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Leading Change from the Test
Team
John Ruberto – Concur, Inc. – Director of Mobile QE
References
bit.ly/JRChange
Tell me about your title
Test Manager
• Focus is testing
• Organizing work
around testing
Quality Leader
•Focus is whole l...
Most Changes Efforts Fail
Why changes fail
John Kotter: Leading Change – Why Transformation Efforts Fail, Harvard Business...
The Change CurveProductivity
Time
Change is Hard
The DREC Curve
Ref: MindTools, DREC, etc.
Kübler-Ross model
1.Denial
2.Anger
3.Bargaining
4.Depression
5.Ac...
Tale of 2 changes
• Process / SDLC Change
• Moving from 6-weeks to monthly release cycles
• Technology Change:
• Institute...
Roles in Change Leadership
• Change Leader
• Drives the overall process for change
• Change Agent
• Active Participant
• “...
Change leadership in 4 steps
1. Build the case for change
2. Plan the change
3. Test the change
4. Rollout and make adjust...
Build the case for change
• Identify the need
• Retrospectives
• Benchmark other organizations
• Defect escapes / escalati...
Build the case for change
Example: Defects found in system test
Coding errors
39%
Coding:Exception
Handling
19%
Missing Code
9%
Requirements:
Missin...
Build the case for change
•Think about your audience
•Developers
•Testers
•Product Managers / Product Owners
•Project Mana...
Communicate in the language of your
audience
• Ideas -> Vision , Features -> Benefits
1000 songs
In my pocket
Plan
Develop...
Plan the change
• Communicate, communicate, communicate
• Organization’s goals
• Team meetings, all-hands, 1:1 sessions
• ...
The Goals Grid
D
e
s
i
r
a
b
l
e
U
n
d
e
s
i
r
a
b
l
e
Don’t Have Things we have
Achieve Preserve
EliminateAvoid
The Goals Grid
Achieve
Firm completion milestone
Regression in only 1 week
Automated deployment
Definition of Done =
“Cust...
Communicate, Communicate, Communicate
Break out the scientific method
https://en.wikipedia.org/wiki/Scientific_method
Test the change
Faster releases Static Analysis
Testable prediction We can complete system
test in 1 week if we use
the ne...
Rollout and Make Adjustments
Högertrafikomläggningen - Dagen H (Sept 3rd, 1967)
Be Persistent
• Actively seek out risks and issues
• Communicate openly about risks &
progress (often)
• Ask for feedback:...
Show progress
0
50
100
150
200
250
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Defects Detected by Static Analysis
Summary
• Building the burning platform is most important
• Speak the language of your stakeholders
• Articulate your visi...
Thank You!
About Me
@JohnRuberto
blog.ruberto.com
linkedin.com/in/ruberto
Please leave a feedback card
Links to materials ...
Image Credits
• Slide 3 : Robert Engberg from flickr creative commons
• Slide 9: US Coast Guard (public domain)
• Slide 13...
Leading Change from the Quality team
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Leading Change from the Quality team

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Change is hard. Most change efforts fail. Often, to improve software quality we need to influence how other teams do their jobs. This presentation shows a 4 step method to effectively lead change, illustrated by 2 examples.

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Leading Change from the Quality team

  1. 1. Leading Change from the Test Team John Ruberto – Concur, Inc. – Director of Mobile QE
  2. 2. References bit.ly/JRChange
  3. 3. Tell me about your title Test Manager • Focus is testing • Organizing work around testing Quality Leader •Focus is whole life- cycle & process that leads to software delivery •Influencing outcomes
  4. 4. Most Changes Efforts Fail Why changes fail John Kotter: Leading Change – Why Transformation Efforts Fail, Harvard Business Review 1. Not establishing a great enough sense of urgency 2. Not creating a powerful enough guiding coalition 3. Lacking a vision 4. Under communicating the vision by a factor of 10 5. Not removing obstacles to the new vision 6. Not systematically planning, creating, short-term wins 7. Declaring victory too soon 8. Not anchoring changes into corporate cultures
  5. 5. The Change CurveProductivity Time
  6. 6. Change is Hard The DREC Curve Ref: MindTools, DREC, etc. Kübler-Ross model 1.Denial 2.Anger 3.Bargaining 4.Depression 5.Acceptance Denial Resistance Exploration Commitment
  7. 7. Tale of 2 changes • Process / SDLC Change • Moving from 6-weeks to monthly release cycles • Technology Change: • Institute static analysis in our development methodology
  8. 8. Roles in Change Leadership • Change Leader • Drives the overall process for change • Change Agent • Active Participant • “First Follower” Video • Passionate defender of Status Quo • Actively resists the changes
  9. 9. Change leadership in 4 steps 1. Build the case for change 2. Plan the change 3. Test the change 4. Rollout and make adjustments
  10. 10. Build the case for change • Identify the need • Retrospectives • Benchmark other organizations • Defect escapes / escalations • Industry trends / best practices • Ideas from team, innovations, experiments • Root cause analyses • Risk analysis
  11. 11. Build the case for change
  12. 12. Example: Defects found in system test Coding errors 39% Coding:Exception Handling 19% Missing Code 9% Requirements: Missing 9% Design: Usability 6% Coding: Missing 6% Design: Functional 4% Coding: Browser Differences 4% Requirements: Wrong 3% Content Localization 1% • Root cause analysis • 70% of errors found in system test were caused by coding errors • How can we improve? (brainstorm) • Idea: start doing static analysis to find errors earlier
  13. 13. Build the case for change •Think about your audience •Developers •Testers •Product Managers / Product Owners •Project Managers / Scrum Masters •Leaders
  14. 14. Communicate in the language of your audience • Ideas -> Vision , Features -> Benefits 1000 songs In my pocket Plan Develop Test Release Quicker feedback From customers Automated code- Review buddy MP3 player With small HDD Faster release cycles Static analysis checks As part of the build
  15. 15. Plan the change • Communicate, communicate, communicate • Organization’s goals • Team meetings, all-hands, 1:1 sessions • Identify people who are: • Impacted by the change • Change agents • Passionate defenders of the status quo • Ask: • What needs to change to make the vision reality? • What is working that we need to preserve? • What worries you?
  16. 16. The Goals Grid D e s i r a b l e U n d e s i r a b l e Don’t Have Things we have Achieve Preserve EliminateAvoid
  17. 17. The Goals Grid Achieve Firm completion milestone Regression in only 1 week Automated deployment Definition of Done = “Customer ready” Better content communication across functions (ops, support, etc.) Preserve Demos with support team before release Staged deployment with subset of customers Feature configuration switches Level of documentation (requirements, design, etc.) Avoid Keeping the same practices, only compressing time and making people work OT Embarrassing bugs Double the manual deployments across data centers Using “looming deadlines” to encourage urgency Eliminate “This feature must release on this date” mindset Late scrambles for design activities. Pre-prod test environments instability D e s i r a b l e U n d e s i r a b l e Don’t Have Things we have
  18. 18. Communicate, Communicate, Communicate
  19. 19. Break out the scientific method https://en.wikipedia.org/wiki/Scientific_method
  20. 20. Test the change Faster releases Static Analysis Testable prediction We can complete system test in 1 week if we use the new milestone definition A tool exists that will find valid/meaningful coding errors with minimal false positives Experiment Use new milestone, keep 2 weeks in schedule for system test, but try to complete in 1 Identify a list of tools, and try out the most promising. Compare results Refine Locks on change control Found 2 tools that worked well together (complementary results)
  21. 21. Rollout and Make Adjustments Högertrafikomläggningen - Dagen H (Sept 3rd, 1967)
  22. 22. Be Persistent • Actively seek out risks and issues • Communicate openly about risks & progress (often) • Ask for feedback: How can we improve this plan?
  23. 23. Show progress 0 50 100 150 200 250 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Defects Detected by Static Analysis
  24. 24. Summary • Building the burning platform is most important • Speak the language of your stakeholders • Articulate your vision • be in love with the vision, not your particular solution • Communicate, Communicate, Communicate • Before, During, and After • Persist when it gets difficult • Are you still solving the original problem? • Otherwise, pivot to a different solution
  25. 25. Thank You! About Me @JohnRuberto blog.ruberto.com linkedin.com/in/ruberto Please leave a feedback card Links to materials referenced are here: bit.ly/JRChange About Concur concur.com/careers Travel & Expense Management w/ 35m active users In top 50 best places to work (glassdoor.com)
  26. 26. Image Credits • Slide 3 : Robert Engberg from flickr creative commons • Slide 9: US Coast Guard (public domain) • Slide 13: (jobs) segagman from flicker creative commons • Slide 13: (code) Pixabay (public domain) • Slide 17: McDonalds Inc. (public domain) • Slide 20: Jan Collsioo (public domain) • Slide 24: Concur, Inc. (with permission)

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