Business Analysis meet Test Analysis

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  • + newbert Joe Newbert 3 weeks ago
    Thank you, my pleasure. It was a very interesting subject area to research and I hope it adds some value to you daily work life.
  • + mdd1985 mdd1985 3 weeks ago
    Great presentation. Found it to be very thoughtful and enlightening last night. Thank you.
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Business Analysis meet Test Analysis - Presentation Transcript

  1. WHOSE TECHNIQUE IS IT ANYWAY? Leveraging business analysis deliverables for test analysis Presented by Joe Newbert Testing Interest Group (TIG) Networking Evening in Cape Town 10 November, 2009 10 November, 2009 www.businesschange.co.za 1
  2. Plumbers fix leaks, “If they can get away builders make walls, with it, they would prefer architects draw lines, not using any techniques drivers drive, testers do at all!” Leo van der Aalst test case design The brief Matching & prioritising test case design techniques against the business analysis modelling techniques and artefacts produced 10 November, 2009 www.businesschange.co.za 2
  3. Execution • Do Tactics • Plan Strategy • Think The demonstrable way Are testing techniques the only way to realise the agreed test strategy? 10 November, 2009 www.businesschange.co.za 3
  4. Testing mindset Where’s the balance of your thinking? 10 November, 2009 www.businesschange.co.za 4
  5. Procedures People Documents System Database Hardware Software System Elements A regularly interacting or interdependent group of items forming a unified whole 10 November, 2009 www.businesschange.co.za 5
  6. Test Goals Test Risks Test Approach • A test goal is a success • A product risk is the • Is the distribution of criterion for the test chance that the the test effort and test assignment specified in product fails in relation intensity over the the customer’s to the expected combinations of language. damage if it does so. characteristics and object parts Strategy Aimed at finding the most important defects as early as possible and at the lowest costs. 10 November, 2009 www.businesschange.co.za 6
  7. Test Basis Design Techniques Test Cases • All documents from • A set of tools that • A set of conditions or which the provide instruction variables under which requirements of a how to move from a a tester will determine component or system requirement or design whether a software can be inferred. artefact to test cases system is working correctly or not Tactics If an unsuitable technique is selected or no techniques are used, all of the previous steps will have been in vain 10 November, 2009 www.businesschange.co.za 7
  8. Strategic Analysis Business Analysis IT systems analysis • Identify business • Straddles the gap • Analysing and transformation • Investigate situations specifying IT system • Support strategic • Recommend actions requirements analysis • Data, process and • Understanding of function modelling strategy development Business Analysis Range The extent of the Business Analyst’s role and responsibilities 10 November, 2009 www.businesschange.co.za 8
  9. Process •Are they well defined? •Are there workarounds •Are there unnecessary overheads? Organisational People context •Do they understand •Is there a good support their role? structure? •Do then have the •Are roles well defined? required skills? •Is cross-functional •How motivated are working effective? they? Holistic approach Analyse all aspects of the operational business 10 November, 2009 www.businesschange.co.za 9
  10. Elicitation Analysis Techniques Techniques Requirements Deliverables Management Business Analysis Techniques The techniques listed hereon are only a subset of the techniques used by practitioners of business analysis. 10 November, 2009 www.businesschange.co.za 10
  11. Document Analysis Focus Groups •Document analysis is a means to •A focus group is a means to elicit elicit requirements by studying ideas and attitudes about a available documentation. specific product or service in an interactive group setting. Interviews Requirements Workshops •A systematic approach designed •A structured way to scope, to elicit information from a discover, define, prioritize and person or group of people by reach closure on requirements talking to an interviewee. for the target system. Observation Survey/Questionnaire •Observation is a means of •A means of eliciting information eliciting requirements by from many people, sometimes conducting an assessment of the anonymously, in a relatively stakeholder’s environment. short period of time. Elicitation Techniques Work with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work 10 November, 2009 www.businesschange.co.za 11
  12. Benchmarking Brainstorming •Benchmark studies are •The aim of brainstorming is to performed to compare the produce numerous new creative strengths and weaknesses of an ideas, and to derive from them organization against its peers themes for further analysis. and competitors. Decision Analysis Root Cause Analysis •To support decision-making •The purpose of root cause when dealing with complex, analysis is to determine the difficult, or uncertain situa-tions. underlying source of a problem. Prototyping Interface Analysis •Prototyping details user •Identify interfaces between interface requirements and solutions components and define integrates them with other requirements that describe how requirements such as use cases, they will interact. scenarios Analysis Techniques Identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented 10 November, 2009 www.businesschange.co.za 12
  13. Functional Business Rules Data Dictionary Decomposition Analysis and Glossary Process Scope Modelling Data Modelling Modelling Non-functional Sequence Scenarios and Requirements Diagrams Use Cases Analysis Metrics and Key Organization Performance State Diagrams Modelling Indicators Deliverables Is the appropriate output result from a particular business analysis task 10 November, 2009 www.businesschange.co.za 13
  14. Acceptance Criteria Estimation •To define the requirements that •Estimating techniques forecast must be met in order for a the cost and effort involved in solution to be considered pursuing a course of ac-tion. acceptable. Risk Analysis Lessons Learned Process •To identify and manage areas of •Document successes, uncertainty that can impact an opportunities for improvement, initiative, solution, or failures, and recommendations organisation. for improving performance Problem Tracking Structured Walkthrough •An organized approach to •Performed to communicate, tracking, management, and verify and validate requirements. resolution of defects, issues, problems, and risks. Requirements Management How business analysts manage requirements, delivery, conflicts, issues and changes 10 November, 2009 www.businesschange.co.za 14
  15. Organisation Process Data Behaviour Rules Deliverable Prioritisation Which are the fundamental Business Analysis techniques to deliver? 10 November, 2009 www.businesschange.co.za 15
  16. CEO / Board Marketing & Customer Procurement Fulfilment Finance Sales Services Inbound Debtors Manufacture Creditors Outbound Organisation Functional decomposition of the organisational hierarchy, alluding to the core value chain 10 November, 2009 www.businesschange.co.za 16
  17. Process model Representing processes of an enterprise, so that the current process may be analyzed and improved in future. 10 November, 2009 www.businesschange.co.za 17
  18. Data A data model provides the details of information to be stored 10 November, 2009 www.businesschange.co.za 18
  19. Behaviour A state diagram describes the behaviour of systems as a series of events 10 November, 2009 www.businesschange.co.za 19
  20. ID Definition Type State Source BR-1 Delivery time windows are 15 Fact Static Delivery minutes, beginning on each Manager quarter hour. BR-2 All meals in a single order must Constraint Static Corporate be paid for using the same Accounting payment method. Manager BR-3 Order price is calculated as the Computation Dynamic Cafeteria sum of each food item price policy; state times the quantity of that food tax code item ordered, plus applicable sales tax, plus a delivery charge if a meal is delivered outside the free delivery zone. Business Rules A statement that defines or constrains some aspect of the business to assert structure or to control or influence behaviour 10 November, 2009 www.businesschange.co.za 20
  21. Test Basis Test Strategy Test Techniques Test Case Test Case Design The assembling of appropriate data to process through the system to assess functional and quality of service requirements 10 November, 2009 www.businesschange.co.za 21
  22. Pairs Wise Path Flow Formal Exploratory Boundary Equivalence Decision Experience Error Value Class Logic and Model Analysis Partition Table intuition TCD Prioritisation Which Test Case Design technique should I use first? 10 November, 2009 www.businesschange.co.za 22
  23. Pairs Path BVA ECP DLT Wise Flow Organisational      Context Business   Process Model Data    Model State Chart   Diagram Business Rule     Definitions Business Analysis meets Test Analysis Leveraging business analysis techniques for test analysis and quality assurance? 10 November, 2009 www.businesschange.co.za 23
  24. Do TA’s and BA’s collaborate? Would model delivery be more effective together? Do TAs get out enough? Are only PMs, BAs and DEVs allowed to talk to users? Is the TA emerging? The BA has emerged from IT Software stigma, Observations & conversation Where is Testing today, where is it moving to? 10 November, 2009 www.businesschange.co.za 24
  25. newbert@businesschange.co.za http://za.linkedin.com/in/newbert www.twitter.com/newbert www.slideshare.net/newbert Done Here’s how we can connect 10 November, 2009 www.businesschange.co.za 25

+ Joe NewbertJoe Newbert, 3 weeks ago

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