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Extent 2013 Obninsk How a Great QA Team Can Make a Disproportionate Contribution to Project Success


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Mark Ryland - "How a Great QA Team Can Make a Disproportionate Contribution to Project Success"

Mark Ryland, Financial Markets Technology Consultant

Published in: Technology
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Extent 2013 Obninsk How a Great QA Team Can Make a Disproportionate Contribution to Project Success

  1. 1. ‘How a Great QA Team can makea Disproportionate Contribution to ProjectSuccess’Paper Presented by Mark Ryland
  2. 2. Presentation Contents 1. Introduction 2. Project Lifecycle & Team Constituents 3. Team Dynamics 4. Typical QA 5. Great QA
  3. 3. Mark Ryland’s Credentials• Close on 20 years large project delivery experience in Wholesale Financial Services• Banks, exchanges and brokers• Variety of systems types• Projects from $10M to $150M• All of these projects required QA testing• Involved in building 2 offshore testing centres• Schooled in QA testing best practise
  4. 4. Example Scope From BuildingQA Centre  ‘Location QA’ - ‘end to end’ testing with location specific downstream systemsOn-shore  user acceptance testing ( executed by user representatives)  Test execution ( system, regression, new functionality)Off-shore  Maintenance of regression test cases  Test automation development l oo Tt net si s no C e T det a mt u A Tt net si s no C na Ml e W o na Ml e W no t uce x E l l i
  5. 5. Project Team v LifecycleConception Initiation Development Test Implement Project Sponsor Project Manager Business Analyst Architect/Designer Development Team QA Team Production Team
  6. 6. Team Dynamics
  7. 7. What Determines The Team’sRate of Progress? Pacemaker(s)
  8. 8. ‘Typical/Normal’ QA Experience 1. Doesn’t fully understand project objectives 2. Lacks detailed domain knowledge 3. Consumes lots of management & BA time 4. Is a bottleneck - test execution cycles take too long 5. Not flexible in dealing with unplanned change 6. Test coverage and quality is not good enough 7. QA team measure their success on how many test cases were executed (as opposed to the value of them)
  9. 9. Attributes of a Great QA Team 1. The basics 2. Domain experts 3. Works out for itself what needs to be done 4. High calibre, motivated staff, stable team 5. Intelligent use of tools to speed up test execution/improve 6. Only raise genuine defects 7. A peer to other parts of the project team
  10. 10. Attributes of a Great QA TeamCont…. 8. Energy and diligence 9. Flexible orientation of test effort 10. Responsive to changes in project priorities 11. Disciplined organisation of the test environment 12. Creative 13. Independent & Objective Adds Up to Making a ‘Real’ Contribution to Quality & Hence Project Success
  11. 11. Measuring QA TeamEffectiveness 1. High Quality Staff 9. Bespoke Automation 2. Domain Tools Available Knowledge 8. Detailed Management of 3. Level ofTest Environment Energy Enthusiasm & Proactivity 7. Test Case Quality 4. Planning & Delivering Ability 6. Test 5. Creativity & Process Flexibility in Problem Effectiveness Solving
  12. 12. Independence & Objectivity 1. Understanding of Requirement End Business Manager Business Analyst Designer Devel –operUsers 2. Delivery of Solution 3A. Independent Measurement by QA Team 3B. Independent Measurement by High Quality QA Team
  13. 13. Team Dynamics When the QA Team is Excellent1. Developers try harder to get it right in the first place2. Developers get rapid/timely feedback on what’s wrong3. Developers are work harder to solve defects to keep the project on track4. Project sponsors get clear visibility on quality level and progress5. Project designers and analysts are have clear problem statements to work from6. Have (justified) confidence in the system – that will feed through to the users7. Fewer problems are going to found in live & hence the project will cost less
  14. 14. ConclusionGreat QA Team
  15. 15. Questions & Answers Thank You