © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. nsights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian. © The Insights Group Ltd, 2009. and rights reserved. are registered trademarks of The Insights Group Ltd. Insights, Insights Discovery All the Insights Wheel 5
  • 9/5/2013 Perception INTR 4.2 © The Insights Group Ltd, 2009. All rights reserved. Perception The mind interprets patterns based on past experience – or on patterns it already knows News Flash: Cmabrigde Uinervtisy Rscheearch Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef but the wrod as a wlohe. Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3 6
  • 9/5/2013 Innovation Strategy Remember Your Vector Math! = 0 Multiple innovation initiatives Bubble-up management Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core & Context Core Context Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 7
  • 9/5/2013 Underlying Drivers in Growth Markets Technology Adoption Strategies Pragmatists: Stick with the herd! Conservatives: Stick with what’s proven! Visionaries: Get ahead of the herd! Skeptics: Just say No! Techies: Just try it! Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Technology Adoption Life Cycle Main Street Tornado Early Market Chasm Bowling Alley Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 8
  • 9/5/2013 The Category Maturity Life Cycle Market Growth Indefinitely elastic middle period C Growth Market D Mature Market B Fault Line! Declining Market E A End of Life Technology Adoption Life Cycle Time Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Cisco Systems and The Category Maturity Life Cycle Internet Routers • Core • Edge • Access Internet Switches • Modular • Stackable Advanced Technologies • VOIP • Security • Wireless • SAN switches Home Networking • Wireless networks • VOIP adapters Non-Internet Protocol Support • SNA • ATM Frame Relay • Novell Netware • Etc. C B D A E Sector Futures • Data Center Virtualization • Service Provider Triple Play • The Networked Home Problem Children • Optical network equipment • Service Provider access Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 9
  • 9/5/2013 Volume Operations Model Brand Advertising Consumers Consumers Offer Consumers Offer Consumers Offer Offer Technology Offer Consumers Offer Offer Consumers Offer Shared Infrastructure Consumers Consumers Distribution Channel Promotions Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Cyclicality & Strategy Volume operations commoditize categories created by complex systems C1 V1 C2 V2 C3 V3 Volume Operations Complex Systems Complex systems respond by creating the next level of complexity Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 10
  • 9/5/2013 A Broad Universe of Innovation Types Line Extension Innovation Enhancement Innovation Marketing Innovation Experiential Innovation Platform Innovation Organic Renewal Product Innovation Acquisition Renewal Renewal Innovation Harvest & Exit Disruptive Innovation Application Innovation Value Engineering Innovation Integration Innovation Process Innovation Value Migration Innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Four Innovation Zones Line Extension Innovation Platform Innovation Product Leadership Zone Enhancement Innovation Marketing Innovation Customer Intimacy Zone Product Innovation Renewal Innovation Experiential Innovation Category Renewal Zone Harvest & Exit Operational Excellence Zone Disruptive Innovation Application Innovation Value Engineering Innovation Integration Innovation Process Innovation Business Model Innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 11
  • 9/5/2013 Innovation Types for Growth Markets The Product Leadership Zone Platform Innovation Product Innovation Disruptive Innovation Application Innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Types for Growth Markets Product New New Existing Disruptive Innovation Application Innovation Product Innovation Platform Innovation Market Existing Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 12
  • 9/5/2013 Innovation Types for Mature Markets The Customer Intimacy Zone Line Extension Innovation Enhancement Innovation Marketing Innovation Experiential Innovation Customer Intimacy Zone Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Types for Mature Markets The Operational Excellence Zone Operational Excellence Zone Value Engineering Innovation Integration Innovation Process Innovation Value Migration Innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 13
  • 9/5/2013 Innovation Types for Declining Markets Leveraging Category Renewal Organic Acquisition Category Renewal Harvest & Exit Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core Becomes Context Over Time The End of Core is Commoditization Video games & downloads Camera functionality SMS messaging Color screens Fashionable accessories Longer battery life Subsidized cell phones Cellular Telephony Example Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 14
  • 9/5/2013 Context Build-up Context Core Core Context Start-up Established Enterprise Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Two Birds, One Stone Extract resources from context to repurpose for core Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 15
  • 9/5/2013 Core/Context Analysis Framework Core Context Process creates differentiation that wins customers All other processes Mission Critical Risk Process shortfall creates serious and immediate risk Non-Mission-Critical All other processes Differentiation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” The Cycle of Innovation Core Context Deploy Differentiation At Scale Manage Mission-critical Processes At Scale Mission Critical Deploy II III I Manage IV Non-Mission-Critical Invent Differentiated Offering Invent Offload Extract Resources To Repurpose For Core Fund next innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 16
  • 9/5/2013 Clinging to Context How Resources Get Stuck Core But lack of resources here results in failure to deploy! Context Mission Critical II III I Mission critical risk Resources get stuck here IV Non-Mission-Critical Resources are added here for support Resources still get invested here Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” The Five Levers Model Extracting Resources from Mission-Critical Context 1. 2. Standardize. Reduce the variety and variability of processes delivering similar outputs to further reduce costs and minimize risks. 3. Modularize. Deconstruct the system into its component subsystems and standardize interfaces for future cost reductions. 4. Optimize. Eliminate redundant steps, automate standard sequences, streamline remaining operations, substitute lower-cost resources, and instrument the process for monitoring and control. 5. Core Centralize. Bring operations under a single authority to reduce overhead costs and create a single decision-making authority to manage risk Outsource. Drive processes out of the enterprise entirely to further reduce overhead, variabilize costs, and minimize future investment. Incorporate monitoring systems into Service Level Agreement Context Requires specialized support Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 17
  • 9/5/2013 The Problem with Outsourcing What Happens to the Work Force? Core Context Mission Critical II III I IV Enabling Resources Wanted Here Resources Available Here People being released lack the skills to fill the positions being opened Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Resource Recycling B II III I IV C A Work circulates clockwise People recycle counter-clockwise Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 18
  • 9/5/2013 Resource-Recycling Zones Program managers Think inside the box to deploy processes at scale Handoff #2 Handoff #1 II III I Optimization Zone Invention Zone Deployment Zone IV Entrepreneurs Think outside the box to create new core Process optimizers Think inside and outside the box to extract resources Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Resource Recycling Meets Outsourcing 2 4 6 5 1 II III I 7 IV 3 Zone rotations drive perpetual innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” 19
  • 9/5/2013 Innovation Original: Strategy _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ______________________________ tweet re- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ______________________________ ____________________ done Final: ______________________________ ______________________________ ______________________________ ______________________________ ____________________ Use the spaces above to succinctly create your 140 character tweet for your strategy around innovation. See Example below: Innovation for us is no limits, no penalty for creativity, all ideas are heard, and we try the best ones quarterly © The Insights Group Ltd, 2009. All rights reserved. Committing to Action & Personal Reflection: • As you continue your journey, think about: •What did I discover about myself as a leader? •What do I appreciate about the styles of others? •How will I adapt my behaviour to get better results? •What is my key action? © The Insights Group Ltd, 2009. All rights reserved. 20
  • 9/5/2013 Jennifer Bonine jbonine@tapqa.com © The Insights Group Ltd, 2009. All rights reserved. 21