Submit Search
Upload
Thinking tools - From top motors through s'ware proc improv't to context-driven (2007)
•
Download as PPSX, PDF
•
2 likes
•
838 views
Neil Thompson
Follow
SoftTest All-island conferences Sep 2007, Belfast & Dublin
Read less
Read more
Technology
Business
Slideshow view
Report
Share
Slideshow view
Report
Share
1 of 35
Download now
Recommended
Feedback-focussed process improvement (2006)
Feedback-focussed process improvement (2006)
Neil Thompson
Neil Thompson - Thinking tools: from top motors, through software process imp...
Neil Thompson - Thinking tools: from top motors, through software process imp...
David O'Dowd
'Best Practices' & 'Context-Driven' - Building a bridge (2003)
'Best Practices' & 'Context-Driven' - Building a bridge (2003)
Neil Thompson
Value Flow Science - Fitter lifecycles from lean balanced scorecards (2011)
Value Flow Science - Fitter lifecycles from lean balanced scorecards (2011)
Neil Thompson
Value Flow ScoreCards - For better strategies, coverage & processes (2008)
Value Flow ScoreCards - For better strategies, coverage & processes (2008)
Neil Thompson
Malinina paper presentation_is_maturity_knowing_what_your_limitations_are
Malinina paper presentation_is_maturity_knowing_what_your_limitations_are
YC_SOVNET
MfDR at the Coordination Unit of the Primes Minister's Department
MfDR at the Coordination Unit of the Primes Minister's Department
African Community of Practice on Managing for Development Results (AfCoP-MfDR)
Applying Learner Centered Methodology - Case Studies
Applying Learner Centered Methodology - Case Studies
Kern Learning Solution
Recommended
Feedback-focussed process improvement (2006)
Feedback-focussed process improvement (2006)
Neil Thompson
Neil Thompson - Thinking tools: from top motors, through software process imp...
Neil Thompson - Thinking tools: from top motors, through software process imp...
David O'Dowd
'Best Practices' & 'Context-Driven' - Building a bridge (2003)
'Best Practices' & 'Context-Driven' - Building a bridge (2003)
Neil Thompson
Value Flow Science - Fitter lifecycles from lean balanced scorecards (2011)
Value Flow Science - Fitter lifecycles from lean balanced scorecards (2011)
Neil Thompson
Value Flow ScoreCards - For better strategies, coverage & processes (2008)
Value Flow ScoreCards - For better strategies, coverage & processes (2008)
Neil Thompson
Malinina paper presentation_is_maturity_knowing_what_your_limitations_are
Malinina paper presentation_is_maturity_knowing_what_your_limitations_are
YC_SOVNET
MfDR at the Coordination Unit of the Primes Minister's Department
MfDR at the Coordination Unit of the Primes Minister's Department
African Community of Practice on Managing for Development Results (AfCoP-MfDR)
Applying Learner Centered Methodology - Case Studies
Applying Learner Centered Methodology - Case Studies
Kern Learning Solution
4iiii Quick Overview
4iiii Quick Overview
LarryBrothwood
Heizer Chapter 02
Heizer Chapter 02
Alina Zulfiqar
Final Six Sigma
Final Six Sigma
Siddik Fruitwala
IT Portfolio Management - lower the entry barriers with LeanIX
IT Portfolio Management - lower the entry barriers with LeanIX
LeanIX GmbH
NG BB 19 Document and Analyze the Process
NG BB 19 Document and Analyze the Process
Leanleaders.org
BA and CMMI by Ivaylo Gueorguiev
BA and CMMI by Ivaylo Gueorguiev
IIBA_Bulgaria
United Airlines Case Study
United Airlines Case Study
Morgan Marzec
NG BB 08 Change Management
NG BB 08 Change Management
Leanleaders.org
Heizer mod a
Heizer mod a
Rizwan Khurram
NG BB 26 Control Charts
NG BB 26 Control Charts
Leanleaders.org
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
Leanleaders.org
Benefits tracking gsw
Benefits tracking gsw
woznite65
ITIL Simulation Fort Fantastic
ITIL Simulation Fort Fantastic
BuGaSi Labs UG (Germany)
NG BB 18 Theory of Constraints
NG BB 18 Theory of Constraints
Leanleaders.org
NG BB 43 Standardized Work
NG BB 43 Standardized Work
Leanleaders.org
NG BB 13 Voice of Customer
NG BB 13 Voice of Customer
Leanleaders.org
NG BB 54 Sustain the Gain
NG BB 54 Sustain the Gain
Leanleaders.org
How to Succeed in Workplace Transitions
How to Succeed in Workplace Transitions
Forum Corporation
Adbd Offset Tpm Implementation Program [Compatibility Mode]
Adbd Offset Tpm Implementation Program [Compatibility Mode]
abir014
NG BB 49 Risk Assessment
NG BB 49 Risk Assessment
Leanleaders.org
Herring overview
Herring overview
envifisheries
Mathura of my Dreams by Vasundhara Agarwal
Mathura of my Dreams by Vasundhara Agarwal
Paarth Institute
More Related Content
What's hot
4iiii Quick Overview
4iiii Quick Overview
LarryBrothwood
Heizer Chapter 02
Heizer Chapter 02
Alina Zulfiqar
Final Six Sigma
Final Six Sigma
Siddik Fruitwala
IT Portfolio Management - lower the entry barriers with LeanIX
IT Portfolio Management - lower the entry barriers with LeanIX
LeanIX GmbH
NG BB 19 Document and Analyze the Process
NG BB 19 Document and Analyze the Process
Leanleaders.org
BA and CMMI by Ivaylo Gueorguiev
BA and CMMI by Ivaylo Gueorguiev
IIBA_Bulgaria
United Airlines Case Study
United Airlines Case Study
Morgan Marzec
NG BB 08 Change Management
NG BB 08 Change Management
Leanleaders.org
Heizer mod a
Heizer mod a
Rizwan Khurram
NG BB 26 Control Charts
NG BB 26 Control Charts
Leanleaders.org
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
Leanleaders.org
Benefits tracking gsw
Benefits tracking gsw
woznite65
ITIL Simulation Fort Fantastic
ITIL Simulation Fort Fantastic
BuGaSi Labs UG (Germany)
NG BB 18 Theory of Constraints
NG BB 18 Theory of Constraints
Leanleaders.org
NG BB 43 Standardized Work
NG BB 43 Standardized Work
Leanleaders.org
NG BB 13 Voice of Customer
NG BB 13 Voice of Customer
Leanleaders.org
NG BB 54 Sustain the Gain
NG BB 54 Sustain the Gain
Leanleaders.org
How to Succeed in Workplace Transitions
How to Succeed in Workplace Transitions
Forum Corporation
Adbd Offset Tpm Implementation Program [Compatibility Mode]
Adbd Offset Tpm Implementation Program [Compatibility Mode]
abir014
NG BB 49 Risk Assessment
NG BB 49 Risk Assessment
Leanleaders.org
What's hot
(20)
4iiii Quick Overview
4iiii Quick Overview
Heizer Chapter 02
Heizer Chapter 02
Final Six Sigma
Final Six Sigma
IT Portfolio Management - lower the entry barriers with LeanIX
IT Portfolio Management - lower the entry barriers with LeanIX
NG BB 19 Document and Analyze the Process
NG BB 19 Document and Analyze the Process
BA and CMMI by Ivaylo Gueorguiev
BA and CMMI by Ivaylo Gueorguiev
United Airlines Case Study
United Airlines Case Study
NG BB 08 Change Management
NG BB 08 Change Management
Heizer mod a
Heizer mod a
NG BB 26 Control Charts
NG BB 26 Control Charts
NG BB 55 CONTROL Tollgate
NG BB 55 CONTROL Tollgate
Benefits tracking gsw
Benefits tracking gsw
ITIL Simulation Fort Fantastic
ITIL Simulation Fort Fantastic
NG BB 18 Theory of Constraints
NG BB 18 Theory of Constraints
NG BB 43 Standardized Work
NG BB 43 Standardized Work
NG BB 13 Voice of Customer
NG BB 13 Voice of Customer
NG BB 54 Sustain the Gain
NG BB 54 Sustain the Gain
How to Succeed in Workplace Transitions
How to Succeed in Workplace Transitions
Adbd Offset Tpm Implementation Program [Compatibility Mode]
Adbd Offset Tpm Implementation Program [Compatibility Mode]
NG BB 49 Risk Assessment
NG BB 49 Risk Assessment
Viewers also liked
Herring overview
Herring overview
envifisheries
Mathura of my Dreams by Vasundhara Agarwal
Mathura of my Dreams by Vasundhara Agarwal
Paarth Institute
Management scenario
Management scenario
envifisheries
Bus370
Bus370
rashed5852
ฟุตบอลไทย
ฟุตบอลไทย
bookrepublicchiangmai
The Science of Software Testing - Experiments, Evolution & Emergence (2011)
The Science of Software Testing - Experiments, Evolution & Emergence (2011)
Neil Thompson
Building a Personal Cloud Computer
Building a Personal Cloud Computer
Jeff Kramer
Projeto Ruth Rocha
Projeto Ruth Rocha
gracigomes
Sandrine debetaz
Sandrine debetaz
Amit Agrawal
July Construction Update; CA Upper School
July Construction Update; CA Upper School
ColoradoAcademy
tr-069 - bbf 2014
tr-069 - bbf 2014
Nikolay Ilyushkin
33d Infantry Brigade Crosswire Issue 3
33d Infantry Brigade Crosswire Issue 3
33rdibctpao
Wo tcommunity proposal
Wo tcommunity proposal
Campus Tang
Trilogy Gov_Def_Pitch
Trilogy Gov_Def_Pitch
Keith Norton
12รายชื่อผู้มีสิทธิ นครหลวงที่ 2
12รายชื่อผู้มีสิทธิ นครหลวงที่ 2
tik.tvadchai tvadchai
Oasis october
Oasis october
adshock
Yii Framework - Do we really need another php framework?
Yii Framework - Do we really need another php framework?
Joachim Eckert
T bind 0907879_chapter5
T bind 0907879_chapter5
indhria
The ABCs of Strategy
The ABCs of Strategy
Dr Nahin Mamun
Sejutakaos Presentation (MY)
Sejutakaos Presentation (MY)
danielpamungkas80
Viewers also liked
(20)
Herring overview
Herring overview
Mathura of my Dreams by Vasundhara Agarwal
Mathura of my Dreams by Vasundhara Agarwal
Management scenario
Management scenario
Bus370
Bus370
ฟุตบอลไทย
ฟุตบอลไทย
The Science of Software Testing - Experiments, Evolution & Emergence (2011)
The Science of Software Testing - Experiments, Evolution & Emergence (2011)
Building a Personal Cloud Computer
Building a Personal Cloud Computer
Projeto Ruth Rocha
Projeto Ruth Rocha
Sandrine debetaz
Sandrine debetaz
July Construction Update; CA Upper School
July Construction Update; CA Upper School
tr-069 - bbf 2014
tr-069 - bbf 2014
33d Infantry Brigade Crosswire Issue 3
33d Infantry Brigade Crosswire Issue 3
Wo tcommunity proposal
Wo tcommunity proposal
Trilogy Gov_Def_Pitch
Trilogy Gov_Def_Pitch
12รายชื่อผู้มีสิทธิ นครหลวงที่ 2
12รายชื่อผู้มีสิทธิ นครหลวงที่ 2
Oasis october
Oasis october
Yii Framework - Do we really need another php framework?
Yii Framework - Do we really need another php framework?
T bind 0907879_chapter5
T bind 0907879_chapter5
The ABCs of Strategy
The ABCs of Strategy
Sejutakaos Presentation (MY)
Sejutakaos Presentation (MY)
Similar to Thinking tools - From top motors through s'ware proc improv't to context-driven (2007)
TLS - TOC Lean Six Sigma - English 40 slides 2013
TLS - TOC Lean Six Sigma - English 40 slides 2013
MARRIS Consulting
ROI at the bug factory - Goldratt & throughput (2004)
ROI at the bug factory - Goldratt & throughput (2004)
Neil Thompson
Systematic Innovation: TRIZ, Southbeach, and OpenAgile - Tools and Theories f...
Systematic Innovation: TRIZ, Southbeach, and OpenAgile - Tools and Theories f...
David Parker
How technology is helping associations reach new audiences, save money and pr...
How technology is helping associations reach new audiences, save money and pr...
gandreopoulos
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Craig Smith
Systematic Corporate Innovation Methods Overview
Systematic Corporate Innovation Methods Overview
Richard Platt
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes
Craig Smith
Disruptive Innovation: how do you use these theories to manage your IT?
Disruptive Innovation: how do you use these theories to manage your IT?
mark madsen
Simplify Then Add Lightness
Simplify Then Add Lightness
Thoughtworks
Lec 02
Lec 02
Hanakojang Kra Tay
SDLC Smashup
SDLC Smashup
Lester Martin
Hicss paper
Hicss paper
Utkan Uluçay, MSc., CDDP
IBM’s zEnterprise Really Stretches Its Boundaries — New Windows Are Opened
IBM’s zEnterprise Really Stretches Its Boundaries — New Windows Are Opened
IBM India Smarter Computing
toyota production system
toyota production system
Prithvi Ghag
Introduction To Lean Six Sigma
Introduction To Lean Six Sigma
Haythem A. El-Wassif
A User's Perspective: Innovating Smarter with Invention Machine Goldfire
A User's Perspective: Innovating Smarter with Invention Machine Goldfire
IHS Goldfire
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Craig Smith
Telco Big Data Workshop Sample
Telco Big Data Workshop Sample
Alan Quayle
How Do Our Clients Use CONOPS?
How Do Our Clients Use CONOPS?
Jim Jenkins
Essential science for broadband regulation
Essential science for broadband regulation
Martin Geddes
Similar to Thinking tools - From top motors through s'ware proc improv't to context-driven (2007)
(20)
TLS - TOC Lean Six Sigma - English 40 slides 2013
TLS - TOC Lean Six Sigma - English 40 slides 2013
ROI at the bug factory - Goldratt & throughput (2004)
ROI at the bug factory - Goldratt & throughput (2004)
Systematic Innovation: TRIZ, Southbeach, and OpenAgile - Tools and Theories f...
Systematic Innovation: TRIZ, Southbeach, and OpenAgile - Tools and Theories f...
How technology is helping associations reach new audiences, save money and pr...
How technology is helping associations reach new audiences, save money and pr...
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Systematic Corporate Innovation Methods Overview
Systematic Corporate Innovation Methods Overview
40 Agile Methods In 40 Minutes
40 Agile Methods In 40 Minutes
Disruptive Innovation: how do you use these theories to manage your IT?
Disruptive Innovation: how do you use these theories to manage your IT?
Simplify Then Add Lightness
Simplify Then Add Lightness
Lec 02
Lec 02
SDLC Smashup
SDLC Smashup
Hicss paper
Hicss paper
IBM’s zEnterprise Really Stretches Its Boundaries — New Windows Are Opened
IBM’s zEnterprise Really Stretches Its Boundaries — New Windows Are Opened
toyota production system
toyota production system
Introduction To Lean Six Sigma
Introduction To Lean Six Sigma
A User's Perspective: Innovating Smarter with Invention Machine Goldfire
A User's Perspective: Innovating Smarter with Invention Machine Goldfire
40 Agile Methods in 40 Minutes
40 Agile Methods in 40 Minutes
Telco Big Data Workshop Sample
Telco Big Data Workshop Sample
How Do Our Clients Use CONOPS?
How Do Our Clients Use CONOPS?
Essential science for broadband regulation
Essential science for broadband regulation
More from Neil Thompson
Six schools, three cultures of testing: future-proof by shifting left, down, ...
Six schools, three cultures of testing: future-proof by shifting left, down, ...
Neil Thompson
Test Data, Information, Knowledge, Wisdom: past, present & future of standing...
Test Data, Information, Knowledge, Wisdom: past, present & future of standing...
Neil Thompson
From 'Fractal How' to Emergent Empowerment (2013 article)
From 'Fractal How' to Emergent Empowerment (2013 article)
Neil Thompson
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Neil Thompson
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Neil Thompson
Risk-Based Testing - Designing & managing the test process (2002)
Risk-Based Testing - Designing & managing the test process (2002)
Neil Thompson
Risk and Testing (2003)
Risk and Testing (2003)
Neil Thompson
Risk Mitigation Trees - Review test handovers with stakeholders (2004)
Risk Mitigation Trees - Review test handovers with stakeholders (2004)
Neil Thompson
Holistic Test Analysis & Design (2007)
Holistic Test Analysis & Design (2007)
Neil Thompson
What is Risk? - lightning talk for software testers (2011)
What is Risk? - lightning talk for software testers (2011)
Neil Thompson
Memes & Fitness Landscapes - analogies of testing with sci evol (2011)
Memes & Fitness Landscapes - analogies of testing with sci evol (2011)
Neil Thompson
Testing as Value Flow Mgmt - organise your toolbox (2012)
Testing as Value Flow Mgmt - organise your toolbox (2012)
Neil Thompson
More from Neil Thompson
(12)
Six schools, three cultures of testing: future-proof by shifting left, down, ...
Six schools, three cultures of testing: future-proof by shifting left, down, ...
Test Data, Information, Knowledge, Wisdom: past, present & future of standing...
Test Data, Information, Knowledge, Wisdom: past, present & future of standing...
From 'Fractal How' to Emergent Empowerment (2013 article)
From 'Fractal How' to Emergent Empowerment (2013 article)
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Value-Inspired Testing - renovating Risk-Based Testing, & innovating with Eme...
Risk-Based Testing - Designing & managing the test process (2002)
Risk-Based Testing - Designing & managing the test process (2002)
Risk and Testing (2003)
Risk and Testing (2003)
Risk Mitigation Trees - Review test handovers with stakeholders (2004)
Risk Mitigation Trees - Review test handovers with stakeholders (2004)
Holistic Test Analysis & Design (2007)
Holistic Test Analysis & Design (2007)
What is Risk? - lightning talk for software testers (2011)
What is Risk? - lightning talk for software testers (2011)
Memes & Fitness Landscapes - analogies of testing with sci evol (2011)
Memes & Fitness Landscapes - analogies of testing with sci evol (2011)
Testing as Value Flow Mgmt - organise your toolbox (2012)
Testing as Value Flow Mgmt - organise your toolbox (2012)
Recently uploaded
Apidays New York 2024 - Accelerating FinTech Innovation by Vasa Krishnan, Fin...
Apidays New York 2024 - Accelerating FinTech Innovation by Vasa Krishnan, Fin...
apidays
Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe
Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe
apidays
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
Product Anonymous
Biography Of Angeliki Cooney | Senior Vice President Life Sciences | Albany, ...
Biography Of Angeliki Cooney | Senior Vice President Life Sciences | Albany, ...
Angeliki Cooney
ICT role in 21st century education and its challenges
ICT role in 21st century education and its challenges
rafiqahmad00786416
TrustArc Webinar - Unlock the Power of AI-Driven Data Discovery
TrustArc Webinar - Unlock the Power of AI-Driven Data Discovery
TrustArc
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
sudhanshuwaghmare1
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
sammart93
Spring Boot vs Quarkus the ultimate battle - DevoxxUK
Spring Boot vs Quarkus the ultimate battle - DevoxxUK
Jago de Vreede
Apidays New York 2024 - The value of a flexible API Management solution for O...
Apidays New York 2024 - The value of a flexible API Management solution for O...
apidays
Finding Java's Hidden Performance Traps @ DevoxxUK 2024
Finding Java's Hidden Performance Traps @ DevoxxUK 2024
Victor Rentea
presentation ICT roal in 21st century education
presentation ICT roal in 21st century education
jfdjdjcjdnsjd
Ransomware_Q4_2023. The report. [EN].pdf
Ransomware_Q4_2023. The report. [EN].pdf
Overkill Security
Corporate and higher education May webinar.pptx
Corporate and higher education May webinar.pptx
Rustici Software
CNIC Information System with Pakdata Cf In Pakistan
CNIC Information System with Pakdata Cf In Pakistan
danishmna97
FWD Group - Insurer Innovation Award 2024
FWD Group - Insurer Innovation Award 2024
The Digital Insurer
Navigating the Deluge_ Dubai Floods and the Resilience of Dubai International...
Navigating the Deluge_ Dubai Floods and the Resilience of Dubai International...
Orbitshub
Emergent Methods: Multi-lingual narrative tracking in the news - real-time ex...
Emergent Methods: Multi-lingual narrative tracking in the news - real-time ex...
Zilliz
Why Teams call analytics are critical to your entire business
Why Teams call analytics are critical to your entire business
panagenda
DEV meet-up UiPath Document Understanding May 7 2024 Amsterdam
DEV meet-up UiPath Document Understanding May 7 2024 Amsterdam
UiPathCommunity
Recently uploaded
(20)
Apidays New York 2024 - Accelerating FinTech Innovation by Vasa Krishnan, Fin...
Apidays New York 2024 - Accelerating FinTech Innovation by Vasa Krishnan, Fin...
Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe
Apidays New York 2024 - Scaling API-first by Ian Reasor and Radu Cotescu, Adobe
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
Biography Of Angeliki Cooney | Senior Vice President Life Sciences | Albany, ...
Biography Of Angeliki Cooney | Senior Vice President Life Sciences | Albany, ...
ICT role in 21st century education and its challenges
ICT role in 21st century education and its challenges
TrustArc Webinar - Unlock the Power of AI-Driven Data Discovery
TrustArc Webinar - Unlock the Power of AI-Driven Data Discovery
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Spring Boot vs Quarkus the ultimate battle - DevoxxUK
Spring Boot vs Quarkus the ultimate battle - DevoxxUK
Apidays New York 2024 - The value of a flexible API Management solution for O...
Apidays New York 2024 - The value of a flexible API Management solution for O...
Finding Java's Hidden Performance Traps @ DevoxxUK 2024
Finding Java's Hidden Performance Traps @ DevoxxUK 2024
presentation ICT roal in 21st century education
presentation ICT roal in 21st century education
Ransomware_Q4_2023. The report. [EN].pdf
Ransomware_Q4_2023. The report. [EN].pdf
Corporate and higher education May webinar.pptx
Corporate and higher education May webinar.pptx
CNIC Information System with Pakdata Cf In Pakistan
CNIC Information System with Pakdata Cf In Pakistan
FWD Group - Insurer Innovation Award 2024
FWD Group - Insurer Innovation Award 2024
Navigating the Deluge_ Dubai Floods and the Resilience of Dubai International...
Navigating the Deluge_ Dubai Floods and the Resilience of Dubai International...
Emergent Methods: Multi-lingual narrative tracking in the news - real-time ex...
Emergent Methods: Multi-lingual narrative tracking in the news - real-time ex...
Why Teams call analytics are critical to your entire business
Why Teams call analytics are critical to your entire business
DEV meet-up UiPath Document Understanding May 7 2024 Amsterdam
DEV meet-up UiPath Document Understanding May 7 2024 Amsterdam
Thinking tools - From top motors through s'ware proc improv't to context-driven (2007)
1.
September 2007
Neil Thompson SoftTest Ireland with the support of the All Ireland Software Network Belfast 20 Sep 2007 Thinking tools: from top motors, through software process improvement, to context-driven Neil Thompson Thompson information Systems Consulting Ltd 23 Oast House Crescent Farnham, Surrey England, UK GU9 0NP www.TiSCL.com ©
2.
September 2007 Can
software process improvement learn Neil Thompson from these? TOYOTA PRIUS © 2 TOYOTA CELICA GT4
3.
September 2007 How
Toyota progressed through quality to Neil Thompson global dominance, and now innovation • Quality (top reputation): – has dominated JD Power satisfaction survey for decade – Toyota Production System (TPS): 14 principles across Philosophy, Problem-Solving, Process and People & Partners • Global dominance: – market value > GM, Chrysler & Ford combined – on track to become (2006) world’s largest-volume car mfr • Innovation (fast): – Lexus: invaded the “quality” market and won – Prius: not evolutionary but revolutionary – and launched 2 months early and sold above expectations – Toyota Product Development System (TPDS): 13 (!) principles across Process, People and Tools & Technology © 3
4.
September 2007
Neil Thompson Agenda • Contents: – Analogies between world-leading improvements in manufacturing and what we may do in the software development lifecycle (SDLC): • 1. Things that flow through a process: inventory, value (EuroSP3 2004) • 2. Constraints on process, and thinking tools to improve (EuroSTAR 2006) • 3. From process improvement to process definition, eg context-driven (STAREast 2003) • Acknowledgements: – Jens Pas (EuroSTAR 1998) – my introduction to Goldratt – Greg Daich (STAREast 2002) – I generalised his idea, then worked backwards to the roots • Objectives for audience: – entertainment? – something a bit different – appreciate some fundamental principles – take away a set of simple diagrammatic thinking tools which are useful in many situations – think about your particular SDLC – where are the constraints? – go on to read some of the references – benefit by then improving your own processes – be more ready to learn from other disciplines & industries © 4
5.
September 2007
The “new” paradigm in manufacturing: value Neil Thompson flow, pull not push, problem-solving TPS & TPDS TOYOTA: GOLDRATT: • Customer-defined value 3. Pull to avoid Takt (rhythm), Drum- (to separate value-added from waste) over-production Low-Inventory (“lean”), Buffer- 4. Level workload Just-In-Time Rope Minimise waste Maximise throughput 2. Continuous process flow to surface problems Andon (stop and fix) Critical Chain manag’t 7. Visual control to see problems Kanban cards Tagging slow movers Monitoring buffers One-page metrics 12. See for yourself to thoroughly understand Chain of 5 “why”s Cause-effect trees Conflict resol diagrams 14. Learning org via reflection & improvement Plan-Do-Check-Act Identify constraint, “elevate” & iterate • And now these principles have been successfully applied beyond actual manufacturing, into product development • But what about development of software?... 13. Decide slowly (all options) by consensus © • I prefer Goldratt for thinking tools... 5
6.
September 2007 Goldratt’s Theory
of Constraints: an analogy Neil Thompson to explain Goal: to win the war Objective: to maximise throughput (right soldiers doing right things) Constraint on throughput: slowest marcher Drum Rope Buffer diagram based on those in “The Race”, E.M. Goldratt & R. Fox 1986 Critical chain: weakest link is all we need fix, by means of... Five focussing steps: identify constraint, exploit it, subordinate all else, elevate it (i.e. strengthen so not now weakest), then... identify next constraint But now it’s no longer simple: so need iterative tools for: what to change, what to change to, how Five thinking tools (based on sufficient causes & © necessary conditions) 6
7.
September 2007
Neil Thompson Applicability of TOC beyond manufacturing • Military logistics • Marketing, sales & distribution • Project management • Measurements, human relationships, medicine etc • Using technology, eg assessing benefits of functionality • IT systems development: – focussing of Goldratt’s Critical Chain on hi-tech projects Robert C Newbold – methodology design Alistair Cockburn – “Lean software development” Mary & Tom Poppendieck – Agile management using Feature Driven Development David J Anderson © 7
8.
September 2007
But software development isn’t Neil Thompson like manufacturing? • Software isn’t like hardware • Intellect adds value less predictably than machines • The manufacturing part of software development is disk duplication: “development” is really a design activity • People are more important than processes • Software development doesn’t repeat exactly, people are always tinkering with the processes • Development involves discovery, production involves reducing variation • But I say: does that make all the analogies worthless, or do they just need interpreting? I suggest the latter… © 8
9.
September 2007
Neil Thompson A code factory and a bug factory • No-waste factory a b c Stated Demonstrations & requirements acceptance tests Programming • Now here’s some waste: meeting/escalation (and loaded personal memories), or inventory? a b c a b d Implicit ’ requirements Documented ? Acceptance tests I I requirements ? Meeting / escalation to agree Programming © 9
10.
September 2007
Neil Thompson Specs & unfinished software are inventory • Specifications are generally not needed after go-live (I will come later to exceptions) so they are not end-product, they are work-in- progress (especially intermediate levels like functional & non- functional specs) • Untested software, and even finished software not paid for, is also inventory • Iterative lifecycles help if “adaptive” (product-based) rather than “transformational” (where specifications multiply!) a b Revised & new requirements a b c ’ ’ I May include Programming Programming redesign © 10
11.
September 2007
The full traditional W-model bulges with Neil Thompson inventory! Business objectives Test against Post-implement- Make into Verify ation review Requirements Verify & Validate Acceptance Acc. retest, Statement RS, + spec. AT test fix & reg. test Validate (incl. “QA”) Functional Verify & Validate System Sys. retest, Spec. FS, + spec. AT test fix & reg. test Retest lower Technical V&V TD, Integrat- Int. retest, levels + spec. IT fix & reg. test where Design ion test necessary Module V&V MS, + Unit Unit retest, Specs. spec. UT test fix & reg. test Code Static-check © 11
12.
September 2007
Neil Thompson In a factory, small batches reduce inventory Stages & units / hour (i) 1.3 (ii) 10.0 Multi-batch 1000 (iii) 1.0 200 200 200 200 200 (ie “iterative”) Single-batch (ie “waterfall”) (iv) 10.0 (v) 2.0 0 1 2 3 4 0 1 2 3 4 months months Inventory Inventory Based on Goldratt, The race (North River Press 1986) © 12
13.
September 2007
Neil Thompson Drum-buffer-rope approach to constraints • Optimise throughput by: – (1) drumbeat based on constraining stage (a) & orders (b) – (2) buffer to protect constraining stage from upstream disruptions – (3) rope to prevent leader extending gap on constraining stage • For subassemblies feeding in, have additional buffers “troops marching” materials flow buffer raw materials (1) in constraining ”leader” stage (a) assembly (2) (3) buffer subassembly orders (b) © 13
14.
September 2007
In software development & testing, small Neil Thompson batches = agile methods: consider inventory moving through SDLC Amount of functionality Requirements Inventory in this stage Lead time for Specification of process this stage Design of process Inventory in process Programming & Within each stage overall unit testing of testing, can Integration subdivide by testing pass/fail, bug states etc System testing Acceptance testing Live and paid-for Date If lines not approx parallel, inventory is growing © 14 Based on Anderson, Agile management for software engineering (Prentice Hall 2004)
15.
Agile methods: pull
value instead of pushing September 2007 Neil Thompson documentation LEVELS OF DOCUMENTATION, pushed by specifiers FLOW OF FULLY- WORKING SOFTWARE, pulled by customer demand + Test Specifications Requirements Accepted System- tested + Func Spec Integrated + Technical Design WORKING SOFTWARE Unit / Component-tested + Unit / Component specifications © 15
16.
September 2007
Neil Thompson But even if our context is not suitable (or ready) for agile methods, we should understand flow raw materials in Where is/are the Requirements constraining stage(s)? Where should buffers Specification be / not be? Acceptance testing order(s) System testing Design assembly Integration testing sub-assemblies Programming Unit testing © 16
17.
September 2007 New
paradigm problem-solving: the Goldratt- Neil Thompson Dettmer* “Thinking Tools” What to ........... What to change to ....... change (1) (2) (3) Core problem+ Prerequisites+ CURRENT REALITY (other) Root causes Conflicts + Injections Intermediate Intermediate FUTURE Requirements + effects effects INJECTIONS REALITY Undesirable Desired Objective effects effects CURRENT CONFLICT .... How to change .... REALITY RESOLUTION (4) Intermediate Needs+ (5) objectives Specific actions * very slightly paraphrased here Obstacles Intermediate effects PRE- TRANS- Objective Objective REQUISITES ITION Sources: Dettmer, W. Goldratt’s Theory of Constraints (ASQ 1997) Thompson, N. “Best Practices” & Context-Driven – building a bridge (StarEast 2003) © 17
18.
September 2007 The thinking
tools are complementary diagrams Neil Thompson http://www.osaka-gu.ac.jp/php/nakagawa/TRIZ/eTRIZ/eforum/eETRIACon2003/Fig11TillmannB.jpg • Causes and effects © • Necessary and sufficient conditions 18
19.
September 2007
Why better than “traditional” process Neil Thompson improvement in software testing Test Some analogies Medical flexibility Organisation MaturityTM MATURITY LEVELS Test Maturity ModelSM PREDEFINED SUBJECT AREAS Test Process Sources: Improvement® TMMSM - http://www.stsc.hill.af.mil/crosstalk/1996/09/developi.asp TPI® – based on http://www.sogeti.nl/images/TPI_Scoring_Tool_v1_98_tcm6-30254.xls TOMTM – based on http://www.evolutif.co.uk/tom/tom200.pdf, as © interpreted by Reid, S. Test Process Improvement – 19 An Empirical Study (EuroSTAR 2003)
20.
September 2007
Neil Thompson Extending the new paradigm to testing: by rearranging TPI’s key areas… 1.Test strategy 2.Lifecycle model 3.Mom of involv’t 4.Estim & plan 5.Test spec techn 6.Static techn’s 7.Metrics 8.Test automation 9.Test env’t 10.Office env’t 11.Commit & motiv 12.Test func & train 13.Scope of meth’y 14.Communication 15.Reporting 16.Defect mgmt 17.Testware mgmt 18.Test proc mgmt 19.Evaluation 20.Low-lev testing …we can begin to see cause-effect trees… © 20
21.
September 2007 Cause-effect trees:
can start with TPI’s inbuilt Neil Thompson dependencies 4.Estim & plan 6.Static techn’s 5.Test spec techn 7.Metrics A:Substantiated A:Informal techniques A:Product for project B:Formal techniques 3.Mom of involv’t 1.Test strategy 19.Evaluation 20.Low-lev testing 2.Lifecycle model 18.Test proc mgmt A:Single hi-level test A:Plan, spec, exec A:Planning & exec’n A:Compl test basis B:+Monitoring & adjustment 13.Scope of meth’y 14.Communication 11.Commit & motiv 12.Test func & train 16.Defect mgmt 15.Reporting A:Budget & time A:Internal A:Defects A:Project-specific B:Test int in proj org B:Progress, activities, prioritised defects A:Testers & Test Mgr 10.Office env’t 9.Test env’t 8.Test automation 17.Testware mgmt A:Managed-controlled A:Internal …eg for getting to at least level A throughout © (slightly simplified) 21
22.
September 2007 Can add
extra “key areas”, lifecycle inputs & Neil Thompson outputs, general categories INPUTS & 4.Estim & plan + Risk-Based 6.Static techn’s 5.Test spec techn TECHNIQUES 7.Metrics STAR INFLUENCES in general on testing 3.Mom of involv’t 1.Test strategy 19.Evaluation 20.Low-lev testing 2.Lifecycle model 18.Test proc mgmt LIFECYCLE in general 13.Scope of meth’y 14.Communication 11.Commit & motiv 12.Test func & train 16.Defect mgmt 15.Reporting ORGANISATION in general 10.Office env’t 9.Test env’t INFRA- 8.Test automation + Test data 17.Testware mgmt OUTPUTS STRUCTURE from testing in general …eg TPI / TMap’s four “cornerstones” © 22
23.
September 2007 Can go
beyond the fixed questions: SWOT Neil Thompson each subject area Source: solid borders denote as in TPI; dashed borders denote additional INPUTS & INFLUENCES on STAR 4.Estimating & planning STRENGTHS OPPORTUNITIES STRENGTHS OPPORTUNITIES Some managers are considering Monitored, and adjustments agile methods made if needed Business analysts may be motivated by UML training Too busy for well-considered estimating & planning System requirements are The most experienced The squeeze on testing is agreed too late business analysts are leaving, likely to worsen more may follow Release dates are fixed System specs & designs are defective, just timeboxed Can’t recruit more staff System specs are heavy text documents Not substantiated, just “we did it as in previous project” WEAKNESSES THREATS WEAKNESSES THREATS © (small Post-it® notes are good for this) 23
24.
September 2007 Applying the
thinking tools to information Neil Thompson from SWOT analysis Using extracts from both 1st & 2nd examples STRENGTHS OPPORTUNITIES TACTICAL: Address culture by worked examples of diagrams Some managers are considering agile methods (Use Strengths to help TACTICAL: Include tables & diagrams in test specifications Business analysts may be amplify opportunities) motivated by UML training ONGOING: Techniques training & Action planning Can still improve coverage coaching at macro level with informal techniques STRATEGIC: (80/20) Improve SDLC method TRANS- CONFLICT FUTURE REALITY ITION CURRENT REALITY RESOLUTION PRE- Culture of our testers is to prefer large text documents SDLC method does not encourage diagrams REQUISITES to diagrams System specs are heavy text documents (Use Threats to help Anticipating & Test specs are large & “texty” identify obstacles) overcoming obstacles Test coverage omissions & overlaps WEAKNESSES Too many failures in Live THREATS The SWOT method can be “nested”, eg aggregate up from individual subject areas to whole lifeycle © 24
25.
September 2007 Difficulties in
problem-solving: Neil Thompson conflict resolution (eg for documentation) Agree in a “We need workshop what “If it’s not written, “Test reports need to “Reviews are powerful at more documentation finding defects early, but it’s is needed it can’t be signed off” be formal documents” difficult to review just speech” documentation” “What documentation is needed “Sign-off can be by for contractual reasons? Still agreed meeting outcomes” “Are there few enough people time to negotiate?” Yes! Documentation to make frequent widespread doesn’t have to meetings practical?” No! Objectives of be paper: use documentation wikis etc CONFLICT Can mix Documentation varies: exploratory are to help build & scripted need to distinguish necessary Documentation from unnecessary and maintain a is still needed testing Make maximum fit-for-purpose for maintenance use of tables Need to distinguish quality after go-live system by knowing & diagrams of documentation, not just quantity and agreeing what built and “They will when their what tested memories have faded “Are test analysts writing “Will the live system be Our users cannot be on-site or when there’s a tests for others to run?” No! maintained by its with the project throughout contract dispute” its developers?” No! “Signed-off requirements “People never read “Documented test plans Specifications are like any documentation” are counterproductive to inventory, no end value are counterproductive to systems meeting real “We need the best testing” user needs now” less documentation” Developed further to Daich, GT. Software documentation superstitions (STAREast 2002) © See also Rüping, A. Agile documentation (Wiley 2003) 25
26.
Not only process
improvement – we can apply September 2007 Neil Thompson the thinking tools to defining “appropriate” practices! Always- Good What “appropriate” means Context good practices in this context principles in this REALITY + Injections Root “Prerequisites” context 3 causes Intermediate FUTURE Extremes Intermediate Requirements effects REALITY effects Sub-requirements (valid & invalid Desired Effects effects Objectives assumptions) + INJECTIONS CURRENT 2a Questions to Choice categories REALITY 1 POSITIONING + Justifications consider & actions 5a Choice • Methodology 2b Intermediate categories + unhappy with CONFLICT sub-prerequisites NEEDS + Specific ( actions) RESOLUTION actions INTERACTIONS • Unsure how best to test Obstacles Actions & sub- ( conditions) 4 Intermediate objectives effects PRE- Sub-prerequisite 5b Objectives © REQUISITES Sub- © 26 objectives 26 TRANSITION
27.
September 2007 This is
a structure I argued could build a bridge Neil Thompson between “best practices” and context-driven Unifying points Best Practice “Always-Good” Principles Goldratt’s “formalised “fossilised What How “thinking tools” sloppiness” thinking” Constraints, Context- Requirements, Driven Objectives etc Expert pragmatism with structure © 27
28.
September 2007 1
Context (CURRENT REALITY) Neil Thompson Business/ App type Corporate culture org. sector Nation QUALITY / RISK FACTORS SCOPE, COST, TIME, (eg USA) Technology Legal Moral Job type & size: • project/programme constraints: constraints, eg: • bespoke/product • regulation • human safety • money, property • new/maintenance • standards • convenience Process Resources: constraints, eg: • money ( skills, environments) • quality management • time • configuration mgmt • Unsure how best Methodology • Methodology to test happy with unhappy with © 28
29.
September 2007 2a
Always-good principles Neil Thompson (CONFLICT RESOLUTION upper level) Always-good Effectiveness Efficiency Risk management Quality management Decide process targets Assess where errors originally made & improve over time Insurance Assurance Be pragmatic over quality targets Plan early, then Define & use metrics Give confidence (AT) rehearse-run, Use handover & acceptance criteria Define & detect errors (UT,IT,ST) acceptance tests V-model: what testing against W-model: quality management Use independent system & acceptance testers Risks: list & evaluate Tailor risks & priorities etc to factors Use appropriate skills mix Refine test specifications progressively: Define & agree roles & responsibilities Prioritise tests based on risks Plan based on priorities & constraints Design flexible tests to fit Use appropriate techniques & patterns Define & measure Allow appropriate script format(s) test coverage Use synthetic + lifelike data Use appropriate tools Allow & assess for coverage changes Document execution & management procedures Optimise efficiency Distinguish problems from change requests Measure progress & problem significance Prioritise urgency & importance Quantify residual risks & confidence Distinguish retesting from regression testing © 29
30.
September 2007
Neil Thompson Conflicting interpretations of these principles Next diagram will take each box from the previous diagram and assess it on a formal-informal continuum, so... In preparation for this: what do we mean by “formality”? • adherence to standards • consistency and/or proprietary • contracted-ness methods • trained-ness and • detail certification of staff • amount of • “ceremony”, eg degree documentation to which tests need to • scientific-ness be witnessed, results • degree of control audited, progress • repeatability reported • any others? © 30
31.
September 2007
Neil Thompson 2b Good practices in this context (CONFLICT RESOLUTION lower level) • THEY ARE LEVELS, All systems are integrated from parts We’re too Use a lazy to think NOT STAGES • SOME SPECS ARE waterfall OUT OF DATE / IMPERFECT, We want baselines to test against BUT WE COPE V-model APPROPRIATE We want to test viewpoints of: • NEED NOT BE 1-1 CORRESP USE OF • users SPECS-LEVELS V-model: • someone expert & independent • NEED NOT BE 4 LEVELS what testing • designers • programmers Two heads are better than one against • MULTIPLE PARTIAL PASSES “Conflict” We’re doing iterative development Different levels mitigate different risks We’re doing adaptive development (no specs) • CAN USE EXPLORATORY Documentation must be minimised We have little time TESTING AGAINST CONSENSUS BASIS Don’t We’re object-oriented • V-MODEL IS IMPLICIT IN BINDER’S BOOKTesting OO systems: models, use a patterns & tools V-model V-model is MANY PEOPLE We want to discredited STAND BY V-MODEL be trendy, anyway © 31
32.
September 2007 3
What “appropriate” means in this context Neil Thompson (FUTURE REALITY) The system has: • users Our user requirements • (potentially) expert & independent testers are out of date and • designers (where significant) were vague when written • programmers We do have a good functional spec and independent testers available Our system is very simple We do need separate development & acceptance V-model with test levels • NEED NOT BE 4 LEVELS only 3 levels: We don’t need a acceptance (v. consensus) separate system (v. spec) integration test level unit (informal) Our programmers hate documentation © 32
33.
And so on…
overall what we have done is September 2007 Neil Thompson deconstruct then reconstruct: the framework is a “meta-V-model” All possible CONFLICT RESOLUTION TRANSITION Choice contexts upper upper categories & actions Your context CURRENT TRANSITION REALITY lower Choices CONFLICT Each practice PRE- Questions to RESOLUTION to examine REQUISITES consider lower FUTURE FUTURE REALITY REALITY What “appropriate” © 33 means in your context
34.
September 2007
Neil Thompson Conclusions • Summary: – Toyota’s success (and penetration of Just In Time) – “The Goldratt Trilogy”: • 1. Things that flow through a process: inventory, value • 2. Constraints on process, and thinking tools to improve • 3. From process improvement to process definition, eg context- driven • Lessons learned: – three papers are enough? • Take away: – read references – Dettmer is key • Way forward: – examples! © 34
35.
September 2007
Neil Thompson Key references • Context-Driven: – Kaner, Bach & Pettichord (2002) Lessons learned in software testing, Wiley • Best Practice: – ISEB, ISTQB?? • My inspiration: – Jens Pas (EuroSTAR 1998) Software testing metrics – Gregory Daich (STAREast 2002) Software documentation superstitions • Theory of Constraints understanding: – Eliyahu M. Goldratt (1984 then 1992 with Jeff Cox) - The Goal; (1986 with R. Fox) The Race; (1997) Critical Chain • TOC overview and the thinking tools: – H. William Dettmer (1997) Goldratt’s TOC: a systems approach to cont. improv’t, ASQ • Related (but differently-specialised) thinking from Agile community: – Alistair Cockburn: A methodology per project, www.crystalmethodologies.org – Mary Poppendieck: Lean development: an agile toolkit, © 35 www.poppendieck.com
Download now