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Inside the Remote QA Process: Building a Win-Wan Plan

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Inside the Remote QA Process: Building a Win-Wan Plan

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Inside the Remote QA Process: Building a Win-Wan Plan

  1. 1. About me E-mail: dshevch@softserveinc.com Skype: daria_semenyuk ● 23 y.o ● 3 years at Softserve ● Graduate of Softserve IT Academy ● Working 2 years for DDM projects ● Beloved wife ♡ ● Interests: business requirements, mobile testing, gadgets, cooking
  2. 2. Inside the Remote QA Process: Building a Win-Win Plan Dariia Shevchuk
  3. 3. Agenda ○ About DDM Project ○ From a single QA to a whole team: let’s win client’s trust ○ Methodologies and tools ○ Issues that remote projects may have (as well as DDM) ○ Best practices used at DDM: what helped us to grow? ○ Key Takeaways!
  4. 4. ○ Deseret Digital Media (DDM) is a leading media and online services company. ○ It owns and operates radio stations, a television station, and Utah’s longest-running newspaper. ○ DDM Started on October 1, 2009. ○ The cooperation with DDM started in 2012, and now it is a big on-going project ○ Company’s brands include leading local and national news sites, a consumer marketplace, travel and About DDM Project:
  5. 5. There are 8 products being tested currently: ○ News site: Deseret News/Church News ○ Commercial portals: KSL products ○ Others - theMemories, Utah.com KSL Marketplace services
  6. 6. KSL Classifieds App - IOS/Android ○ Android and iOS mobile applications for accessing KSL Marketplace services
  7. 7. ○ Initially, the team consisted of developers only ○ Then we started to talk about the need in QA ○ The client didn’t understand why they were needed, but agreed ○ We got one tester, in 8 months one more ○ Nobody knew what they had to do, nobody set any objectives ○ Thankfully, our QAs were active and self-motivated ○ 2 QA Engineers for 21 Software Engineers ○ We tested the small part of user stories ○ QAs didn’t participate in any meetings ○ They did a good work, but nobody realized that ○ QA were in jeopardy
  8. 8. ○ We decided to conduct a workshop on quality! ○ Our QAs along with a help of QMO coordinator prepared the list of our best practices: What is recommended? ◇ Is it implemented now? ◇ Is it applicable for our account? ◇ Benefits of utilizing ◇ Risks when not used Workshop: ◇ 3 sessions totally of more than 4 hours Outcomes: ◇ Agreed list of action items ◇ Agreement to increase the QC team twice as much from the beginning of next year
  9. 9. 1. 7 manual including US-based QC, 1 Automation for most revenue project. 2015 - 4 QA Engineers 2018 -7 QA Engineers + 1 Automation 2014 - 2 QA Engineers How we did it? ○ Started gathering metrics and calculate how much work is left due to lack of resources ○ Continued collecting metrics root cause analysis, assigned dedicated QA for the project ○ Started adding high-level test cases for edge functionality ○ Started adding QA process to the project workflow ○ Requested access to all Admin Apps and some DBs 2013 - 1 QA Engineer
  10. 10. ○ First metrics which helped to calculate how much work is left and not tested at the same day ○ Daily reporting on projects is reviewed by QA Lead once in 3 months and discussed then on a client side.
  11. 11. ○ Bugs per sprint/months are added by QA and then discussed during retro with the whole team
  12. 12. Root Cause Analysis 2018
  13. 13. Current QA Process: ○ Working day begins with QA scrum ○ QA scrum with QA Lead and US QAs ○ Assigned at least 2 QA for testing pre-releases ○ Creating/Updating/expanded checklists ○ Scheduled pre/post release testing ○ After testing is done - QA demoes bugs during Scrum meeting ○ PO gives feedback for the captured bugs ○ Working strictly by defined project workflow
  14. 14. Defining Project Workflow
  15. 15. Methodologies and tools:
  16. 16. Issues that remote projects may have (as well as DDM) ○ Time difference ( 9 hours time difference) ○ Meetings that overlap (if QA assigned to a few projects) ○ Lack of information in user stories, test documentation ○ Remote meetings (not all the information goes through, small talks during meetings in the client’s office) ○ Hand-offs are not always clear, information is not always provided on the state of the task, configuration issues that delay task to be done ○ Cultural difference - you will never know what people on the client side really think about the situation or about you
  17. 17. Best practices from DDM: ○ QC vs QA: influence on process improvements ○ Backups when key QA on the project is off, hand off procedure ○ QA estimates stories and takes part in sprint review ○ Mob programming: QA can have a better understanding of the functionality or further testing ○ Bug Triage Meetings with PO and root cause analysis of the fixed issues ○ 1-1 meetings (with US Team/Tech Leads, Scrum Masters) ○ Knowledge sharing sessions between QAs ○ Always having camera on during video calls
  18. 18. ○ Get to know presentations in case of new team members ○ Cultural differences trainings (USA vs. Ukraine) Things to be proud of: ○ Client’s visit and visiting the client - more than just a work relationship, basement of building a trust ○ Something fun: Ukrainian lessons - better understanding of the people and insight into culture
  19. 19. DDM project is proud of USA /UA Team Visits 2018
  20. 20. Key takeaways for other projects: Project and product related: ○ Always document things (project workflow is a must) ○ Take active part in project related things: QA estimation/sprint review/team programming ○ Initiate Bug Review/Triage meetings and root cause analysis stage ○ Establish good hand-off procedure (report what you do/did) ○ Request meetings if there are lack of them (1-1 meetings (with leads, scrum masters) ○ Tag key people when adding bugs or any documentation
  21. 21. Team related: ○ Learn cultural difference - must have training before starting working with US client ○ Get to know you presentation: establishing non-formal relationships is a key point to a good working process and trust ○ Client/Team visits - if no visits happen, just ask for feedbacks and analyze them

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