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EuroSTAR webinar: creating Agile Test Strategies for larger Enterprises

Many organisations are reducing their test managers and Test Competence Centres. Quality is embedded in development. Testing is responsibility of the team. Still testing is on the rebound. In bigger projects and in enterprises an effective test strategy is vital to ensure that the team does the right testing, we focus on integration and we have insight in inter- team dependencies. In this webinar, Derk-Jan will share his experiences as an overall test manager in various projects and define some key ingredients of an Agile Test Strategy.

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EuroSTAR webinar: creating Agile Test Strategies for larger Enterprises

  1. 1. EuroSTAR webinar Creating Agile Test Strategies for Larger Enterprises Derk-Jan de Grood/ Valori February 2017 1
  2. 2. Questions this webinar addresses 2
  3. 3. 3 Testing is declining
  4. 4. Business[Agility] 4
  5. 5. Testing is on the rebound 5
  6. 6. Testing and business agility Effective testing ensures that the organization can extend and change software products whilst retaining confidence in the quality and correct operation of what is delivered [ING orange book on testing and Quality] 6
  7. 7. []7
  8. 8. Some statements from Janet’s talk Agile wants small co-located teams, but in large organizations this is not always possible. Culture: A blame culture kills innovation Testing is a team problem, but in large organization there are a lot people outside the team (Note the keynote by Diane Larsen- the Boundary Interaction map) In large projects, many projects are concurrently active and not seldom people are managed as resources (iso humans) Typical testing issues in larger enterprises are: Throwing over the wall, not knowing who to ask, integration, testers that are working in more than one team, Failing to look at release total. 8
  9. 9. 9
  10. 10. Gojko Adzic on ATD 2016 10 Development Testing
  11. 11. Click ! 11
  12. 12. 12
  13. 13. Case 1: Focus on acceptance 13
  14. 14. 14
  15. 15. It ain’t done until its accepted 15 Witness Development en Tes ng Tested solu on Witness report Customer
  16. 16. Witness report: 2 outcomes Advice to accept solution • Professional testing • Good process • Good test results Advice to not accept solution • No professional testing • No Good process • No good test results 16
  17. 17. Witness proces 17
  18. 18. Case 2: the need for status info 18
  19. 19. 19 It ain’t done until it’s tested
  20. 20. Testing a Central Topic Has the train arrived at the station? 20
  21. 21. Case 3: It ain’t done until it’s integrated 21
  22. 22. Multi team setting 22
  23. 23. Architecture • What are the business processes? • What are the components? • What are the interfaces? Acceptance criteria • What is the Minimal Viable Product? • What integrations are needed to make it work? Requirements traceability • When are we complete? • How do test results add up to acceptance? 23 Missing
  24. 24. What should a car minimally do? 24
  25. 25. Planned Integration Tests 25 Integration tests Release Date
  26. 26. Ensuring Integration (rough sketch) 26 Organization Component System Service Continuously (in the sprint) Occasionally (e.g. prior to a release) Annotation: Increasing the system (e.g from Units tot Systems) results in less frequent integration, because it becomes harder to test the integration. This has impact on the time-to-market.
  27. 27. Click ! 27 Witness Development en Tes ng Tested solu on Witness report Customer
  28. 28. Agile Test Strategy 28 What needs to be tested? Feedback, steering and progress Auditing the test work Coaching the testing team members Organizing tests that do not fit the sprint
  29. 29. 29 What needs to be tested 25 Fears Does it work as a whole?
  30. 30. Acceptance driven Test Report 30 Lot 1 Lot 3 Lot 5 Lot 4 Lot 6 Lot 2
  31. 31. Test reporting 31 Lot 1 Lot 3 Lot 5 Lot 4 Lot 6 Lot 2 Tell the testing story • Do you know what is tested in the various teams? • Do you know how well they did it? • Do you have proof? • How do you rate the quality? • What concerns do you have (combine the bugs and translate to business impact)?
  32. 32. Janet’s test matrix 32
  33. 33. Testing is a team responsibility 33 Do you know how well they did it?
  34. 34. Levels of strategy Policy Strategic Operational 34
  35. 35. What could be in an operational test strategy? Environments Tools Risk analysis Organisition and roles How you use CI/CD Interpretation of (A)TDD Relation between through away & regression tests How to do test automation Finding procedure Management processes Etc… 35
  36. 36. Test Driven Development (TDD) 3 1. Business is actively involved with defining acceptance criteria, Examples and Scenarios 2. Development process is adopted to fit TDD 3. Release and deployment cycles are established 4. Backlog of (automated) regression tests is minimal 5. Teams have sufficient test, tool and automation knowledge 6. Tools are configured and running on controlled environment 7. It is defined what tests need to be run at what level in the pyramid 8. Management commits to solution and stimulates the team to fail forward
  37. 37. CI/CD requisites 3 Teams Collaborate Integration is Continue Tests are Automated Deployment is hands-off process No Automation Backlog Clear Acceptance Criteria Feedback loop to improve Testing Frequent Product Launch
  38. 38. Who owns the Quality? 44
  39. 39. 45 A job for the • Test manager • Quality master • For you?
  40. 40. WRAP-UP 46
  41. 41. Derk-Jan Valori Coltbaan 4a 3439 NG NIEUWEGEIN The Netherlands • • +31(0)651807878 • • @DerkJanDeGrood • 47