Why would you want to improve your test process using TPI or TMMi?Rik Marselis
Rik Marselis and Geoff Thompson presented about why people in an IT organization would want to use methods for improving their test process.
Rik was the project leader for the creation of TPI NEXT.
Geoff was one of the founders of TMMi.
Both have contributed to ISTQB.
Both models can be used for test process improvement. This presentation gives an overview of the reasons why one would want to improve. After that Geoff and Rik both elaborated on the details of the methods and then did a comparison.
This presentation was given at a conference for test experts of the Siemens group.
Finding Success with Test Process ImprovementJosiah Renaudin
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.
Test Process Improvement with TPI NEXT - what the model does not tell you but...SQALab
The document discusses the Test Process Improvement (TPI) NEXT model. It describes how the model divides testing into 16 key areas and 4 maturity levels, and provides 157 checkpoints and improvement suggestions. The results of an assessment using the model are presented visually in a testing maturity matrix. The document emphasizes that properly defining and implementing improvements are critical steps, and discusses challenges organizations may face in the improvement process and how to address them.
Practical Test Strategy Using HeuristicsTEST Huddle
Key Takeaways
- See what makes a good test strategy
- Learn how to make a thorough test strategy
- Identify what is the ‘Heuristic Test Strategy Model’ is
- Develop a solid test strategy that fits fast
- Discover how diversification can help you to create a test strategy
This document discusses DevOps and its relationship to SAFe. It begins with introductions and defines DevOps. It then discusses key principles of DevOps like culture, automation, lean flow, measurement, and recovery. It outlines the different teams involved in DevOps and how it breaks down silos. The rest of the document discusses how to assess value streams and identify bottlenecks. It also outlines the explore, integrate, deploy, and release dimensions of a continuous delivery pipeline in SAFe. It concludes by providing information on a SAFe DevOps certification course.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Why would you want to improve your test process using TPI or TMMi?Rik Marselis
Rik Marselis and Geoff Thompson presented about why people in an IT organization would want to use methods for improving their test process.
Rik was the project leader for the creation of TPI NEXT.
Geoff was one of the founders of TMMi.
Both have contributed to ISTQB.
Both models can be used for test process improvement. This presentation gives an overview of the reasons why one would want to improve. After that Geoff and Rik both elaborated on the details of the methods and then did a comparison.
This presentation was given at a conference for test experts of the Siemens group.
Finding Success with Test Process ImprovementJosiah Renaudin
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.
Test Process Improvement with TPI NEXT - what the model does not tell you but...SQALab
The document discusses the Test Process Improvement (TPI) NEXT model. It describes how the model divides testing into 16 key areas and 4 maturity levels, and provides 157 checkpoints and improvement suggestions. The results of an assessment using the model are presented visually in a testing maturity matrix. The document emphasizes that properly defining and implementing improvements are critical steps, and discusses challenges organizations may face in the improvement process and how to address them.
Practical Test Strategy Using HeuristicsTEST Huddle
Key Takeaways
- See what makes a good test strategy
- Learn how to make a thorough test strategy
- Identify what is the ‘Heuristic Test Strategy Model’ is
- Develop a solid test strategy that fits fast
- Discover how diversification can help you to create a test strategy
This document discusses DevOps and its relationship to SAFe. It begins with introductions and defines DevOps. It then discusses key principles of DevOps like culture, automation, lean flow, measurement, and recovery. It outlines the different teams involved in DevOps and how it breaks down silos. The rest of the document discusses how to assess value streams and identify bottlenecks. It also outlines the explore, integrate, deploy, and release dimensions of a continuous delivery pipeline in SAFe. It concludes by providing information on a SAFe DevOps certification course.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Increasing business success with TPI NEXT and PointZERORik Marselis
Rik Marselis presented how TPI NEXT and PointZERO can contribute to increasing the business success of an organization by improving the testing process as well as the IT process as a whole.
Prior to this presentation Rik, together with Geoff Thompson, presented about "Why would you want to improve your test process" (also uploaded on slideshare).
This presentation was given at a conference for the test experts of the Siemens group.
Supercharge your teams with Value Stream Management by Richard KnasterBosnia Agile
This document discusses how to supercharge teams with value stream management (VSM). It defines VSM as optimizing people, processes, and technology to continuously improve the flow of business value from ideation to customer delivery. Key aspects of VSM include organizing teams around value streams, applying lean principles like eliminating waste and improving flow, and using a value stream management platform for visibility and governance of the DevOps pipeline. The document recommends starting VSM with a value stream that has leadership support, delivers visible value, involves existing agile teams, and presents opportunities for significant improvement.
The DORA Technology Performance Assessment provides a holistic and scientific tool to measure key outcomes and capabilities that drive improvement in software delivery performance. It benchmarks organizations against industry data to identify priority areas for capability improvement with the highest impact. The assessment measures outcomes like deploy frequency and failure rates, as well as capabilities in processes, culture, tools, and metrics. Customers report the assessment focused their efforts, accelerated maturity, and provided insights to improve performance.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Key performance indicators to determine that an organisation has an effective, efficient, result oriented TEM function or is close to having one, based on best practise and ITIL/ISO standards.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
This document outlines a webinar on using DORA metrics to accelerate value stream flow. The webinar will be led by Helen Beal and Jeff Keyes and will discuss why measuring performance is important, what the DORA metrics are, insights into optimizing flow, and how to manage value streams. Key aspects that will be covered include culture, automation, lean principles, measurement, sharing best practices, lead time, cycle time, deployment frequency, change fail rate, mean time to restore service, value stream mapping, and value stream management platforms and tools.
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
Using the test process improvement models. Case study based on TPI Next model...Sigma Software
The document discusses using the TPI Next test process improvement model. It provides an overview of the TPI Next model, which evaluates test processes across 16 key areas and 4 maturity levels. It then presents a case study example of implementing TPI Next on a project. The case study involves evaluating the current test process maturity, identifying improvement priorities, creating a test process improvement plan, implementing improvements, and planning the next improvement cycle. While most improvements were successfully implemented, one faced resistance from management.
This document discusses adapting testing roles and processes to an agile development methodology. It notes that in agile, testers are full team members who participate in planning and requirements analysis from the start of each sprint. Testing activities occur throughout development rather than just at the end. Challenges in transitioning include changing traditional testing roles and resistance to change, while benefits include more transparent communication and continuous feedback between testers and developers. The document provides examples of agile testing practices and recommendations for improving testing efficiency such as increased test automation and planning.
Introduction of cloud native CI/CD on kubernetesKyohei Mizumoto
This document discusses setting up continuous integration and continuous delivery (CI/CD) pipelines on Kubernetes using Concourse CI and Argo CD. It provides an overview of each tool, instructions for getting started with Concourse using Helm and configuring sample pipelines in YAML, and instructions for installing and configuring applications in Argo CD through application manifests.
How to Misuse and Abuse DORA Metrics.pptxBryan Finster
1) The document discusses how metrics intended to measure continuous delivery (CD) success, like the DORA metrics, can be misused if not properly understood in context.
2) It provides examples of how goals focused solely on metrics like deployment frequency can negatively impact quality and sustainability.
3) The author advocates for a balanced set of metrics that measure efficiency, effectiveness, quality, sustainability and employee/customer satisfaction. Leading indicators should support business goals rather than become goals themselves.
The document provides an overview of quality assurance and testing practices for agile projects. It discusses traditional and agile testing approaches, defines roles like testers and developers in agile teams, and outlines a test strategy including test planning, automation, and metrics. Key aspects of agile testing covered are testing throughout each sprint, the importance of collaboration, and ensuring quality is "baked in" through a whole team approach.
The document outlines a test strategy for an agile software project. It discusses testing at each stage: release planning, sprints, a hardening sprint, and release. Key points include writing test cases during planning and sprints, different types of testing done during each phase including unit, integration, feature and system testing, retrospectives to improve, and using metrics like burn downs and defect tracking to enhance predictability. The overall strategy emphasizes testing early and often throughout development in short iterations.
هذه المحاضرة تتحدث عن خدمات مكتب إدارة المشاريع
PMO Services.
حيث قمت باختيار أغلب الخدمات المشتركة التي تقدمها مكاتب إدارة المشاريع
PMOs
لزبائنها والذين يتنوعون من مدراء مشاريع او برامج او محافظ إلى مدراء مؤسسات او إدارات إلى قيادة عليا في المؤسسات مرورا بالمقاولين والاستشاريين.
حددت قرابة ال 32 خدمة تقدمها مكاتب إدارة المشاريع
PMOs
وقمت بتوزيعها إلى 5 مجموعات تندرج تحتها هذه التصنيفات.
هذه المحاضرة مفيدة لمن يريد الولوج لتخصص مكاتب إدارة المشاريع ومعرفة دور هذه المكاتب والخدمات التي يقدمها بل يمكن ان تكون مفيدة لأسئلة المقابلات الشخصية لوظائف المشاريع والعمل الاستشاري.
User Acceptance Testing (UAT) is a formal testing process used to determine if a system satisfies the needs of end users and business processes. UAT takes place late in the development cycle and involves key stakeholders performing real-world tests using real data. The goals of UAT are to ensure a system's functionality and performance meet requirements before it goes live. Challenges of UAT include environment setup, handling new requirements, and communication. Proper planning, engaged users, and addressing issues early are keys to successful UAT.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
Testing Centre of Excellence Model 2016Tony Barber
The document outlines various testing and quality assurance functions that can be automated or supported by an external partner. It lists areas like test environment management, change management, defect management, reporting, end-to-end testing, user acceptance testing support, and third party integration testing. It also describes project management office support functions provided by external partners, including initial estimations, planning, resource scheduling, finances, and communications with customers.
Антон Мужайло, «Using the test process improvement models. Case study based o...Sigma Software
The document discusses implementing the TPI Next test process improvement model on a case study project. It begins by introducing TPI Next and its key areas and maturity levels. It then outlines the implementation process, which includes evaluating the current situation, planning improvements, implementing them, and re-evaluating. As part of the case study, the document shows how to use TPI Next tools to assess maturity across 16 areas, prioritize improvements, and create a test process improvement plan to address priorities. Resistance was encountered in fully implementing one improvement around tester involvement in risk analysis.
Overview of test process improvement frameworksNikita Knysh
This document provides an overview of several test process improvement frameworks:
- The Test Maturity Model (TMM) uses five staged levels to measure test process maturity and suit regulatory environments.
- Test Process Improvement (TPI) allows for asynchronous improvements across four process cornerstones and twenty processes at four levels.
- Critical Testing Processes (CTP) focuses on continuously improving critical, high-impact testing processes.
- The Systematic Test and Evaluation Process (STEP) assesses planning, implementation, and measurement of testing through qualitative and quantitative metrics.
Increasing business success with TPI NEXT and PointZERORik Marselis
Rik Marselis presented how TPI NEXT and PointZERO can contribute to increasing the business success of an organization by improving the testing process as well as the IT process as a whole.
Prior to this presentation Rik, together with Geoff Thompson, presented about "Why would you want to improve your test process" (also uploaded on slideshare).
This presentation was given at a conference for the test experts of the Siemens group.
Supercharge your teams with Value Stream Management by Richard KnasterBosnia Agile
This document discusses how to supercharge teams with value stream management (VSM). It defines VSM as optimizing people, processes, and technology to continuously improve the flow of business value from ideation to customer delivery. Key aspects of VSM include organizing teams around value streams, applying lean principles like eliminating waste and improving flow, and using a value stream management platform for visibility and governance of the DevOps pipeline. The document recommends starting VSM with a value stream that has leadership support, delivers visible value, involves existing agile teams, and presents opportunities for significant improvement.
The DORA Technology Performance Assessment provides a holistic and scientific tool to measure key outcomes and capabilities that drive improvement in software delivery performance. It benchmarks organizations against industry data to identify priority areas for capability improvement with the highest impact. The assessment measures outcomes like deploy frequency and failure rates, as well as capabilities in processes, culture, tools, and metrics. Customers report the assessment focused their efforts, accelerated maturity, and provided insights to improve performance.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
Key performance indicators to determine that an organisation has an effective, efficient, result oriented TEM function or is close to having one, based on best practise and ITIL/ISO standards.
Learn from the Experts: Using DORA Metrics to Accelerate Value Stream FlowDevOps.com
This document outlines a webinar on using DORA metrics to accelerate value stream flow. The webinar will be led by Helen Beal and Jeff Keyes and will discuss why measuring performance is important, what the DORA metrics are, insights into optimizing flow, and how to manage value streams. Key aspects that will be covered include culture, automation, lean principles, measurement, sharing best practices, lead time, cycle time, deployment frequency, change fail rate, mean time to restore service, value stream mapping, and value stream management platforms and tools.
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
Using the test process improvement models. Case study based on TPI Next model...Sigma Software
The document discusses using the TPI Next test process improvement model. It provides an overview of the TPI Next model, which evaluates test processes across 16 key areas and 4 maturity levels. It then presents a case study example of implementing TPI Next on a project. The case study involves evaluating the current test process maturity, identifying improvement priorities, creating a test process improvement plan, implementing improvements, and planning the next improvement cycle. While most improvements were successfully implemented, one faced resistance from management.
This document discusses adapting testing roles and processes to an agile development methodology. It notes that in agile, testers are full team members who participate in planning and requirements analysis from the start of each sprint. Testing activities occur throughout development rather than just at the end. Challenges in transitioning include changing traditional testing roles and resistance to change, while benefits include more transparent communication and continuous feedback between testers and developers. The document provides examples of agile testing practices and recommendations for improving testing efficiency such as increased test automation and planning.
Introduction of cloud native CI/CD on kubernetesKyohei Mizumoto
This document discusses setting up continuous integration and continuous delivery (CI/CD) pipelines on Kubernetes using Concourse CI and Argo CD. It provides an overview of each tool, instructions for getting started with Concourse using Helm and configuring sample pipelines in YAML, and instructions for installing and configuring applications in Argo CD through application manifests.
How to Misuse and Abuse DORA Metrics.pptxBryan Finster
1) The document discusses how metrics intended to measure continuous delivery (CD) success, like the DORA metrics, can be misused if not properly understood in context.
2) It provides examples of how goals focused solely on metrics like deployment frequency can negatively impact quality and sustainability.
3) The author advocates for a balanced set of metrics that measure efficiency, effectiveness, quality, sustainability and employee/customer satisfaction. Leading indicators should support business goals rather than become goals themselves.
The document provides an overview of quality assurance and testing practices for agile projects. It discusses traditional and agile testing approaches, defines roles like testers and developers in agile teams, and outlines a test strategy including test planning, automation, and metrics. Key aspects of agile testing covered are testing throughout each sprint, the importance of collaboration, and ensuring quality is "baked in" through a whole team approach.
The document outlines a test strategy for an agile software project. It discusses testing at each stage: release planning, sprints, a hardening sprint, and release. Key points include writing test cases during planning and sprints, different types of testing done during each phase including unit, integration, feature and system testing, retrospectives to improve, and using metrics like burn downs and defect tracking to enhance predictability. The overall strategy emphasizes testing early and often throughout development in short iterations.
هذه المحاضرة تتحدث عن خدمات مكتب إدارة المشاريع
PMO Services.
حيث قمت باختيار أغلب الخدمات المشتركة التي تقدمها مكاتب إدارة المشاريع
PMOs
لزبائنها والذين يتنوعون من مدراء مشاريع او برامج او محافظ إلى مدراء مؤسسات او إدارات إلى قيادة عليا في المؤسسات مرورا بالمقاولين والاستشاريين.
حددت قرابة ال 32 خدمة تقدمها مكاتب إدارة المشاريع
PMOs
وقمت بتوزيعها إلى 5 مجموعات تندرج تحتها هذه التصنيفات.
هذه المحاضرة مفيدة لمن يريد الولوج لتخصص مكاتب إدارة المشاريع ومعرفة دور هذه المكاتب والخدمات التي يقدمها بل يمكن ان تكون مفيدة لأسئلة المقابلات الشخصية لوظائف المشاريع والعمل الاستشاري.
User Acceptance Testing (UAT) is a formal testing process used to determine if a system satisfies the needs of end users and business processes. UAT takes place late in the development cycle and involves key stakeholders performing real-world tests using real data. The goals of UAT are to ensure a system's functionality and performance meet requirements before it goes live. Challenges of UAT include environment setup, handling new requirements, and communication. Proper planning, engaged users, and addressing issues early are keys to successful UAT.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
Testing Centre of Excellence Model 2016Tony Barber
The document outlines various testing and quality assurance functions that can be automated or supported by an external partner. It lists areas like test environment management, change management, defect management, reporting, end-to-end testing, user acceptance testing support, and third party integration testing. It also describes project management office support functions provided by external partners, including initial estimations, planning, resource scheduling, finances, and communications with customers.
Антон Мужайло, «Using the test process improvement models. Case study based o...Sigma Software
The document discusses implementing the TPI Next test process improvement model on a case study project. It begins by introducing TPI Next and its key areas and maturity levels. It then outlines the implementation process, which includes evaluating the current situation, planning improvements, implementing them, and re-evaluating. As part of the case study, the document shows how to use TPI Next tools to assess maturity across 16 areas, prioritize improvements, and create a test process improvement plan to address priorities. Resistance was encountered in fully implementing one improvement around tester involvement in risk analysis.
Overview of test process improvement frameworksNikita Knysh
This document provides an overview of several test process improvement frameworks:
- The Test Maturity Model (TMM) uses five staged levels to measure test process maturity and suit regulatory environments.
- Test Process Improvement (TPI) allows for asynchronous improvements across four process cornerstones and twenty processes at four levels.
- Critical Testing Processes (CTP) focuses on continuously improving critical, high-impact testing processes.
- The Systematic Test and Evaluation Process (STEP) assesses planning, implementation, and measurement of testing through qualitative and quantitative metrics.
Overview of test process improvement frameworkQA Club Kiev
This document provides an overview of several test process improvement frameworks: Test Maturity Model (TMM), Test Process Improvement (TPI), Critical Testing Processes (CTP), and Systematic Test and Evaluation Process (STEP). TMM defines 5 maturity levels for testing processes. TPI focuses on 4 process cornerstones and allows incremental improvement. CTP identifies attributes of critical testing processes. STEP assesses test planning, implementation, and measurement with qualitative and quantitative metrics.
Overview of test process improvement frameworkCiklum Ukraine
This document provides an overview of several test process improvement frameworks: Test Maturity Model (TMM), Test Process Improvement (TPI), Critical Testing Processes (CTP), and Systematic Test and Evaluation Process (STEP). TMM defines 5 maturity levels for testing processes. TPI focuses on 4 process cornerstones and allows incremental improvement. CTP identifies attributes of critical testing processes. STEP assesses test planning, implementation, and measurement with qualitative and quantitative metrics.
The correct answer is c. The quality of the information used to develop the tests is a factor that influences the test effort involved in most projects. Factors like requirements documentation, software size, life cycle model used, process maturity, time constraints, availability of skilled resources, and test results all impact the test effort.
Use the Windshield, Not the Mirror Predictive Metrics that Drive Successful ...Seapine Software
Sharon Niemi, Practice Director of SQA, talks about how the right combination of predictive and reactive metrics can help you build a measurement portfolio that improves product quality and release consistency. You’ll learn how to build a measurement system that incorporates leading and lagging indicators to improve your team’s consistency in delivering quality products on time and within budget.
РАМЕЛЛА БАСЕНКО «Поліпшення процесу тестування, як результат аудиту процесів ...QADay
Online QADay 2021
РАМЕЛЛА БАСЕНКО
«Поліпшення процесу тестування, як результат аудиту процесів на проекті»
telegram: wwww.t.me/goqameetup
fb: www.fb.com/goqaevent
fb: www.fb.com/qaday.org
linkedin: https://www.linkedin.com/company/goqa/
Сайт: www.qaday.org
Project Management Tips to Improve Test PlanningTechWell
When done right, testing is more than test plans, test scripts, and executing tests. In fact a test leader should consider testing a sub-project of the larger development project. By applying the same techniques project managers use to plan and manage the overall project, test leaders can improve testing and greatly influence the entire project’s success. Ricki Henry explores project management processes that test leaders need to master—risk management, human resources, stakeholder communications, and scope management. Even though you understand that the scope of testing cannot be “everything tested with zero defects,” the customer does not have this same understanding. To prevent this disconnect, test leaders need to determine the scope of what can be tested and then articulate that to the stakeholders. Join Ricki to learn new ways to improve testing while contributing to overall project success through project management processes that test leaders need to master.
This document discusses process improvement. It explains that process improvement aims to introduce changes to achieve organizational objectives like quality improvement, cost reduction, and schedule acceleration. Most improvements so far have focused on defect reduction. The stages of process improvement are described as process analysis, improvement identification, change introduction, change training, and change tuning. Process and product quality are closely related, with process usually determining product quality. The Capability Maturity Model (CMM) developed by the Software Engineering Institute aims to improve software processes. It defines five levels of process maturity from initial to optimizing.
This document provides information on project quality management. It discusses the processes, objectives, and exam topics related to quality management. Specifically, it covers planning for quality, creating a quality management plan, performing quality assurance, and implementing quality control. A variety of quality tools and techniques are also described, including cost of quality analysis, control charts, benchmarking, design of experiments, and flowcharting. Key quality management concepts from quality gurus like Deming, Juran, and Crosby are also summarized.
Improve your test process, improve your lifeQualitest
QualiTest shares some insight about making improvements in your test process with the Business-Driven Test Process Improvement (TPI) model. TPI works by focusing on key areas and ranks them into categories for improvement.
For more information on how to improve your testing capabilities. Visit us at: www.QualiTestGroup.com
Three Key Methods to Unlock Continuous Improvement across Your PlantSafetyChain Software
How should you identify and address opportunities for improvement across your facility?
From Six Sigma to Kaizen, there are a variety of strategies and approaches to introducing Continuous Improvement (CI) across your organization. But which ones are the most effective and best suited for your organization? And how might you implement them at the plant level?
Join SafetyChain for our upcoming webinar, Three Key Methods to Unlock Continuous Improvement across Your Plant, to gain an overview of three essential CI programs, popular use cases and implementation tactics. Learn how to identify and act upon opportunities for incremental improvement to minimize costs, reduce waste and streamline workflows, while also maintaining quality and high customer satisfaction.
Register for the webinar to learn:
Three essential lean improvement techniques and common applications for these methodologies
How to identify and address inefficiencies as part of the Continuous Improvement (CI) cycle
How to reduce operating overhead and prevent overages – while improving visibility and collaboration
Strategies for approaching CI implementation at your organization
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2 anton muzhailo - formal test process improvement. how to invest to the test process improvement and win.
1. Formal approach to Test Process
Improvement. How to invest & win?
Anton Muzhailo, GlobalLogic, Ukraine
2. About the speaker
Anton Muzhailo
• Senior Automation Engineer,
GlobalLogic
• ISTQB Certified Test Manager
• ISTQB Certified Trainings Coach,
CodeSpace
• 3 years of mentoring experience,
250+ students
4. The truth are always in details
Nothing should be improved for the sake of improvement!
_____ you improve your test process?
Can Should
5. Return of investment (ROI)
ROI – is a difference between the size of investment and a profit that it
brings.
Always consider ROI in scope of time:
• Immediate benefit
• Short-term benefit
• Long-term benefit
𝑅𝑂𝐼 % =
𝑃𝑟𝑜𝑓𝑖𝑡 − 𝐼𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 𝑐𝑜𝑠𝑡
𝐼𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 𝑐𝑜𝑠𝑡
∗ 100%
-10
-5
0
5
10
15
20
25
Month 1 Month 2 Month 3 Month 4
Profit %
6. Why not to improve?
No money – no honeyToo late
High improvement
implementation risks
Little or no ROI
People doesn’t want
changes
8. Improving development technology
1. Find something to improve. (HINT: Easy to find, pick anything)
2. Raise the question to developers. Explain how they are responsible for quality.
3. Involve project/product management if needed
4. Respond on questions why current technology is bad
5. Expect severe resistance even if you have strong arguments
6. Fight to the death or leave with nothing
Сollect the evidences of a
poor technology.
Introduce the metrics that will
reveal the problemsOR
Always play in terms of ROI
11. Improving the test process
Test process
Improvement types
Model-based
approaches
Process referenced
Content referenced
Analytical
approaches
Casual analysis
GQM (goal,
question, metric)
Retrospectives
12. Existing Improvement Models
TMM – Test Maturity Model
STEP – Systematic Test Evaluation Process
CTP – Critical Test Processes
TPI – Test Process Improvement
TMap – Test Management approach
TSM – Testability Support Model
TAP - Testing Assessment Programme
TIM – Test Improvement Model
TOM – Test Organization Maturity
SQR – Software Quality Rank
TMM
TPI
CTP
STEP
TOM
TIM
SQR
TMap
TAP TSM
13. TPI Next Areas and Levels
Stakeholder
Relations
1 Stakeholder commitment
2 Degree of involvement
3 Test Strategy
4 Test Organization
5 Communication
6 Reporting
Test Profession
12 Methodology Practice
13 Tester Professionalism
14 Test Case Design
15 Test Tools
16 Test Environment
Test
Management
7 Test Process Management
8 Estimating and Planning
9 Metrics
10 Defect Management
11 Testware Management
This is what your test
process consists of
14. TPI NEXT Levels
# Level Meaning
1 Initial Chaotic, ad-hoc processes
2 Controlled Doing the right activities
3 Efficient Doing the activities right (effective)
4 Optimizing Continuously improving the activities
This is how “cool” is
every part of your
testing process
17. TPI Next Implementation Process
Evaluate current
situation
Plan this
improvement cycle
Implement
according to the
plan
Evaluate the
results
Plan another
improvement cycle
18. Excel workbook that:
• has 16 sheets for each key area
• Each area has maturity levels
• Each maturity level has its
checkpoints
• Each checkpoint has Y/N flag to
select
User Manual with all the magic
explained deeper
http://www.tmap.net/tpi-downloads
19.
20.
21. Those unfilled checkpoints
are our first goal to satisfy!
For now, assume that all
unfilled checkpoints are equal
within one level!
We can’t deal with this
one as we are not passed
the Controlled level yet!
22. The principal stakeholder
agrees with the
documented test strategy
Each test case is related to
a test basis document in a
transparent way
Test activities are started early, timely
before test execution, with the goal to
keep the test activities of the project’s
critical path
A tester is involved in the
analysis and mitigation of
project risks
Test environment
requirements are
documented
23. The reporting contains trends
and recommendations
concerning test goals and
product risks.
The test policy is followed.
To be as accurate as possible, at
least two estimating techniques
are used.
Defects are analyzed for common
properties and recommendations
are made to avoid future defects.
The test team has an undisputed
part in all relevant development
activities, being accepted and
valued.
24. P Checkpoint Implementation way Owner
1
The principal stakeholder agrees
with the documented test
strategy
Conduct formal walkthrough review of a test strategy.
Explain the test strategy is project-dependent. May
require the involve of upper management.
Nilson
1
Each test case is related to a test
basis document in a transparent
way
Evaluate if test management tool is able to create the
traceability matrix. Make sure there is a formal
management of test basis.
Nilson
2
A tester is involved in the analysis
and mitigation of project risks
Ask if there are any objections to involve tester to
project risks analysis. Get an aggreement.
McGower
2
Test activities are started early,
timely before test execution, with
the goal to keep the test activities
of the project’s critical path
Communicate with Nilson. Clear and aggreed test
strategy should solve this problem. Check the test plan
too.
Frattia
3
Test environment requirements
are documented
Document all the test environments and get the
approval. Establish the formal process of test
environments documentation
Alvarez
25. 4 of 5 improvements were
implemented successfully
Was not implemented due to severe resistance
from management as they think that project risks
should only be handled by management. May
require audit or independent assessment to solve