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QAAC Conference: Strategies to Shift Left

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Material presented at the QAAC Conference

Material presented at the QAAC Conference

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QAAC Conference: Strategies to Shift Left QAAC Conference: Strategies to Shift Left Presentation Transcript

  • Quality Management - Strategies to Shift Left Presented by : Anand Raghu December 2011©2011, Cognizant
  • Agenda 1. Inhibitors of Predictable Quality Outcomes 2. Key Strategic Questions – The CIO’s Agenda 3. Quality Management – Shift left 4. Transforming IT Engagement models 5. Building a Quality culture 6. Structural Quality vs functional Quality – Knowing the difference 7. Contact Information2 | ©2011, Cognizant
  • Knowing the Trade off…. (Vs) Building it right the first time! Testing it right the first time! http://www.youtube.com/watch?v=1lddBQOaxq03 | ©2011, Cognizant
  • Are Defects a true reflection of ? May be not…..4 | ©2011, Cognizant
  • What inhibits Predictable Quality Outcomes? Business Application Infrastructure Key Inhibitors Changes Changes Changes •Inability to predict the full Service Strategy & Design impact of a change across Core Business business, application &Processes Service Transition Outcomes Service Operations Infrastructure layer • Non alignment of t he core IT External product Vendor process with the product SLAs/OLAs Testing Outcome App. Dev. Testing PMO Vendor processes [ for eg. Internal IT unable to influence and Outcome Vendor App. Dev. Testing Testing PMOProcesses synergize the core process ] Global Sourcing Outcome • No handshake between App. Dev. Testing Testing PMO teams in terms of common quality objectives and lack of Data & Measurement strategy a platform or sharing • No common data platformNote: Core Processes refer to Release Management, Change Management , for a enterprise measurementEnvironment Management, Configuration management, Program Management, strategydemand management & any other process that binds different stakeholders • Demand & Capacity planning ( Human & Non Human resources) 5 | ©2011, Cognizant
  • Key Strategic Questions – CIOs Agenda How do we measure Quality and Risks? How to ensure that quality of deliverables are consistent across IT organization that involves multipleteams? How to enable higher levels of predictability and control within Testing organization How to make Quality ecosystem fungible yet evolving? How to render higher levels of flexibility and scalability to meet changing business needs?Key Considerations Establishing Synergies Benefits • Mandate common baselines and stakeholders to report outQuality baselines and • Clear expectation management and on a release/Month basis on various aspects of qualityscorecards alignment of prioririties across the lifecycle • Consistent definitions, checkpoints and quality gates synchronized with development lifecycleFocus on regulation of • Move from detection to prevention & • Shift Left testing activities ( Requirements standards,upstream functions prediction Static code reviews, Design reviews, Early operational requirements Consistent business involvement)Standardization & • Common definitions, estimations models and test • Consistency in deliverablesoptimization of Process, processes, templates, guidelines, tools and test • Improved utilization & costTools & Environments environments optimization • Locate and opt the Best-in-Class methods/IPs from among • Render flexibilityLeveraging wisdom of wide variety prevalent with multiple groups • Quick opt best in class models & aidsgroups • Customize these to suit individual project needs continuous improvement • Establish centralized model for tools & environmentInnovative Testing • Higher levels of business agility at6 | ©2011, Cognizant • Shared services/on-demand model for specialized testCapacity management lower capital expenditure spend services
  • Shift Left strategy [ shift in people mindset ] • Shift from “competency centers” to a more “collaboration model” • Involving the right people even before requirements – Business Ideation workshops People • Knowledge sharing forums – “ ideation to Implementation” Shift left in all 3 aspects is necessary • Move away from defect based performance measurement to a Quality based measurement [ defect is not always an indicator of Quality] • Focus shift from testing to “Quality engineering” • Formalize “unit & Component integration testing” • Explore opportunities for Agile development/Iterative methods • Define integration points with Support functions [ Release, Methodology Change & Environment Management ] • Post production root cause analysis to be formalized • Shift to „Validation model‟ • Build Non conventional Automation across IT • Invest in configuration management [ CMDB ]; Invest in discovery tools for a proactive approach • Early Operational readiness testing Infrastructure • Environment Optimization and monitoring: Build scalable environments that will enable testing teams • “Infrastructure testing” strategies to be integrated7 | ©2011, Cognizant
  • Transforming IT Engagement models < 30% of organizations operate in this zone 60-80% of organizations operate in this zone Business Development Testing <10% of organizations Business IT Support Functions operate in this zone Development Testing • Shift left driving upstream functions Business IT Support Functions • High business integration, Emergence of • Emergence of Independent verification & Development True UAT models engaging business users Validation (Managed services for testing • Strategic importance of Support groups • High reliance/Expanding footprint of Agile Testing realized ( Release, change, environments, methods (Scrum, XP) PMO) • IT systems are viewed as strategic • Continuous integration and shorter releases• Developers & Business analyst doubled business platforms up as testers • Most projects are delivered in waterfall• Lack of Quality focus; requirements driven testing• Business reliance on IT systems is less/minimal 8 | ©2011, Cognizant
  • Building a Quality Culture Career Empowerment development “Understanding the right balance Understanding Build People between these drivers in key in Customer centric expectation process building positive culture”Performance Positive HighManagement Collaboration culture9 | ©2011, Cognizant
  • Building structural Quality - Framework A framework that provides a platform to measure development quality through: • Analyzing semantically most types of source code across all layers of applications • Measuring adherence to architectural and coding standards Structural Quality: Number of Violations of standards/rules prioritized by criticality Note: Code quality is not the same as application quality10 | ©2011, Cognizant
  • Building Structural Quality- Contnd..Transferability Security Robustness Performance Changeability•File Org Conformity •OS and platform • Number of • Expensive calls in • Empty Code•Object level independence components loops • Dead Code dependencies •Secure coding • Dead Code • SQL and data • OS and Platform•Dead Code •Encapsulation • Structuredness handling independence•OO Inheritance & •Disk & Space • OS and platform • Dynamic Instantiation • Functional evolvability polymorphism Management independence • SQL Query • structureness•Dynamic instantiation • Multi layer data • Reuse complexity • Modulatity•Automated access • Multi layers and data Documentation •API abuse access•SQL Queries • Error & Exception •Object level•Naming convention handling dependencies• Algorithmic & • Unexpected • Error & Exception structural complexity behaviors handling Critical Non Critical11 | ©2011, Cognizant
  • Building Structural Quality Requirements Design Code/Build Test Deploy Requirements Quality Key Inputs • Static code quality analysis Weekly/bi Architecture standards weekly Structural standards • Unit tests Methodology/Practices & results • Design & Code Reviews Programming practices • Configuration Management Standards Documentation Key Outputs Standard violation rate (defect Rate) Number of rate (defect Rate) Defect Injection Defect Escape tests) Number of builds rejected ( smoke Technical Quality Index Key Steps to establish the standards: • Conduct development forums across markets to discuss the Key performance measures for effectiveness • Build Quantitative measures across SDLC gates for progressive measurements • Focus of training and competency building across teams12 | ©2011, Cognizant
  • My Contact Information: Anand Raghu Email: anand.raghu@cognizant.com Cognizant Technology Solutions Phone number: 860-462-010013 | ©2011, Cognizant
  • Thank you| ©2011, Cognizant