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Transforming Testing : Bruce McLeod

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In a business world where speed is the new imperative, everyone is talking about the need for transformation. As a result, the role of testing will change forever. Testing can no longer be the “protectors of production”. To stay relevant in a world where the line between business and technology becomes invisible, what must testing do to stay relevant?

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Transforming Testing : Bruce McLeod

  1. 1. TRANSFORMING TESTING @teknologika Bruce McLeod Principal Consultant, ThoughtWorks
  2. 2. WHY COMPANIES NEED TO TRANSFORM WHAT “DIGITAL TRANSFORMATION” IS WHAT THIS MEANS FOR TESTING HOW YOU CAN TRANSFORM WHAT YOU DO
  3. 3. Emerging Tech Emerging Competitors Public Perception Regulatory Impacts Shareholder Angst Talent Expectations Marco-Economic Conditions Customer Expectations
  4. 4. Apple Watch Announced Apple Watch Ships
  5. 5. Net income 2014 $376.7M 2017 -$478.2M 227 %
  6. 6. DISRUPTION IS CHANGING BUSINESS MODELS
  7. 7. PERSONAL INSURANCE PREMIUM
  8. 8. COST TO SERVICE CLAIMS POOL OR PROFITS
  9. 9. POTENTIAL DONATION COST TO SERVICE 20% PROFIT
  10. 10. SPEED IS THE NEW IMPERATIVE
  11. 11. AMAZON DEPLOYS CODE EVERY 11.7 SECONDS
  12. 12. AMAZON PRIME 67 DAYS FROM IDEA TO LAUNCH
  13. 13. TESLA 4 MONTHS TO BUILD THEIR ERP IN HOUSE
  14. 14. The increased rate of change in tech will continue to create a gap ENTERPRISE’S ABILITY TO ABSORB TECH EVOLUTION OPPORTUNITIES AVAILABLE
 TO NEW
 DISRUPTORS
  15. 15. LEGACY IT APPROACH NEW AGE
 DIGITAL BUSINESS • Project and factory approach to software delivery • Shared services and service provider • Package-driven capability • Evolutionary technology platforms that power your business strategy
 • Software product excellence to build the right thing, right • Organisational agility to respond and adapt with speed
  16. 16. WHAT IS DIGITAL TRANSFORMATION ?
  17. 17. STRATEGY CUSTOMER EXPERIENCE TECHNOLOGY & DATA DIGITAL TRANSFORMATION
  18. 18. INCREASED OPEX COSTS PROJECT BASED FUNDING TEMPORARY WORKFORCE ANNUAL BUDGET CYCLES STAND & ABANDON
  19. 19. CONTINUIOUS IMPROVEMENT VALUE BASED PRIORTITSATION AUTONOMOUS TEAMS INCREMENTAL FUNDING YOU BUILD IT YOU RUN IT
  20. 20. BUDGETING ANNUAL QUATERLY
  21. 21. GOAL BET BET BET BET BET BET BET BET GOAL : Look great for the school reunion BET: Eat fewer doughnuts MEASURE: Doughnuts consumed per day (leading) TARGET: Half a doughnut per day PRIORITISATION
  22. 22. CONWAY’S LAW “Organisations which design systems ... are constrained to produce designs which are copies of the communication structures of these organisations …”
  23. 23. INVERSE CONWAY MANOEUVRE Design your Organisation the way you want your software to be
  24. 24. TEMPORARY PROJECT TEAMS SPECIFICATION DRIVEN WORK PASSED BETWEEN TEAMS PART OF A LARGE RELEASE TRAIN QUARTERLY OR BI-ANNUAL RELEASES FROM
  25. 25. TEMPORARY PROJECT TEAMS SPECIFICATION DRIVEN WORK PASSED BETWEEN TEAMS PART OF A LARGE RELEASE TRAIN QUARTERLY OR BI-ANNUAL RELEASES “STICKY” & STRATEGICALLY ALIGNED CUSTOMER EXPERIENCE LED AUTONOMOUS, NO HANDOFFS CAN PUSH TO PROD WITHOUT ASSISTANCE CAN CHOOSE THEIR RELEASE CADENCE TO
  26. 26. CUSTOMER EXPERIENCE
  27. 27. Does customer value drive business strategy? Are customer outcomes a key measure for success?
  28. 28. INSTEAD OF SELLING LOANS
  29. 29. HELP CUSTOMERS GET A HOME
  30. 30. TECHNOLOGY
  31. 31. Does your technology accelerate business innovation instead of constraining it?
  32. 32. BUSINESS TECH SUPPORTING ROLE Formal walls Tech creates digital assets COLLABORATION Collaborative execution TECH LED DIFFERENTATION Tech + business boundaries blur TECH @ CORE Tech pervades a digital business
  33. 33. LEADING DIGITAL
  34. 34. LEADERSHIP TECHNOLOGY INVESTMENT HIGHLOW HIGH LEADERSMAVERICKS LATE ADOPTERS TRADITIONALISTS
  35. 35. +10% -10%-4% +6% LEADERSHIP TECHNOLOGY INVESTMENT HIGHLOW HIGH REVENUE +10% -10%-4% +6% LEADERSMAVERICKS LATE ADOPTERS TRADITION
  36. 36. LEADERSHIP TECHNOLOGY INVESTMENT HIGHLOW HIGH PROFIT +26% +9%-24% -11% LEADERSMAVERICKS LATE ADOPTERS TRADITION
  37. 37. REDUCE WASTE CUSTOMER EXPERIMENTS CHAOS ENGINEERING THE 4TH TESTING REVOLUTION EXPERIMENTATION AT SPEED
  38. 38. REDUCE WASTE
  39. 39. TEST PLANS MANUAL REGRESSION TESTING FOCUS ON LOGGING DEFECTS DEDICATED TESTING PHASE MANUAL RELEASE PROCESSES FROM
  40. 40. TEST PLANS MANUAL REGRESSION TESTING FOCUS ON LOGGING DEFECTS DEDICATED TESTING PHASE MANUAL RELEASE PROCESSES 10 MIN TEST PLANS TARGETED AUTOMATED REGRESSION FOCUS ON DEFECTS PREVENTION BUILDING QUALITY IN CONTINUOUS DELIVERY TO
  41. 41. CUSTOMER EXPERIMENTS
  42. 42. DISCOVER DEFINE DESIGN DELIVER Research, explore and understand Divergent ideation, prototype, validate ideas Synthesise insights define the opportunity Iteratively build, test with customers, refine
  43. 43. QUANTITATIVE DATA QUALITATIVE STORIES WHO DOES WHAT? HOW OFTEN? WHY? HOW?
  44. 44. CHAOS ENGINEERING
  45. 45. BUILD A HYPOTHESIS SIMULATE REAL WORLD EVENTS RUN EXPERIMENTS IN PRODUCTION AUTOMATE TO RUN CONTINUOUSLY MINIMISE BLAST RADIUS
  46. 46. • Multi- Availability zones • Multi-region • Variable capacity and latency • Scalable & dynamic • Cloud infrastructure contains operational logic Cloud Native Architectures
  47. 47. • Auto-scaling events - Terminating instances - Adding instances • Latency • Traffic peaks and lows • Errors • Failed calls, duplicate messages THINGS TO CONSIDER WHEN TESTING
  48. 48. AUTOMATED CANARY RELEASES
  49. 49. A B A A 2.0 98% 1% 1%
  50. 50. DISRUPTION IS COMING COMPANIES MUST TRANSFORM EMBRACE THE OPPORTUNITY
  51. 51. WASTE REDUCTION CUSTOMER EXPERIMENTS CHAOS ENGINEERING THE 4TH TESTING REVOLUTION EXPERIMENTATION AT SPEED
  52. 52. TO LEARN MORE

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