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A paradigm shift for testing - how to increase productivity 10x!

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European IT industry need to deal with a huge salary gap with developing countries.
How can we increase our productivity and quality to compensate for the salary differences? This is a systems-thinking / Lean based approach to that problem

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A paradigm shift for testing - how to increase productivity 10x!

  1. A paradigm shift for testing<br />Vasco Duarte<br />Testaus forum, August 2010<br />
  2. Vasco Duarte<br />@duarte_vasco<br />http://bit.ly/tf10_blog <br />
  3. Vasco<br />
  4. Disclaimer<br />I’m experienced, but that means:<br />I understand your question<br />NOT:<br />I know the answer!<br />
  5. Act I – The problem<br />
  6. ~7 200 $ / Year<br />Average Software Engineer salary in China<br />Source: http://bit.ly/tf10_chinapay <br />
  7. ~40 100€ / Year<br />Average salary for a specialist in Finland, 2009 data<br />Source: http://bit.ly/tf10_fipay <br />
  8. 9.4 times higher!<br />Including ~30% associated social costs<br />
  9. Cost<br />Productivity<br />€<br />How ?<br />€<br />
  10. Problems cannot be solved by the same level of thinking that created them<br />Paraphrasing a quote from Einstein<br />
  11. We need a paradigm shift! How can we achieve it?<br />
  12. Act II – Why do we get poor results?<br />
  13. 1. Customer need<br />2. Product <br />managers<br />3. Business analyst<br />…<br />
  14. 4a. Designers / Architects<br />…<br />5. Designers / Programmers<br />6. Testers<br />4b. Test designer<br />…<br />…<br />
  15. …<br />Happy(?) Customer<br />
  16. Analytical design - prototype<br />Silo 2<br />Silo 3<br />Silo 1<br />Execution Knowledge<br />Actual execution<br />Business Knowledge<br />
  17. Silo design leads to ineffective processes. A story…<br />
  18. Trying to reduce costs with analytical processes<br />Driving costs up!<br />=<br />
  19. Act III – The solution: a paradigm shift!<br />
  20. 8. Drive out fear<br />Management by fear is counter-productive because it prevents workers from acting the best interest of the organisation<br />1. Create constancy of purpose towards improvement<br />9. Break down barriers between departments<br />2. Management must adopt the new philosophy<br />Replace short-term reaction with long-term planning<br />Each department servers not the management but the needs from other departments that use its outputs.<br />The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so<br />10. Eliminate slogans<br />3. Cease dependence on inspection<br />It is not the people who make mistakes (in 95% of the cases). It is the process. Slogans do not help improve processes and harass the people doing the actual work!<br />The implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product<br />11. Eliminate management by objectives<br />4. Move towards a single supplier for any one item<br />Production targets subvert the system. Workers start working for the targets instead of working for the purpose of the organization. Metrics: yes, targets: no!<br />Multiple suppliers mean variation in the quality of work as well as lost knowledge in hand-over<br />12. Remove barriers to pride of workmanship<br />5. Improve constantly and forever<br />Many of the other problems outlined above reduce worker satisfaction and therefore reduce focus on quality<br />Constantly strive to improve how you work, focusing on the purpose rather than short term perspectives only.<br />13. Institute education and self-improvement<br />6. Institute training on the job<br />A result of pride of craftsmanship is the desire to learn and improve. This, in turn leads to better quality.<br />If people are not trained properly they will not all work in a consistent way. This leads to defects, mis-communication, etc.<br />14. The transformation is everyone’s job<br />7. Institute Leadership<br />It is manager’s job to lead, but it is everyone’s job to contribute to the needed transformation of our business.<br />Deming makes a distinction between Leadership and mere Supervision. “Banish targets, substitute leadership” Deming used to say<br />
  21. 9. Break down barriers between departments<br />3. Cease dependence on inspection<br />The implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product<br />Each department servers not the management but the needs from other departments that use its outputs.<br />
  22. 2. Product <br />managers<br />1. Customer need<br />Co-operation<br />Colaboration<br />…<br />2. Business analyst and…<br />
  23. 3. Testers<br />3. Test designer and…<br />4. Testers<br />Co-operation<br />Colaboration<br />Co-operation<br />Colaboration<br />…<br />…<br />3. Business analyst<br />3. Designers / Programmers<br />4. Designers / Programmers<br />
  24. Your product rockz!<br />Happy(!) Customer<br />
  25. Act IV – The action plan<br />
  26. Cost<br />Productivity<br />€<br />Paradigm Shift!<br />€<br />
  27. Organize your process around your customer need, not your silo-based organization<br />
  28. You can today start by applying the following principles<br />
  29. 9. Break down barriers between departments<br />3. Cease dependence on inspection<br />The implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product<br />Each department servers not the management but the needs from other departments that use its outputs.<br />
  30. Later you can apply the other 12…<br />
  31. Recommended reading + interesting links<br />Reading<br />Deming, Out of the Crisis, http://bit.ly/tf10_demingbook <br />Reinertsen, Flow in product development, http://bit.ly/tf10_flow<br />Video on a different paradigm for process design:<br />Systems thinking intro, http://bit.ly/tf10_video<br />
  32. Currently an Operational Development specialist at Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure.<br />Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com.<br />You can follow Vasco on twitter: @duarte_vasco<br />About the speaker:<br />

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