When you go on a road trip and want to plan your journey, you need to know where you are, where you want to go, and why you want to go there. You need the same things when you want to improve your test process. It doesn’t matter whether you are agile, waterfall, or part of a Test Center of Excellence, you need to assess the current state of the process, your goal, and how to implement the improvements. Gitte Ottosen takes you through some of test process improvement frameworks—TMMI, TPI, and a low level lean approach—so you can compare the different frameworks and choose your own way. The assessment is only the foundation. It gives you an indication of your current position and can be input for a roadmap for reaching higher maturity. The most important key to success when implementing test process improvement is the people who are going to implement it. Without ownership and commitment, the process will never become an integrated part of the daily work within the teams and projects. Gitte introduces tools and practices for identifying your goal, creating your roadmap, making your journey happen—and ensuring ownership and commitment in the organization.

1.
T19
Test
Management
5/5/16
15:00
Finding
Success
with
Test
Process
Improvement
Presented
by:
Gitte
Ottosen
Capgemini-­‐Sogeti
Denmark
Brought
to
you
by:
350
Corporate
Way,
Suite
400,
Orange
Park,
FL
32073
888-­‐-­‐-­‐268-­‐-­‐-­‐8770
·∙·∙
904-­‐-­‐-­‐278-­‐-­‐-­‐0524
-­‐
info@techwell.com
-­‐
http://www.stareast.techwell.com/

2.
Gitte
Ottosen
Capgemini-­‐Sogeti
Denmark
Gitte
Ottosen
is
a
managing
consultant
at
Capgemini-­‐Sogeti
Denmark,
a
company
that
delivers
test
consultancy.
Â
As
a
career
tester,
Gitte
has
twenty
years’
experience
in
test
engineering,
test
management,
and
process
improvement
in
both
traditional
and
agile
contexts.
She
has
worked
in
test
process
improvement,
first
as
a
test
architect/manager
and
more
recently
as
a
test
coach
in
shipping,
the
public
sector,
and
health
care.
As
as
elf-­‐confessed
test
evangelist
who
preaches
the
need
for
a
structured
and
committed
approach
to
testing,
Gitte
is
a
strong
advocate
for
a
context-­‐driven
approach,
a
role
requiring
profound
professional
insight,
passion,
and
persistence.

3. Improving the Test Process
Gitte Ottosen
Gitte.ottosen@capgeminisogeti.dk
godtesen

4. © CapgeminiSogeti 2
A bit about me
Gitte Ottosen
Capgemini Sogeti Danmark A/S
Gitte.ottosen@capgeminisogeti.dk
+45 52189711
Education
Corporal in the Royal Danish Airforce
Certifications
SCRUM master, ISEB foundation/practitioner,
CAT trainer, CABA, Tmap Test Engineer,
Tmap Test Manager, TPI Next foundation
Experience
• 20 years in the IT business
• 4 years in Capgemini Sogeti
Focus
Test management, test engineering, SCRUM,
process improvement, LEAN, agile, context
driven test, change management
Agile Experience
Customers: Systematic, Maersk Line IT,
DONG, KMD, TDC
Network
Test20/Tecpoint, CAT trainer network
Fellow Sogeti Labs

5. © CapgeminiSogeti
Going on a roadtrip
3

6. © CapgeminiSogeti
A Generic Change Process
4
Evaluate and
redirect
Implement
actions
Make a plan of
action
Define
improvements
(generate)
Awareness
Determine
goal, scope
and approach
Assess current
situation
Reference model

7. © CapgeminiSogeti
Two Model Based Approaches
• Proces Model: Process models define generic bodies of
testing best practice and how to improve different aspects
of testing in a prescribed step-by-step manner.
– TMMI
– TPI
• Content Model: Content models are non-prescriptive; they
do not require that improvements occur in a specific order.
Instead, they define specific activities which can benefit a
test process if applied well.
– STEP (Systematic Test and Evaluation Process)
– CTP (Critical Testing Process)
5
ISTQB Expert level Test Proces Improvement Syllabus

8. © CapgeminiSogeti
TMMI
6

9. © CapgeminiSogeti
The TMMI Maturity Levels
Level 1 – Initial
• Chaotic and undefined
Level 2 – Managed
• Managed process separated from development
• Existing practices retained
Level 3 – Defined
• Testing fully integrated into the project lifecycle
• Starting as early as requirements definition
Level 4 – Management and Measurement
• Testing thoroughly designed
• Well founded and measured
• Quantitative objectives for product quality
Level 5 – Optimisation
• Fully defined and continually self improving
• Controlling cost and effectiveness of testing
7

10. © CapgeminiSogeti
TMMI – Proces for Use
8

11. © CapgeminiSogeti
Guidelines for Rating
• Guidelines for the assessment team when rating:
– >85% = Fully Achieved
– <=85% >50% = Largely Achieved
– <=50% >15% = Partially Achieved
– <15% = Not Achieved
To achieve maturity level ALL process areas MUST be rated as
FULLY achieved
9

12. © CapgeminiSogeti
The TPI Next Model

13. © CapgeminiSogeti
16 Checkpoints
11
• Stakeholder Relations
• Test Management
• Test Profession
1. Stakeholder commitment
2. Degree of involvement
3. Test strategy
4. Test organisation
5. Communication
6. Reporting
12. Methodology practice
13. Tester professionalism
14. Test case design
15. Test tools
16. Test environment
7. Test process management
8. Estimating & planning
9. Metrics
10. Defect management
11. Testware management

14. © CapgeminiSogeti
TPI NEXT
12
Initial Controlled Efficient Optimizing
“Do the right thing” “Do things
right now”
“Do things right
In the future”

15. © CapgeminiSogeti
Business Driven Focus
13
Tool: http://www.tmap.net/tpi-downloads

16. © CapgeminiSogeti
Comparing TPI Next and TMMI - Differences
14
Rik Marselis and Geoo THompson

17. © CapgeminiSogeti
Comparing TPI Next and TMMI - Similarities
15
Rik Marselis and Geoo THompson

18. © CapgeminiSogeti
The Deming Cycle
William Edwards Deming
http://www.mindtools.com
http://www.management30.com
16
PLAN
DO
CHECK
ACT

19. © CapgeminiSogeti
Kaizen – Continuous Improvement
17
Define the problem
Document the current situation
Visualize the ideal situation
Define measurement targets
Brainstorm solutions to the problem
Develop Kaizen plan
Implement plan
Measure, record and compare results to targets
Prepare summary documents;
Create short term action plan, on-going standards and sustaining plan
Kaizen Institute: kaizen.com

20. © CapgeminiSogeti
Waste – The 7 Wastes of Software Development
1. Partially Done Work (the “inventory” of a development
process)
2. Extra Processes (easy to find in documentation-centric
development)
3. Extra Features (develop only what customers want right
now)
4. Task Switching (everyone should do one thing at a time)
5. Waiting (for instructions, for information)
6. Handoffs (tons of tacit knowledge gets lost)
7. Defects (at least defects that are not quickly caught by a
test)
18
Tom and Mary Poppendieck

21. © CapgeminiSogeti
Our Home Brewed Process
19
To-Be
Implement
As-is
Plan implementation A3
GovernancePilot projects
Feedback

22. © CapgeminiSogeti
How to Eat an Elephant...
20
One bite at the time!

23. © CapgeminiSogeti
The Brown Paper Exercise – As Is Process
Our Brown paper exercise
– Different stakeholders - internal
– The flow
– The challenges
– Dreams and wishes
– Brownpaper
21
?
!
!
!
?
?

24. © CapgeminiSogeti
The ”as-is” Process Identified
• Present the process to others
• Visible in the office for a while
• Feedback on post-its
22

25. © CapgeminiSogeti
Swimlanes as Process Visualisation – ”as is” proces
23

26. © CapgeminiSogeti
Ensure Involvement and Ownership
• Involve other stakeholders
than test
• Discus outcome of initial
drawing
• Amend with input
• Agree on current proces
24

27. © CapgeminiSogeti
Future Proces
• Swimlane - Input from pink and blue post-its
• A number of reviews and discussions
– Test team
– Product owner team
– Technical team
– Management
– Senior management
• This is the target – the beacon
25

28. © CapgeminiSogeti
Create the Backlog – and Follow-up
26
Proces Area
Proces Area
Proces Area
Prioritized In progress Pilot/review Done
Not started
I

29. © CapgeminiSogeti
Remember the Elephant?
27

30. © CapgeminiSogeti
Roadmap
28
Competences
Q4 2016 H1 2017 H2 2017Q3 2016Q2 2016
Tools
Process
TCoE QC
responsible
Test
automation
feasibility
study
50/50 TCoE
pro tester/
business tester
Measure
projects
on quality
KPI´s
Analyze test
environment
optimization
Environment
and data
Enforce
policy
through
governance
structure
Standardized
use of QC
Test
policy in
place
TCoE
Build test
professionals
with preferred
test partner
Templates
& more
Testdata
strategy
Implement
improvements
Performance test
build or buy
Testautomation
Standardized
processes
TPI
assesment
TPI
assesment

31. © CapgeminiSogeti
Remember the People
29

32. © CapgeminiSogeti
ADKAR
The People dimension of change
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement
Prosci 1998
http://www.change-management.com
http://www.management30.com
30

33. © CapgeminiSogeti
Improvement Starts with... You
31

34. © CapgeminiSogeti
Sources
• TPI Next – Business Dirven Test Process Improvement : by Rik
Marselis, gerrit de Vries, Ben Vissser, Loek Wilhelmus, Alexander van
Ewijk, Marcel van Oosterwijk, Bent Linker.
• Test Maturity Model Integration TMMi: by Erik van Veenendaal and
Brian Wells
• How to change the world : by Jurgen Appelo
• Lean Software Development, An agile toolkit: By Mary and Tom
Poppendieck
• ISTQB Expert Level Syllabus for Test Proces Improvement:
http://www.istqb.org/downloads/category/12-expert-level-
documents.html
• TPI Presentation: http://www.slideshare.net/RikMarselis/increasing-
business-success-with-tpi-next-and-pointzero/33 by Rik Marselis
• Presentation on process improvement:
http://www.slideshare.net/RikMarselis/why-would-
youwanttoimproveyourtestprocess/17 by Rik Marelis and Geoff Thompson
32

35. © CapgeminiSogeti
Thank You
33