Experience Story: Implementing Test automation in your organizationDerk-Jan de Grood
Test automation is omnipresent these days. Still, many organisations struggle with implementation. What tools do you select, do you allow teams to pick their own effectieve solution, or do you strive for a more cetralized approach. The answer lies in a carefull balance, where you allow new fit for purpose solutions to emerge, but reduce wildgrowth in the tool landschape.
This presentation explains how we deal with testautomation at DeltaLloyd. In our different departments created working solutions, that are bundled in a Delta Lloyd broad vision on test automation.
In our development we have , ie the test manager of Delta Lloyd with the external consultant , looked at how we could align supply and demand. We used the analogy of the fruit basket. Fruit represents the various types of test automation solutions. With business drivers as a starting point, we did prioritze de development of test automation solutions, use piloting to test the solutions in practize. When a pilot is finished susessfully it was made availble for the the other departments. The fruit is ripe and IT managers can pick it from the fruit basket, knowing that implementation will be easy and swift. The central organization provides solution, knowledge and support.
The presentation will eloborate on the model. How does it help to define the fruit, and the support towards other departments. The presentation covers a wide range from tools, via required skills, resources & processes, upto the aligment with the business. For this we define 4 groups of people, the wholesale, gardener, auctioneer and Consumer, each with its own goals and skill set.
In our presentation we want to share our approach. It benefits Delta Lloyds test automation and surely can help other companies as well.
DevOps and metrics presentation, co-presentation by Dave van Herpen and Harold van Heeringen (both Sogeti Nederland B.V.). The key message of the presentation is the fact that metrics are important in DevOps environments and that it is important to do a thorough analysis of which metrics are important to collect and for which reasons.
Implementing Test Automation, a story about changing insights and experiences Derk-Jan de Grood
In this presentation I explain a simple strategy for implementing Test Automation in your organization. A simple strategy? I tell the story of my experience so far and look back in retrospective to the presentations I gave at the Test Automation Day before.
In this presentation I state that
- Organizational Maturity (like measured with TPI or TMMi) should not raise a threshold for getting started
- In order to become good in Test Automation, we need to get started and learn from our mistakes (fail forward)
- There is a shift from technique and tool selection toward selling the business case
- But the real implementation is a process of organizational change, where people, and budgets play a key role.
- People need to learn their new roles, need to work with new processes and you need to have a good story if you want to interfere with projects.
- In the end, I conclude that once you completed the journey, and got the organization to start with test automation, you end up with the technical challenges again: What tool are you going to use, what architecture, and how do you write effective scripts….
A simple strategy? I am still learning.
Operational excellence 3.0 – Uitblinken in betrouwbaarheid
Integraal framework (editie 2018) voor het ontwikkelen en onderhouden van operational excellence 3.0 in een lerende organisatie. Integrale publicatie in 6 delen.
Deel 5: Sturen operational excellence - Operations management methode
Sirris Digitale Fabriek IV - Zelfsturende Pull Systemen - SofttoolsSirris
Zelfsturende Pull-systemen – Software voor productiemonitoring PROPOS als ondersteuning van POLCA (Quick Response Manufacturing) bij Bosch Scharnieren
Robert Peeters - Softtools
Experience Story: Implementing Test automation in your organizationDerk-Jan de Grood
Test automation is omnipresent these days. Still, many organisations struggle with implementation. What tools do you select, do you allow teams to pick their own effectieve solution, or do you strive for a more cetralized approach. The answer lies in a carefull balance, where you allow new fit for purpose solutions to emerge, but reduce wildgrowth in the tool landschape.
This presentation explains how we deal with testautomation at DeltaLloyd. In our different departments created working solutions, that are bundled in a Delta Lloyd broad vision on test automation.
In our development we have , ie the test manager of Delta Lloyd with the external consultant , looked at how we could align supply and demand. We used the analogy of the fruit basket. Fruit represents the various types of test automation solutions. With business drivers as a starting point, we did prioritze de development of test automation solutions, use piloting to test the solutions in practize. When a pilot is finished susessfully it was made availble for the the other departments. The fruit is ripe and IT managers can pick it from the fruit basket, knowing that implementation will be easy and swift. The central organization provides solution, knowledge and support.
The presentation will eloborate on the model. How does it help to define the fruit, and the support towards other departments. The presentation covers a wide range from tools, via required skills, resources & processes, upto the aligment with the business. For this we define 4 groups of people, the wholesale, gardener, auctioneer and Consumer, each with its own goals and skill set.
In our presentation we want to share our approach. It benefits Delta Lloyds test automation and surely can help other companies as well.
DevOps and metrics presentation, co-presentation by Dave van Herpen and Harold van Heeringen (both Sogeti Nederland B.V.). The key message of the presentation is the fact that metrics are important in DevOps environments and that it is important to do a thorough analysis of which metrics are important to collect and for which reasons.
Implementing Test Automation, a story about changing insights and experiences Derk-Jan de Grood
In this presentation I explain a simple strategy for implementing Test Automation in your organization. A simple strategy? I tell the story of my experience so far and look back in retrospective to the presentations I gave at the Test Automation Day before.
In this presentation I state that
- Organizational Maturity (like measured with TPI or TMMi) should not raise a threshold for getting started
- In order to become good in Test Automation, we need to get started and learn from our mistakes (fail forward)
- There is a shift from technique and tool selection toward selling the business case
- But the real implementation is a process of organizational change, where people, and budgets play a key role.
- People need to learn their new roles, need to work with new processes and you need to have a good story if you want to interfere with projects.
- In the end, I conclude that once you completed the journey, and got the organization to start with test automation, you end up with the technical challenges again: What tool are you going to use, what architecture, and how do you write effective scripts….
A simple strategy? I am still learning.
Operational excellence 3.0 – Uitblinken in betrouwbaarheid
Integraal framework (editie 2018) voor het ontwikkelen en onderhouden van operational excellence 3.0 in een lerende organisatie. Integrale publicatie in 6 delen.
Deel 5: Sturen operational excellence - Operations management methode
Sirris Digitale Fabriek IV - Zelfsturende Pull Systemen - SofttoolsSirris
Zelfsturende Pull-systemen – Software voor productiemonitoring PROPOS als ondersteuning van POLCA (Quick Response Manufacturing) bij Bosch Scharnieren
Robert Peeters - Softtools
Lean Manufacturing wordt veelvuldig toegepast in de industrie bij de productcreatie. Ook in de typische print en post verwerking kunnen de principes van Lean Manufacturing
Infosessie Smals Research - Application platform as a Service - 12/2013Smals
Slides from Smals research infosession, including demo's on Wordpress quickstart on OpenShift, Creator, Tomcat on OpenShift online, OpenShift development via Eclipse and Jenkins
When clients outsource their software development projects, they need to make sure that these suppliers don't overprice the projects. As it is often not longer possible to select the best offer, there should be another mechanism to measure the value that they are getting in comparison to the money they are paying. Supplier Performance Measurement enables clients to keep in control of theis project costs in outsourcing situations and to negotiate performance improvements with the suppliers.
Facto Congres 2015. Workshop 8. Verbeteren van FM met LeanFacto Magazine
Steeds meer organisaties gebruiken ‘Lean’ als middel om de facilitaire processen te verbeteren en efficiënter in te richten. En met succes, want wie de methodiek slim en gestructureerd toepast, kan al snel resultaten behalen.
Lean denken richt zich op het zien van waarde door de ogen van de klant. Door het verbeteren en versoepelen van de processtroom en het elimineren van verspilling, worden lagere kosten en een betere waarde voor de klant bereikt.
Een interactieve workshop met aandacht voor de grondbeginselen van Lean voor Facility Management, het uitvoeren van een waarde-toevoegende analyse en prestaties meten met klantgerichte metingen en kritieke kwaliteitseisen (CTQ's en KPI's). Profiteer van de praktische handvatten en leer van de Lean-ervaringen bij verschillende organisaties (o.a Schiphol, Philips en UWV).
Blijf op de hoogte. Gratis whitepapers, het laatste nieuws en congres/opleiding updates leest u op www.facto.nl
Vincent Van der Linden's (Invenso) presentation on closing the gap between business and IT at the CEC2010 conference in Stratford-upon-Avon, UK, June 2010.
8. Klassen van producten en componenten Afhankelijk van klasse verschillende beheermethode
9. Controlepunten in de flow: KOOP Ruw mat Voor- bewerking Eind- assemblage Afgewerkt product tussen voorraad leverancier KLANT Activiteiten o.b.v. FORECAST Activiteiten o.b.v. KLANTORDERS KOOP MTO (make to order) levertermijn KOOP ATO (assemble to order) levertermijn KOOP MTS (make to stock) levertermijn
10.
11. WIP bepaalt Doorlooptijd Doorlooptijd Throughput (stuks/tijd) WIP WIP = TH x DLT Bij zelfde Throughput Als WIP DLT
23. Van batchproductie naar flowproductie P P Tijd Typisch: Productietijd < 5 % Doorlooptijd Groot potentieel voor doorlooptijdverkorting! T S W T T S W P T T S W
24.
25. Van batchprodutie naar flowproductie Job Shop Cellen Lay-out Doorlooptijden in cellen zijn korter als in job shops, MAAR cellen hebben nood aan ‘kleinere’ machines. Plaatverwerking vb: laser-plooi cel G I H D F E A C B E1 C A F G E2 H I
28. Lean Thinking: Implementeer Pull Push versus Pull Informatiestroom Goederenstroom “ Een push systeem plant de productie op basis van de vraag.” Een push systeem beperkt de WIP niet! PLANNING MRP M1 M2 M3 M4 KLANT
29. Push versus Pull “ Een pull systeem autoriseert de productie op basis van de toestand van het systeem.” Een pull systeem beperkt de WIP wel! Informatiestroom Goederenstroom PLANNING M1 M2 M3 M4 KLANT
30. Van kanban tot conwip M1 M2 M3 M4 M1 M2 M3 M4 KANBAN CONWIP
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