'Striving For Quality In One IT Landscape' by Fabian Scarano

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In 2010 the Danish PBS and the Norwegian BBS companies merged into NETS converging into the leading provider of solution for payments, cards and information within Northern Europe. Each company had its test process defined, established, proved and operational. Denmark worked on a process, called OPUS, based on the waterfall model, classic, thoroughly defined and solid; whilst Norway defined and used their U04 process built on scrum principles, effective, result oriented and consolidated within the company. For a while both processes co-habited in happiness and harmony, developers, system architects, testers and users worked each comfortably with the existing approach from each side of the sea.



One day management communicates that Nets will have one single IT-landscape, ergo one test process. At this time the saga of negotiating scrum through the laborious processes required in a waterfall-based organisation starts, whilst negotiating waterfall for scrum is kind of out of question - Not even a single hit in Google. Working on a common goal for defining test in a scrum approach and a waterfall model without getting stuck between departmental snags was an arduous task and demanded agile undertaking, my apologies for the epigram.



The test team first priority is striving for quality, whichever path was taken. So this story does not finish with the test teams experiencing conflicts, management subjective or biased decisions and making fit together somehow the two processes. The main focus was directed towards quality full integrated in the project lifecycle, no matter the approach. At this point testers, business, process people, IT architect and developers had worked in partnership to achieve the “One IT-landscape” process and ensure quality in every phase: Squeezing two antagonist approaches into one single process, collaboration to achieve a common project lifecycle will set the basis for this presentation and further discussion.

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  • Bemærk, at der er inkluderet animationer i præsentationen for at fremhæve fokus på de enkelte elementer – prøvekør i presentation mode … og tilpas eventuelt efter særlige behov.
  • We are three solid companies joining forces. Every company has a good reputation, and all have created success in their respective markets and business areas, both domestically and internationally. Now, we have created a new structure and appearance for the markets in which we operate. We will appear with two strong corporate brands: One of the main brand of the group, and a brand for our business and subsidiary, Financial Acquiring. As you already know, we have chosen to name our company Nets. To some of you, this might already be familiar, as it is a name BBS and PBS have previously used for some of our services. So, why is it that we have decided to use an existing name? There are many good reasons for this: Nets is a name whose meaning sums up our business very well. We are the invisible network that enables secure and seamless business in a busy world. Thanks to our expertise, businesses and individuals are able to focus on their core competences while they trust us to take care of the invisible backbone of society. What we do is critical to the modern society. It is a matter of fact that without us, modern business would not be able to exist. The name Nets sums this in a clear and understandable way. Furthermore, the merger between our corporations is part of a plan to remain a strong player in a market that is increasingly internationalising. This calls for a name that is easily read and understood in a number of languages, where once again; Nets is short and efficient. Also, in markets where we have previously used the name, it is filled with a lot of solid goodwill that will help us launch new services in these countries. These are some of the reasons why we have chosen to become Nets.   There are certain brands that for various reasons will continue or will be rebranded with new names. Teller , our Financial Acquiring Business Unit will at the same time be an independent subsidiary. Teller consists of employees from the old acquiring business area from Teller and PBS International. The Teller symbol consists of three links in a chain. The parts symbolise the merchants, Teller and the banks. The colours represent the Nordic countries, while the name descends from Proto-Germanic, meaning «telling something in sequence» or «counting». In English, a teller is a person employed to deal with customers´ transactions in a bank. DanID will continue with only some minor adjustments (Nets DanID A/S). The reason is that NemID is a completely new brand that still needs the support of the DanID brand. Auriga will keep its name for the time being. The reason is that in Sweden, we currently operate with partially overlapping solutions and services, for instance in terms of processing of transactions. The national launch of the EMV standard is currently ongoing in Sweden, and Auriga can deliver a solution for cash registers and terminals which may easily be set up to read chip cards (IPOS).
  • Corporate IT Strategy is anchored in Corporate Strategy Emphasis on the strategic decision that we have to do with a Coporate IT strategy We have drived the IT contribution from corporate business focus areas
  • We emphasyse Nets business prioritisation, which has direct impact in IT prioritisation. 1 Build one integrated company, Develop: a. one company brand, platform, culture and values, b. common governance and corporate processes, c. common internal infrastructure for the company 2 Deliver on BU growth ambiitons & drive consolidation :a. drive BU growth ambiions, b. Establish a true Pan-Nordic market presence with focus on Sweden and Finland, c.Win major BPO deals, d.participate in the consolidation game 3. . Capture the full cost synergy potential : a. Deliver quick-wins and other non-IT synergies, b. Deliver the six defined must-do projects, c. Deliver one shared IT landscape. Investopedia .com “ the context of mergers, cost synergy is the savings in operating costs expected after two companies that compliment each other's strengths join. Read more: http://www.investopedia.com/terms/c/costsynergy.asp#ixzz1YIXCnYJE ” The savings in operating costs usually come in the form of laying off employees. Often this term is used in press releases to add a politically correct spin to bad news. Which has not been the case for Nets Read more: http://www.investopedia.com/terms/c/costsynergy.asp#ixzz1YIXVZHo9 4. Secure and develop our trusted prosition : a. Ensure stable, secure and efficient IT operations, b. Support the banking industry to build common infrastructure, c. Deliver critical projects, d. Perform current customer obligations and secure business volumes
  • Ther eis a begining and an end
  • There is a start and an end of the process
  • Take the common elements in the two modelsto start with
  • 'Striving For Quality In One IT Landscape' by Fabian Scarano

    1. 1. Striving for Quality in OneIT Landscape1Contribution to EuroSTAR 2011Wednesday 23rdNovember , session W18By Fabian Scarano
    2. 2. 2AgendaNets: Merge of 3 companies & subsidiariesCorporate strategy & IT principlesOne IT LandscapeProject mandateOne IT test processApproach to the ProjectTest principlesWhere are we today?
    3. 3. x- And Subsidiaries that became NetsThe Merging Companies
    4. 4. Cards Payment &Information ServicesFinancial Acquiring eSecurityBusiness units’ key solution areas (BU)Terminal solutions Transaction handlingAcquiring of inter-national card schemesElectronic ID schemeseCommerce Clearing and settlementAcquiring of localschemes (DK)e-identity solutionsPayment serviceprovidingMobile solutionsAcquiring of privatelabel schemesDigital signatureservicesLoyalty cards(merchants)Invoice servicesValue-addedacquirer servicesAuthenticationsolutionsPre-paid cards(merchants)Merchant portalsArchive and documentservicesPortals and VASMerchant SolutionsTransaction acquisitionAcquirer processing& servicesIssuer processing& servicesATM solutions& servicesCard schememanagementEmerging payments
    5. 5. 5CorporateStrategyCorporateStrategyCorporate ITStrategyCorporate ITStrategyEnsure stability &securityEnsure stability &securityReduce costs &realise cost synergiesReduce costs &realise cost synergiesEnable business growth &revenue synergiesEnable business growth &revenue synergiesIT ContributionCorporate focus areasA strategy at corporate level- Our IT strategy is anchored in corporate strategyThe northenEurope leader inpaymenet, cardsand informationservices1243Secure the trusted position- Safe and stable operationsImprove operational fitnessthrough synergy realisationDeliver on the potential ofthe three customer domainsGo for Nordic break-throughpositions
    6. 6. 6Corporate IT StrategyCorporate IT Strategy• Business Contextand Success• IT Contribution• IT Principles• IT Governance• EnterpriseArchitecture• People• SourcingCorporate IT strategy- Structured approach towards Nets’ business successInspired by Gartner methodology, our approach is business driven– to help Nets to achieve its business goals.
    7. 7. 7Demand: Expected impact1. Secure the trusted position- safe and stable operations3. Deliver on the potential ofthe three customer domains2. Improve operational fitnessthrough synergy realisation2011 2012 2013 2014Expectedimpact4. Go for Nordicbreak-through positions- Timeline Projection of the Transformation Programme
    8. 8. 8Anchored in corporate strategy- Selected by IT Management & Enterprise Architecture Team
    9. 9. Giving Birth to the New Test Process- Project MandateEstablish the basis of the MandateEstablish the basis of the Mandate30. IT – NetsdevelopmentmethodologiesBenefit: n/aInvestment: inc. budgetQ3 2010 – Q4 201124. IT – Nets projectmodelBenefit: n/aInvestment: inc. budgetQ3 2010 – Q2 201124. IT – Nets projectmodelBenefit: n/aInvestment: inc. budgetQ3 2010 – Q2 2011ObjectivesDefine, develop and implement Nets’ corporate common test process that:• Ensures compliance with the IT transformation programme• Supports quality and test of the corporate IT strategy• Focuses on business benefits at all stages and• Supports Nets’ core valuesWhere the IT transformation programme defined the following requirements for the test process:• Flexible process that fits different needs• Must fulfil Nets common requirements to processes• Implementation of tools to support the process areasObjectivesDefine, develop and implement Nets’ corporate common test process that:• Ensures compliance with the IT transformation programme• Supports quality and test of the corporate IT strategy• Focuses on business benefits at all stages and• Supports Nets’ core valuesWhere the IT transformation programme defined the following requirements for the test process:• Flexible process that fits different needs• Must fulfil Nets common requirements to processes• Implementation of tools to support the process areas
    10. 10. UnderstandIn Nets any testinitiative mustidentify its criticaldrivers tounderstand whythe testing needsto happenUnderstandIn Nets any testinitiative mustidentify its criticaldrivers tounderstand whythe testing needsto happenPrioritiseAD/AM willprioritise testingto maximisebenefit andreduce risk to thebusinessPrioritiseAD/AM willprioritise testingto maximisebenefit andreduce risk to thebusinessNets’ Test Principles– Defined to support the IT Principles & be applied by all test initiativesFlexibilityAim to progress atall times, planflexibility andeliminatedependencies.FlexibilityAim to progress atall times, planflexibility andeliminatedependencies.Be aheadAll test initiativeswill strive toexpose earlydiscovery of flawsBe aheadAll test initiativeswill strive toexpose earlydiscovery of flawsCompetenciesNets will retainand acquire thenecessaryresources to getthe rightinfrastructure inplaceCompetenciesNets will retainand acquire thenecessaryresources to getthe rightinfrastructure inplace
    11. 11. Legacy Test Processes- Two countries and two different methodologiesPBS• Name: OPUS• Based: Waterfall developmentapproach• Existing documentation: Templates 100%process coverage process description• Test tools deployed and used forall projects• Firmly anchored in the ITculturePBS• Name: OPUS• Based: Waterfall developmentapproach• Existing documentation: Templates 100%process coverage process description• Test tools deployed and used forall projects• Firmly anchored in the ITculture
    12. 12. 12OPUS
    13. 13. U04Identify TestScenariosWrite testcases for theSprintIdentify TC tobe run for theSprint backlogIs there achange?Execute theChosen TestCases (req)Test AnalysisTestPreparationTestExecutionAcceptanceTestTest ClosureTest Model related to U04-Development Model with test activitiesUnderstandrequirementsStart-up Execution of Sprint ProductionChoose
    14. 14. Approach to One IT Test process (1)–Basis to start the projectMethod• Scrum• Prince2 inspiredSourcing• Test Services department owns the project• Line manager takes the role of the business stakeholder• Reference group reviews the partial development• Project board, executive review and acceptance• Company’s Vice president is the sponsorCommunication plan• Test Website• Test forum• Coaching• Training sessionsTools• Standard office tools• Sharepoint to bridge the two-locations gapMethod• Scrum• Prince2 inspiredSourcing• Test Services department owns the project• Line manager takes the role of the business stakeholder• Reference group reviews the partial development• Project board, executive review and acceptance• Company’s Vice president is the sponsorCommunication plan• Test Website• Test forum• Coaching• Training sessionsTools• Standard office tools• Sharepoint to bridge the two-locations gap
    15. 15. Approach to One IT Test process (2)• Define Project Plan• Resource allocation and workload (70,50,20,10,10,10)•How to involve the rest of the AD & AM units actively• Describe the backlog & play Poker• Define Sprints• Sprint planning Daily Scrums (twice a week) Sprint review and acceptance Retrospective• Implement first cut of the model• Define Project Plan• Resource allocation and workload (70,50,20,10,10,10)•How to involve the rest of the AD & AM units actively• Describe the backlog & play Poker• Define Sprints• Sprint planning Daily Scrums (twice a week) Sprint review and acceptance Retrospective• Implement first cut of the model
    16. 16. 16The New Process
    17. 17. 17One IT Test process Backlog DefinitionPlayerProcess Process Output PurposeApprovedbyProjectDeliverablesCommentHow todemoSprintstartsSprintstopsEstimateDecide test strategy Test strategy To establish an agreement between the Test Manager,Project Manager and Project Owner about how the testassignment will be conducted.Process descriptionTemplate for teststrategyGood practices?Checklist for teststrategy1 8Review requirements Accepted and baselinedrequirementsTo ensure that the requirements support the businessprocess and include enough information to develop andtest according to the business needsProcess descriptionChecklist2 3Test planning Test plan To describe and reach agreement with the PM and thecentral stakeholders concerning what is to be tested,when, where and by whomProcess descriptionTemplate for testplan.1 5Functional test preparation Test cases/test specification To specify how the functional requirements will betested, in the case of system and Integration test, whilstthe objective in UAT is to specify how the applicationsupports the business needs and processes.Process descriptionExample of testtechniquesRemember to coverall test levels(includingacceptance)How test tools cansupport (ALM &QTP)Reusability of testsCandidate for split3 13Non functional test preparation Test cases/test specification To specify how the non-functional requirements will betestedProcess descriptionExample of testtechniquesHow test tools cansupport (ALM & QTPetc)Reusability of tests3 13Prepare test schedule Test schedule To ensure preparation of a detailed list of tasks and thesequential order in which they should be performed. Toenhance test plannig in generalProcess descriptionExamples3 2Preparing environment and data Test environmentsTest dataTo ensure suitable environments configuration,generated data and transferred data for the plannedtests.Process descriptionGuidelines for datamanagementIn smaller projects,the description ofthe testenvironment andthe test data can bewritten in the testplan4 8Review preparation Preparation phase accepted Ensure functionality coverage, data integrity,understandable texts, apropriate test design andalignment with the objectives of the projectProcess descriptionChecklist4 3
    18. 18. 18One IT Test process Backlog DefinitionPlayerProcess Process Output PurposeApproved byProjectDeliverablesCommentHow todemoSprintstartsSprintstopsEstimatedThinking behind Backlog Definition– Abstraction process that showed “tricky”, whilst defining the backlogAutomate tests Automated test suite To create and run atest automatically where that will makethe testing more efficientEnhance the testwareGood practicesGuidelines forautomation 5Regression test(prepare and run) Test results (various) includingdefects describedEnsure that the existing functionality works and performs asit did before the changeGood practicesGuidelines forregression testsRegression takes outof preparation phaseand develops here 4 5Testreport Test status report To inform management and stakeholders of status and risksaccording to plan.Marks the end of a test level or all test efforts with arecommendationTest (Summary)Report templateGood practices3Run integration test Integration test report Assess the status of the solution in integration with itsenvironment using the plans, specifications and schedules.Template for testreportGood practicesApproval Approval documents To assess to which extent the acceptance criteriaare metProcess descriptionTemplate foracceptance docGood practicesBasis for acceptanceDescribe the varietyof acceptance testand proceduresCheck contract 5Compliance Compliance report Ensure that the solution is compliant with regulatoryrequirementsTemplate forcompliance reportGood practicesThis item depends onthe different areasOverlates til ADAM?UTGÅR
    19. 19. One IT Test Process: challenges• Describing a sound backlog• Working in two different countries and locations• Involving all company’s stakeholders• Processing review from the reference group• Anchoring the result throughout Nets• Parallel corporate initiatives with direct impact on the test process(i.e. Release Management)• Other process development not started (Project Model/Requirements)• Common use of the test tool• Describing a sound backlog• Working in two different countries and locations• Involving all company’s stakeholders• Processing review from the reference group• Anchoring the result throughout Nets• Parallel corporate initiatives with direct impact on the test process(i.e. Release Management)• Other process development not started (Project Model/Requirements)• Common use of the test tool
    20. 20. Where are we today?
    21. 21. Summary• Companies Merge  Corporate IT Strategy• One IT Landscape  One IT Test Process• Have a flexible process that can support Scrum andWaterfall methods• Project approach and challenges• IT Test Principles• Companies Merge  Corporate IT Strategy• One IT Landscape  One IT Test Process• Have a flexible process that can support Scrum andWaterfall methods• Project approach and challenges• IT Test Principles
    22. 22. 22Contact information

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