software testing metrics do's - don'ts-XBOSoft-QAI Webinar
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    software testing metrics do's - don'ts-XBOSoft-QAI Webinar software testing metrics do's - don'ts-XBOSoft-QAI Webinar Presentation Transcript

    • "Software Quality Metrics Do’s and Don’ts" Philip Lew
    • Webinar Spirit and Expectations •  Interactive-I hope you post questions •  We’ll have a couple of polls to get your ideas flowing as we go along •  I won’t read the slides… •  Slides for you as a take-away •  I may ask questions – And I hope you post answers J 2  
    • Understand, Evaluate and Improve •  If our end goal is improvement then what? •  To improve, we need to evaluate •  In order to evaluate, we must understand what we are evaluating •  To do this… We need metrics Can you think of other examples in our lives where this applies? Where do you use metrics to evaluate and improve? 3  
    • Metrics in real life Food  Eaten   Weight   Performance   Race  Results   4   •  Calories •  Fat •  Carbohydrates •  Protein •  Time of day •  Vitamins •  … •  Blood pressure •  Cholesterol •  Blood glucose •  Red cell count •  White cell count •  Hematocrit •  Hemoglobin •  Body fat % •  … •  Placing •  … •  Effort/Power •  Heart rate/Watts •  Speed •  Time Intelligence Finesse Context •  Training •  Sleep
    • DO Think about the process you are measuring and measure all along the way at each step in the process.
    • Metrics - Benefits •  Understand how QA, testing, and its processes and where the problems are •  Evaluate the process and the product in the right context •  Predict and control process and product qualities •  Reuse successful experiences –  Feed back experience to current and future projects •  Monitor how something is performing •  Analyze the information provided to drive improvements 6  
    • How can measurement help us (YOU) •  Create a organizational memory – baselines of current practices-situation •  Determine strengths and weaknesses of the current process and product –  What types of errors are most common? •  Develop reasoning for adopting/refining techniques –  What techniques will minimize the problems? •  Assess the impact of techniques –  Does more/less functional testing reduce defects? •  Evaluate the quality of the process/product –  Are we applying inspections appropriately? –  What is the reliability of the product before/after delivery? 7  
    • DO Be clear about WHY you are measuring. Quest 2014 8
    • Why we need to measure ? •  Our bosses want us to… •  They want someone to point fingers at •  They want to fire some people and save money •  They need to report to their managers •  They  want  some  basis  on  which  to  evaluate  us   and  give  us  a  raise!   •  We  need  to  figure  out  a  way  to  do  beCer!   •  We  want  to  improve  our  work  and  improve   soFware  quality   9  
    • The Metrics Conundrum •  QA and Testing Language –  Defects –  Execution status –  Test cases –  Pass/fail rates –  DRE… •  Business  Language   –  Cost  effecMve   –  ROI   –  Cost  of  ownership   –  Cost  of  poor  quality   –  ProducMvity   –  Calls  to  help  desk   –  Customer   saMsfacMon   –  Customer  retenMon   10  
    • In your organization… •  What measurements do you take in your organization and why? •  Who uses them and for what? 11  
    • POLL: How many metrics are you collecting on a regular basis within your organization? A.  1-5 B.  6-10 C.  11-15 D.  0 Quest 2014 12
    • The Metric Reality •  Measurement and metrics are like dinner. It takes 2-3 hours to make dinner, and 15 minutes to consume… •  But… many metrics are never reviewed or analyzed (consumed) •  WHY? 13  
    • The Metric Conundrum (cont.) •  Test leads and test managers rarely have the right metrics to show or quantify value •  Metric collection and reporting are a drag •  QA metrics usually focus only on test execution •  Test tools don’t have most of the metrics we want •  Reports generated by QA are only rarely reviewed •  Metrics are not connected to anything of value/ meaningful for ________. 14  
    • Let’s look at some of the most common mistakes in implementing metrics.
    • Don’t – Measure the wrong thing •  Often times, we get an idea for a software quality metric from a person, company or article and begin using it without thinking ‘What am I trying to measure and why?” In the end, we sometimes get measurements that don’t matter relative to our goal. •  Some sample metrics to review: –  Test Coverage = Number of units (KLOC/FP) tested / total size of the system –  Test Density-Number of tests per unit size = Number of test cases per KLOC/FP –  Acceptance criteria test coverage = Acceptance criteria tested / total acceptance criteria –  Defects per size = Defects detected / system size –  Test cost (in %) = Cost of testing / total cost *100 Quest  2014   16  
    • Don’t – Forget to differentiate between quality and defects •  Metric becomes the goal •  Organizations concentrated on “the metrics”, forget to understand the metric’s relationship to the goal or objective. •  Defect counts need to be incorporated into an overall valuation because Quality is ultimately measured in the eyes of the end user. Quest  2014   17  
    • Don’t – Forget about context •  Metrics don’t have consistent context so they are unreliable – Context needs to be defined and then maintained for measurements to be meaningful. •  Difficult in today’s environment with changing test platforms and other contextual factors. Quest  2014   18  
    • What contextual factors could there be? •  Release complexity •  Development methodology •  Software maturity •  Development team maturity and expertise •  Development team and QA integration •  Resources available •  User base Quest  2014   19   All metrics need to be normalized for proper interpretation
    • Metrics need context to tell the whole story •  Normalized per function point (or per LOC) •  At product delivery (first X months or first year of operation) •  Ongoing (per year of operation) •  By level of severity –  Gross numbers don’t tell much •  By category or cause, e.g.: requirements defect, design defect, code defect, documentation/on- line help defect, defect introduced by fixes, etc. –  Total numbers tell 0 Quest  2014   20  
    • Don’t – Be sporadic or irregular •  Measurements used are not consistent – Just as context needs to be consistent, so do the measurements, methods, and time intervals that you collect the measurements and calculate the metrics. •  Just as in weighing yourself, it doesn’t make sense to drink 2 gallons one day and weigh in, and go jogging 10 miles the next day and weigh in. Quest  2014   21  
    • Don’t – Calculate metrics that don’t answer specific questions •  Metrics don’t answer the questions you had to begin with •  You run off collecting measurements and calculating metrics without thinking what answers will I get after getting this information? Quest  2014   22  
    • Poll: How many of you collect metrics that you don’t need or use?
    • Don’t – Collect measurements that no one wants •  Metrics have no audience – As a corollary to the previous factor, if there is no question to be answered, then there will also be no audience for the metric. •  Metrics need to have an audience in order to have meaning. •  How many of the metrics and reports that you generate are read? Quest  2014   24  
    • Do - Collect what “they” want •  Ratios and percentages rather than absolutes •  Comparisons over time, or by release •  Report on typical project constraints: –  Costs –  Time –  Quality Quest  2014   25  
    • Do - Collect what they want Costs (Some potential metrics include): •  Business losses per defect that occurs during operation •  Business interruption costs •  Costs of work-arounds •  Costs of reviews, inspections and preventive measures •  Costs of test planning and preparation •  Costs of test execution, defect tracking, version and change control •  Costs of test tools and tool support •  Costs of test case library maintenance •  Costs of testing & QA education associated with the product •  Re-work effort (hours, as a percentage of the original coding hours) •  Lost sales or goodwill •  Annual QA and testing cost (per function point) Quest  2014   26  
    • Do - Collect what they want Time-Resources (Some potential metrics include): •  Labor hours/defect fix •  Turnaround time for defect fixes, by level of severity •  Time for minor vs. major enhancements – actual vs. planned elapsed time •  Effort for minor vs. major enhancements •  actual vs. planned effort hours Quest  2014   27  
    • Do - Collect what they want Quality (Some potential metrics include): •  Survey before, after (and ongoing) product delivery •  # system enhancement requests per year •  # maintenance fix requests per year •  User problems: call volume to customer service/Tech support •  User Satisfaction –  training time per new user, time to reach task time of x –  # errors per new user •  # product recalls or fix/patch releases/year •  # production re-runs •  Availability (time system is available/ time the system is needed to be available) Quest  2014   28  
    • Collect what they want •  Show them in combination and relative to each other –  Cost vs. quality –  Cost vs. time –  Quality vs. time Quest  2014   29  
    • Don’t – Make the collection effort the end game •  Measurements are too hard to get – If you end up designing the right metric to answer the right question, it doesn’t matter if it takes several man days to get the data and do the calculations. •  Unless the value and decisions made from these metrics have considerable value, they’ll soon be abandoned. Quest  2014   30  
    • Poll: How many of you started to collect metrics but then found it was too difficult or time consuming and quit?
    • Don’t – Forget indicators •  Metrics have no indicators so cannot evaluate –  You collect mounds of data but then what? –  How do you determine what is ‘good’ or ‘bad’? –  Before you get started collecting and calculating you need to put together a way to evaluate the numbers you get with meaningful indicators that can be used as benchmarks as your metrics program matures. Quest  2014   32  
    • Conclusions •  Designing and implementing a software quality metrics program requires careful thought and planning. •  First step is finding out the questions that you want to answer or goals of using metrics. –  Many refer to this as the goal-question-metric paradigm, but in simple terms, what are you going to do with the numbers once you get them? •  Most of the “Don’ts” are related to not thinking about the objectives of the metrics and actions you will take based on them. Quest  2014   33  
    • Solutions •  Develop a stakeholders and their goals- objectives •  Develop a list of questions that, if answered, would determine if the goals are met •  Develop a catalogue of metrics (that answer the questions) that can mix and match to apply to the goals depending on the stakeholder •  Develop and collect metrics that accompany each part of the development process, not just testing –  There are many “defects” not directly in dev.Quest  2014   34  
    • Coming up at the conference Measurement   Framework   Improvement   Decisions   Stakeholders   35   Questions and Answers
    • Thanks Q&A www.xbosoft.com @xbosoft 408-350-0508 Philip Lew @philiplew philip.lew@xbosoft.com White Papers: http://www.xbosoft.com/knowledge_center/ /xbosoft Blog: http://blog.xbosoft.com/ /xbosoft