The presentation gives a glance on the software quality analysts who has to take up the full responsibility to ensure compliance. It inspires the analysts with different methods and examples for a successful delivery.
The document discusses defining and mapping the complete testing skill set in order to understand which skills are needed for different testing roles. It suggests that no single person can possess all testing skills and that roles require different subsets of skills. Mapping the full skill set and associating skills with roles would aid in learning and development, screening, selection, and performance evaluation processes. The overall testing skill set is always evolving as new skills emerge and others become obsolete.
Why Isn't Clean Coding Working For My TeamRob Curry
Teams fail to achieve the full benefit of the "clean code" approach when they focus on the code and neglect the Agile process. The full title of Uncle Bob's "Clean Code" book is "Clean Code: A Handbook of Agile Software Craftsmanship". This talk presents an depth look at necessary relationship between Clean Code software craftsmanship and the Agile methodology, identifies common scenarios and situations where teams may fall short of recognizing and respecting that relationship, and provides practical recommendations for achieving a fully integrated process of Agile Software Craftsmanship.
Robert Martin's book "Clean Code: A Handbook of Agile Software Craftsmanship" had a huge positive impact on software development teams that adopted his approach to "Agile Software Craftsmanship". But teams sometimes fail to achieve the full benefit of the "clean code" approach because they focus on the code and neglect the Agile process.
It's easy to do: the book provides such clear, practical advice on how to write code that is easier to maintain, more reliable, and less error prone that developers adopt those techniques to great effect and fail to pursue and adopt the harder, agile process recommendations from the book. This is further complicated by the fact that there is now a Software Craftsmanship Manifesto that is separate from the Agile Manifesto.
So, how does using selected clean code techniques break the Agile process defined in the the book? What is the relationship between the two that Uncle Bob wanted us to understand and adopt in toto? Where do we go wrong? Are there some work environment or business driven scenarios that are more likely to break the relationship?
This presentation addresses those questions and more by an taking an in depth look at necessary relationship between Clean Code software craftsmanship and the Agile methodology, identifies common scenarios and situations where teams may fall short of recognizing and respecting that relationship, and provides practical recommendations for achieving a fully integrated process of Agile Software Craftsmanship.
Coders are writing tests and testers are writing code. This seemingly paradoxical truth is becoming more and more prevalent in companies of every size. But coders and testers still have very different cultures and processes and are actually sharing very little knowledge, even in companies that have supposedly taken down the wall between the disciplines.
In this talk, we explore the increasingly blurry lines, discuss some of the differences in the approaches coders and testers bring to the table, and provide practical examples of lessons learned by sharing knowledge, cultural perspectives and evolved wisdom.
Agile testing focuses on delivering valuable working software through collaboration, feedback, and automation. It involves the whole team taking responsibility for quality. Agile testers provide continuous feedback, prioritize value, and think critically to challenge assumptions and find problems. They collaborate with developers to shift testing left in the SDLC through approaches like specification by example and behavior driven development which define examples of desired behavior to build shared understanding.
You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019Peter Gfader
This document discusses improving testing practices to enable true agility. It begins by questioning whether current practices actually achieve agility's goals. Poor testing leads to late discoveries of problems and inability to adapt quickly. The document then covers various pains organizations face and challenges to address. It discusses how practices like testing, code reviews, refactoring, and root cause analysis can help deliver value faster and drive continuous improvement. Quality, learning from others, and evidence-based metrics are important. The overall message is that testing is crucial for agility and organizations must focus on understanding customer needs to provide value.
The document discusses defining and mapping the complete testing skill set in order to understand which skills are needed for different testing roles. It suggests that no single person can possess all testing skills and that roles require different subsets of skills. Mapping the full skill set and associating skills with roles would aid in learning and development, screening, selection, and performance evaluation processes. The overall testing skill set is always evolving as new skills emerge and others become obsolete.
Why Isn't Clean Coding Working For My TeamRob Curry
Teams fail to achieve the full benefit of the "clean code" approach when they focus on the code and neglect the Agile process. The full title of Uncle Bob's "Clean Code" book is "Clean Code: A Handbook of Agile Software Craftsmanship". This talk presents an depth look at necessary relationship between Clean Code software craftsmanship and the Agile methodology, identifies common scenarios and situations where teams may fall short of recognizing and respecting that relationship, and provides practical recommendations for achieving a fully integrated process of Agile Software Craftsmanship.
Robert Martin's book "Clean Code: A Handbook of Agile Software Craftsmanship" had a huge positive impact on software development teams that adopted his approach to "Agile Software Craftsmanship". But teams sometimes fail to achieve the full benefit of the "clean code" approach because they focus on the code and neglect the Agile process.
It's easy to do: the book provides such clear, practical advice on how to write code that is easier to maintain, more reliable, and less error prone that developers adopt those techniques to great effect and fail to pursue and adopt the harder, agile process recommendations from the book. This is further complicated by the fact that there is now a Software Craftsmanship Manifesto that is separate from the Agile Manifesto.
So, how does using selected clean code techniques break the Agile process defined in the the book? What is the relationship between the two that Uncle Bob wanted us to understand and adopt in toto? Where do we go wrong? Are there some work environment or business driven scenarios that are more likely to break the relationship?
This presentation addresses those questions and more by an taking an in depth look at necessary relationship between Clean Code software craftsmanship and the Agile methodology, identifies common scenarios and situations where teams may fall short of recognizing and respecting that relationship, and provides practical recommendations for achieving a fully integrated process of Agile Software Craftsmanship.
Coders are writing tests and testers are writing code. This seemingly paradoxical truth is becoming more and more prevalent in companies of every size. But coders and testers still have very different cultures and processes and are actually sharing very little knowledge, even in companies that have supposedly taken down the wall between the disciplines.
In this talk, we explore the increasingly blurry lines, discuss some of the differences in the approaches coders and testers bring to the table, and provide practical examples of lessons learned by sharing knowledge, cultural perspectives and evolved wisdom.
Agile testing focuses on delivering valuable working software through collaboration, feedback, and automation. It involves the whole team taking responsibility for quality. Agile testers provide continuous feedback, prioritize value, and think critically to challenge assumptions and find problems. They collaborate with developers to shift testing left in the SDLC through approaches like specification by example and behavior driven development which define examples of desired behavior to build shared understanding.
You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019Peter Gfader
This document discusses improving testing practices to enable true agility. It begins by questioning whether current practices actually achieve agility's goals. Poor testing leads to late discoveries of problems and inability to adapt quickly. The document then covers various pains organizations face and challenges to address. It discusses how practices like testing, code reviews, refactoring, and root cause analysis can help deliver value faster and drive continuous improvement. Quality, learning from others, and evidence-based metrics are important. The overall message is that testing is crucial for agility and organizations must focus on understanding customer needs to provide value.
Agile Testing: The Role Of The Agile TesterDeclan Whelan
This presentation provides an overview of the role of testers on agile teams.
In essence, the differences between testers and developers should blur so that focus is the whole team completing stories and delivering value.
Testers can add more value on agile teams by contributing earlier and moving from defect detection to defect prevention.
The document discusses software process improvement and agile methodologies. It argues that process improvement should be evolutionary, scalable, pragmatic, and flexible. Successful process improvement is measured by fewer complaints, better management control, and more efficient testing. The key is to start small with pilot programs and focus on areas most important for immediate improvement.
Tech debt can seriously impact a project if not properly managed. It leads to increased costs, slower delivery times, and lower quality code as complexity grows unchecked over time. Measuring and tracking technical debt using tools like SonarQube allows teams to define, measure, analyze, and improve areas of accidental complexity. This helps reduce debt, free up developer time for new features, and maintain predictability and quality as a project evolves. However, care must be taken not to shift focus too much to metrics or mandate thresholds at the expense of actual code quality improvements. Managing technical debt is important for long term products and codebases.
Agile Testing involves testing in the context of Agile development. It is done continuously and collaboratively by all members of the team throughout the development process, rather than just by QA/testers at the end. This helps ensure high quality, useful software is delivered iteratively.
Scrum_BLR 11th meet up 13 dec-2014 - SDET - They Way to go for Testers - Jaya...Scrum Bangalore
The document discusses the evolving role of software testers and the benefits of testers becoming software development engineers in test (SDETs). It argues that testers should expand their skills from just testing to also include activities like programming, test automation, and code reviews. This will allow testers to find defects earlier and help reduce test cycle times. It outlines a path for testers to transition to SDETs by improving their technical skills and provides examples of how SDETs have contributed value in various organizations.
The presentation was delivered at Testing Automation & continuous testing summit at bangalore, organized by NextgenTesting team and unicom learning team.
This document summarizes a webinar by Allan Kelly on Agile basics. It discusses 5 key Agile concepts: quality, visualization of work, iterations, working in small batches, and vertical teams. For each concept, it provides details on practices like test-driven development, burn down charts, 2-week iterations, small stories and tasks, and fully staffed cross-functional teams. It emphasizes that following even one of these basics can improve outcomes, and following all 5 provides greater benefits to managing software projects in an Agile way.
Extreme Programming (XP) is an agile software development methodology that focuses on rapid feedback, simplicity, communication, and responsiveness to change. The core practices of XP include: short iterative release cycles, frequent planning games, simple design, pair programming, unit testing, collective code ownership, continuous integration, on-site customers, and 40-hour work weeks. By following these practices, XP aims to deliver working software frequently in a way that is adaptable to changing requirements.
The document provides 10 secrets for managing successful projects from an experienced project manager. It discusses the importance of having a detailed plan and schedule, daily stand-up meetings, managing issues and risks, clear communication, mediating team discussions, managing scope, addressing resource issues, and caring about the project's success. Project management fundamentals like scope, schedule, budget, risk, and issues are also covered.
Mastering Agile Practices to Build High Performing TeamsAgileThought
These slides are from a talk that I gave to the Tampa Bay Agile Meetup on August 19, 2014. The talk was titled "Mastering Agile Practices to Build High Performing Teams". http://www.meetup.com/tampa-bay-agile/events/193898502/
Description:
You've read the books. You already know what your Agile team SHOULD be doing. Your Daily Standup meeting should be short and sweet. Your deployments should be automated. Your Sprint Retrospectives should inspire improvement.
So if you know what to do, why aren't you doing it?
The short answer is because Agile is hard. It takes real discipline and leadership to master even the most basic practices. Many teams have committed to adopting Agile, but they just don’t know how to get to the next level.
In this talk, I will share my real world experiences from years of coaching high performing Agile teams. I will discuss the key practices that must be mastered for a team to become great. Additionally, I will identify useful measurement techniques so that teams know if they are improving.
This document provides an overview of agile software testing principles and processes. It begins with discussing the fundamentals of agile development, including the agile manifesto, principles, and common agile approaches like Scrum and Kanban. It then covers key differences between testing in traditional vs agile projects, such as integrated development and testing activities, reduced documentation, and different test levels. The document also discusses important agile testing practices like collaborative user story creation, retrospectives, continuous integration, and the involvement of testers in planning.
Ken Whitaker shares pragmatic techniques to help project managers and software development leaders put into practice innovative scheduling techniques, make consistent customer-centric decisions, reduce project risk, quickly negotiate with product owners the most important project scope, and transition teams to become more agile. Ken shares revealing statistical data on how waterfall is simply not suited for modern-day adaptive software development projects. With fellow participants, you’ll spend time performing a “Scrum walkabout” to get the idea of just how an agile project really works. These best practices are presented to motivate your team to deliver projects on time, every time. Although this tutorial doesn’t incorporate intensive role-play, we’ll have lively interaction that will incorporate lessons learned from actual case studies and attendees’ project experiences. Take away powerful, yet simple, ways to bridge the gap between PMI’s PMBOK® Guide and agile.
Let's explore what is agile testing, how agile testing is different than traditional testing. What practices team has to adopt to have parallel testing and how to create your own test automation framework. Test automation frameworks using cucumber, selenium, junit, nunit, rspec, coded UI etc.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
The document discusses agile and lean practices used at MediaGeniX, a product company that develops planning software for TV broadcasters. It introduces Extreme Programming (XP), Scrum, Kanban, and lean thinking approaches. MediaGeniX has found value in XP practices like user stories and collective code ownership. Scrum's focus on project management and velocity tracking also provides benefits. Kanban's emphasis on limiting work-in-progress and transparency resonates. Overall, the company aims to continuously improve processes by applying agile and lean principles to better deliver value to customers.
I believe that our existing models of testing are not fit for purpose – they are inconsistent, controversial, partial, proprietary and stuck in the past. They are not going to support us in the rapidly emerging technologies and approaches. The certification schemes that should represent the interests and integrity of our profession don’t, and we are left with schemes that are popular, but have low value, lower esteem and attract harsh criticism. My goal in proposing the New Model is to stimulate new thinking in this area.
eurostarconferences.com
testhuddle.com
This document provides an overview of the history and evolution of information technology (IT) in three eras:
1) 1975-1994: The era of mainframes, personal computers, distributed computing, and the shift to more software. Implementation challenges emerged.
2) 1995-present: The Internet, disruptive technologies, e-commerce, social media, and big data led to a "big switch". Infrastructure shifted from electronic to digital. Platformization and two-speed IT models emerged.
3) The "promised land": Digital technologies are touching the bottom of the pyramid through initiatives like ePDS in India. The role of IT and analytics in organizations and society will continue to evolve.
The document discusses the role of the CIO in automation at AGSHEALTH, a revenue cycle management company. It notes that increasing costs and a preference for contingency-based billing are driving factors for automation. Routine tasks involving multiple keystrokes take significant time across employees. The company developed a platform for non-technical staff to create "software bots" that automate routine work through a web interface, using a client/server architecture built with ASP.NET, C#, and SQL Server.
Agile Testing: The Role Of The Agile TesterDeclan Whelan
This presentation provides an overview of the role of testers on agile teams.
In essence, the differences between testers and developers should blur so that focus is the whole team completing stories and delivering value.
Testers can add more value on agile teams by contributing earlier and moving from defect detection to defect prevention.
The document discusses software process improvement and agile methodologies. It argues that process improvement should be evolutionary, scalable, pragmatic, and flexible. Successful process improvement is measured by fewer complaints, better management control, and more efficient testing. The key is to start small with pilot programs and focus on areas most important for immediate improvement.
Tech debt can seriously impact a project if not properly managed. It leads to increased costs, slower delivery times, and lower quality code as complexity grows unchecked over time. Measuring and tracking technical debt using tools like SonarQube allows teams to define, measure, analyze, and improve areas of accidental complexity. This helps reduce debt, free up developer time for new features, and maintain predictability and quality as a project evolves. However, care must be taken not to shift focus too much to metrics or mandate thresholds at the expense of actual code quality improvements. Managing technical debt is important for long term products and codebases.
Agile Testing involves testing in the context of Agile development. It is done continuously and collaboratively by all members of the team throughout the development process, rather than just by QA/testers at the end. This helps ensure high quality, useful software is delivered iteratively.
Scrum_BLR 11th meet up 13 dec-2014 - SDET - They Way to go for Testers - Jaya...Scrum Bangalore
The document discusses the evolving role of software testers and the benefits of testers becoming software development engineers in test (SDETs). It argues that testers should expand their skills from just testing to also include activities like programming, test automation, and code reviews. This will allow testers to find defects earlier and help reduce test cycle times. It outlines a path for testers to transition to SDETs by improving their technical skills and provides examples of how SDETs have contributed value in various organizations.
The presentation was delivered at Testing Automation & continuous testing summit at bangalore, organized by NextgenTesting team and unicom learning team.
This document summarizes a webinar by Allan Kelly on Agile basics. It discusses 5 key Agile concepts: quality, visualization of work, iterations, working in small batches, and vertical teams. For each concept, it provides details on practices like test-driven development, burn down charts, 2-week iterations, small stories and tasks, and fully staffed cross-functional teams. It emphasizes that following even one of these basics can improve outcomes, and following all 5 provides greater benefits to managing software projects in an Agile way.
Extreme Programming (XP) is an agile software development methodology that focuses on rapid feedback, simplicity, communication, and responsiveness to change. The core practices of XP include: short iterative release cycles, frequent planning games, simple design, pair programming, unit testing, collective code ownership, continuous integration, on-site customers, and 40-hour work weeks. By following these practices, XP aims to deliver working software frequently in a way that is adaptable to changing requirements.
The document provides 10 secrets for managing successful projects from an experienced project manager. It discusses the importance of having a detailed plan and schedule, daily stand-up meetings, managing issues and risks, clear communication, mediating team discussions, managing scope, addressing resource issues, and caring about the project's success. Project management fundamentals like scope, schedule, budget, risk, and issues are also covered.
Mastering Agile Practices to Build High Performing TeamsAgileThought
These slides are from a talk that I gave to the Tampa Bay Agile Meetup on August 19, 2014. The talk was titled "Mastering Agile Practices to Build High Performing Teams". http://www.meetup.com/tampa-bay-agile/events/193898502/
Description:
You've read the books. You already know what your Agile team SHOULD be doing. Your Daily Standup meeting should be short and sweet. Your deployments should be automated. Your Sprint Retrospectives should inspire improvement.
So if you know what to do, why aren't you doing it?
The short answer is because Agile is hard. It takes real discipline and leadership to master even the most basic practices. Many teams have committed to adopting Agile, but they just don’t know how to get to the next level.
In this talk, I will share my real world experiences from years of coaching high performing Agile teams. I will discuss the key practices that must be mastered for a team to become great. Additionally, I will identify useful measurement techniques so that teams know if they are improving.
This document provides an overview of agile software testing principles and processes. It begins with discussing the fundamentals of agile development, including the agile manifesto, principles, and common agile approaches like Scrum and Kanban. It then covers key differences between testing in traditional vs agile projects, such as integrated development and testing activities, reduced documentation, and different test levels. The document also discusses important agile testing practices like collaborative user story creation, retrospectives, continuous integration, and the involvement of testers in planning.
Ken Whitaker shares pragmatic techniques to help project managers and software development leaders put into practice innovative scheduling techniques, make consistent customer-centric decisions, reduce project risk, quickly negotiate with product owners the most important project scope, and transition teams to become more agile. Ken shares revealing statistical data on how waterfall is simply not suited for modern-day adaptive software development projects. With fellow participants, you’ll spend time performing a “Scrum walkabout” to get the idea of just how an agile project really works. These best practices are presented to motivate your team to deliver projects on time, every time. Although this tutorial doesn’t incorporate intensive role-play, we’ll have lively interaction that will incorporate lessons learned from actual case studies and attendees’ project experiences. Take away powerful, yet simple, ways to bridge the gap between PMI’s PMBOK® Guide and agile.
Let's explore what is agile testing, how agile testing is different than traditional testing. What practices team has to adopt to have parallel testing and how to create your own test automation framework. Test automation frameworks using cucumber, selenium, junit, nunit, rspec, coded UI etc.
On October 14, 2015, Michael Gill gave a presentation entitled "The Process of Communication, A Practical Guide for Project Managers." Communication is not about knowing the process. Communication is about managing the process. A successful project manager communicates effectively by setting and managing expectations throughout the lifecycle of a project and, by doing so, creates redundancy in a fluid industry. The importance of a simple and redundant communication framework cannot be overstated. Referencing my book, The Process of Communication, I will focus on the role of pre-production and the importance of Requirements Gathering, establishing a teams Level of Effort, communicating Assumptions and through the development of these tools establishing a realistic Timeline. I will speak about how all of these deliverables are used to manage clients expectations as obstacles arise and requirements change.
The document discusses agile and lean practices used at MediaGeniX, a product company that develops planning software for TV broadcasters. It introduces Extreme Programming (XP), Scrum, Kanban, and lean thinking approaches. MediaGeniX has found value in XP practices like user stories and collective code ownership. Scrum's focus on project management and velocity tracking also provides benefits. Kanban's emphasis on limiting work-in-progress and transparency resonates. Overall, the company aims to continuously improve processes by applying agile and lean principles to better deliver value to customers.
I believe that our existing models of testing are not fit for purpose – they are inconsistent, controversial, partial, proprietary and stuck in the past. They are not going to support us in the rapidly emerging technologies and approaches. The certification schemes that should represent the interests and integrity of our profession don’t, and we are left with schemes that are popular, but have low value, lower esteem and attract harsh criticism. My goal in proposing the New Model is to stimulate new thinking in this area.
eurostarconferences.com
testhuddle.com
This document provides an overview of the history and evolution of information technology (IT) in three eras:
1) 1975-1994: The era of mainframes, personal computers, distributed computing, and the shift to more software. Implementation challenges emerged.
2) 1995-present: The Internet, disruptive technologies, e-commerce, social media, and big data led to a "big switch". Infrastructure shifted from electronic to digital. Platformization and two-speed IT models emerged.
3) The "promised land": Digital technologies are touching the bottom of the pyramid through initiatives like ePDS in India. The role of IT and analytics in organizations and society will continue to evolve.
The document discusses the role of the CIO in automation at AGSHEALTH, a revenue cycle management company. It notes that increasing costs and a preference for contingency-based billing are driving factors for automation. Routine tasks involving multiple keystrokes take significant time across employees. The company developed a platform for non-technical staff to create "software bots" that automate routine work through a web interface, using a client/server architecture built with ASP.NET, C#, and SQL Server.
Software Technology Insurance for CustomersSPIN Chennai
Software Technology Insurance for Customers (STIC) was presented as addressing the quality of service, quality of experience, and quality of life through an interdisciplinary approach. STIC draws on collaborative teams involving social scientists, clinicians, engineers and computer scientists to improve life quality using technologies while ensuring factors like user acceptance and privacy. STIC was presented through a case study on BodyNet, a wearable system that monitors vital signs unobtrusively with applications in fields like telemedicine and military monitoring.
This document discusses quality in new digital and automated delivery paradigms. It uses an example of configuration management to illustrate how mature processes work with people and technology interacting through control, insight and forecasting. The document presents approaches to feature engineering including brainstorming features by deeply examining the problem and related data, devising features through automatic extraction, manual construction or mixtures, selecting features using importance scoring and selection methods, and evaluating models on unseen data using chosen features.
The document discusses what agile means for service organizations. It means having the ability to rapidly experiment and create value, being a partner in value creation, and dealing with ambiguous requirements. For service organizations, it's not just about understanding requirements but understanding the customer's business through deep collaboration with customers. It also requires technical and process excellence to support fast delivery and frequent iterations, as well as reworking business models to support the new agile paradigm.
The Center for Innovation (CFI) at IIT Madras:
- Is a student-run lab focused on fostering innovation across disciplines through hands-on projects.
- Began in 2008 and has grown from supporting 1-2 projects annually to over 39 projects in 2015-16, as well as various competition and startup teams.
- Aims to promote informal, experiential learning in an inclusive, fun environment where students can pursue ideas without restrictions and learn from failures.
- Has various programs that support student projects through funding, mentorship, and infrastructure, and helps transition successful projects into startups through its Nirmaan pre-incubation cell.
Blockchain has 7 key principles including network integrity, distributed power, using value as an incentive, security, privacy, preserving rights, and inclusion. Computing the hash for blockchain is not trivial, but verification is. Blockchain has potential applications across many areas. To continue learning about blockchain, one can attend meetups in major Indian cities, watch YouTube videos, read blogs and LinkedIn groups, or take online courses from Blockchain Academy. PS Praveen is the contact for blockchain training sessions in Chennai and Mumbai.
Hi Maturity in the CMMI Services Context SPIN Chennai
This presentation explains the concept of CMMI for services, their expectations, tips & tricks on using the service model in project management with various inferences.
Industry 4.0 refers to the fourth industrial revolution driven by four disruptions: exponentially growing data and computing power, new analytics capabilities, advanced human-machine interaction, and improvements in transferring digital instructions to the physical world. Key aspects of Industry 4.0 include smart manufacturing platforms that enable data and resource sharing, advanced customization enabled by digital technologies like 3D printing, pay-per-use business models, smart connected products and machines, predictive maintenance using sensors and analytics, and new digital business models focused on services rather than products. While the impacts will be significant, changing industrial operations will likely take time as factories have long investment cycles.
Consistent quality in the era of constant changeSPIN Chennai
This document discusses maintaining consistent quality in the era of constant change. It discusses quality from the customer and organization paradigms, focusing on defining metrics, planning, cost control, and traceability. It outlines the evolution of quality management from statistical process control in the 1920s to modern approaches like agile methodologies, DevOps, and total quality management. The document proposes a quality framework using requirements and code inspections, test automation, data quality automation, and quality metrics to help organizations consistently deliver high quality amid change.
Dr. sekhar smart governance with digital technology hub through sgSPIN Chennai
This document discusses India's population growth, water demand projections, living space availability, and the overseas Indian population. It provides the following key details:
- India's population is projected to reach 1.33 billion by 2025, with a density of 446 people per square kilometer and only 0.42% of land used for living space.
- Water demand is projected to increase significantly by 2050, with irrigation and drinking water demands doubling and industrial/energy demands increasing over 5 times.
- There are over 21 million overseas Indians worldwide as of 2016, with the largest populations in the United States, United Arab Emirates, Saudi Arabia, and United Kingdom.
Secure Software Development – COBIT5 PerspectiveSPIN Chennai
This presentation elucidates Secure Software Development based on COBIT 5, an IT governance framework and supporting tool set which emphasizes regulatory compliance, helps organizations to increase the value attained from IT, enables alignment and simplifies implementation of the COBIT framework.
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
Innovative Practices in Software Quality FacilitationSPIN Chennai
This presentation gives a practitioner's view of successful quality assurance process by adopting various practices and process facilitation with framework of workload distribution and its metrics.
Transforming learning into an experienceSPIN Chennai
The learning and education market is expected to experience significant growth in the next few years. To meet the needs of digital students and transform learning into an engaging experience, Cognizant developed a digital learning platform using an agile delivery model. The platform provides scalability, multi-channel delivery, and rapid development capabilities. It was delivered using practices like continuous development, reuse of existing assets, and planned rollouts to achieve operational excellence and innovation.
Machine learning thomas_quadrant4_v1.1SPIN Chennai
This document provides an overview of machine learning and predictive analytics. It begins with definitions of machine learning, describing it as using data to learn unknown parameters that allow predicting outcomes. Supervised and unsupervised learning are discussed. The machine learning process involves using optimization techniques like gradient descent to learn parameters that minimize error. Examples of machine learning applications in areas like facial recognition and recommendations are provided. The document also describes Quadrant 4's machine learning process and a case study on using machine learning to predict battery failures.
This presentation talks about the ideal model for effective Quality Implementation by setting up the Quality Team, management hierarchy, mechanism and effective training on BMS with few case studies.
The document provides guidance on writing effective customer-centric proposals. It discusses 7 golden rules for proposal writing: 1) Focus on the customer's needs and problems rather than your own capabilities. 2) Sell the benefits and value of your solution rather than just providing information. 3) Keep proposals concise and simple by following the KISS principle. The document emphasizes the importance of understanding the customer, identifying their key needs and priorities, and demonstrating how your solution will specifically address these needs and provide tangible outcomes and value. It also provides tips on using graphics, case studies and a persuasive structure focused on needs, outcomes, solutions and evidence of competence.
Дмитро Бузоверя
Директор Cloud Computing департаменту в компанії AMC Bridge
Agile підхід до управління проектами існує вже більше 15 років, він досі є об’єктом багатьох дискусій та вважається інноваційним у деяких областях.
Дмитро Бузоверя, зробить огляд методології Agile у розробці програмного забезпечення. Він розкаже про історію Agile, його принципи та більш детально зупиниться на різних методиках: Extreme Programming (XP), Scrum, Lean та Kanban.
Ця лекція допоможе зібрати пазл з Agile термінології в єдину картинку.
ThoughtLeader Consultants provides project management consulting to address common issues that cause projects to fail like unrealistic estimates, quality issues, and dysfunctional teams. They classify problems into meeting timelines, quality of deliverables, and team dysfunctions. For timelines, they help with estimating, planning, and tracking. For quality, they recommend review processes and subject matter experts. For teams, they suggest techniques like leader-leader relationships, open "war zones", bottom-up involvement, and linking appraisals to results. ThoughtLeader also offers end-to-end project management consulting including setting up processes, meetings, training, and project audits.
These slides take you through the various project issues that can crop up if there's no proper project management in place. When faced with such issues, these slide provides the solutions to address these issues. For further consultation, please write to info@thoughtleader.co.in
Scrum is a framework for managing product development that emphasizes iterative work cycles, frequent inspection points, and adaptation to change. It consists of sprints, daily stand-ups, sprint planning, reviews, and retrospectives. Benefits include increased responsibility, reduced risk, motivation, and continuous improvement. However, it can also be verbose with meetings and interrupt development flow if not implemented properly.
Consulting Services companies goes through multitude of challenges in its Sales cycle, Delivery Cycle and over all Competency building and maintaining cycle. In this 2 part blog, I write about the various issues, Well whats the point in discussing problems with out a solution, Worry Not, The blog culminates with a tried and tested solution.
Tried Architecture as Shared Services? Felt like Abstracting the best of the resources, while encapsulating them well within at the same time? Tried creating COE’s? Have the management shot back stating it is overused/abused concept, tried and failed? Yes there are lot of reasons to fail when NOT done right.
This blog entry documents the RIGHT way, tried and tested Recursively
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Effective Quality Facilitation | Beyond Normal
1. Effective Quality Facilitation – Beyond Normal
By
Ramkumar Ramachandran
Head – Quality
Renault Nissan Technology & Business Centre India Pvt Ltd,
Chengelpet
2. Quality Facilitators – A Breed by themselves
Eye for Delivery
Tech Savvy Facilitator – An oxymoron?
Eye for Engineering
Eye for finer aspects
The All-Friends-World
Fear Vs. Fate Vs. Professional Respect
Escalation for lunch
Success = ƒ (Interactions with project team)
Do-This-Do-That Syndrome
Facilitation Success Indicators
Case Studies
Contents
4. Quality Facilitators – The Normal Breed
• Software Quality Analysts – SQAs are a breed by themselves.
• Have full responsibility to ensure compliance.
• Have less authority to enforce compliance.
• Is seen as threat in project or threatened by project.
• Hit by Project team and by QA Seniors.
• Always wants to make a point but makes enemies.
• World View Compliance is PM’s capability, non-compliance is
Facilitator’s inability.
5. Quality Facilitators – A Class Breed
• Facilitator is always visible to the delivery team
• PM ensures Facilitator’s presence in all status review meeting
• Facilitator conducts training on processes
• Project schedule is closely tracked by Facilitator
• Facilitator has planned reviews with PMs
• Networks to bring best practices from others
• Is also visible to the customer
• Is contacted by delivery team for any change in delivery methodology
• Knows to make a point without making enemies
6. My Mantras
I’m going to talk about my Mantras. The Mantras that I’ve practiced over
a period of time and have yielded results.
Yes, there is no rocket science in this, but it is pure distilled common sense.
I guarantee you results by following these Golden Rules with near nil exception.
Believe in me and start this journey…!
7. Mantra # 1 – Eye for Delivery
• All the processes are for successful delivery – never lose this focus
• All the facilitation has to converge into delivery success
• Bother more about contract, cost sheet, effort over run, design, code
quality etc
• Never harp upon documents for document-sake
• Be equipped to relate a compliance to successful project delivery. For
eg. Why code review?
• Resist short-term process violations with justifications on long-term
benefits
8. Eye for Delivery (contd.)
• Never force a consistently successful project to shed its result
yielding practices
• Remember, wherever a project makes consistent quality
deliveries, there is definitely a ‘system’ working for them –
Analyze it
• This ‘system’ could be ‘set of practices’ by individuals in the
project or the organization’s QMS
• When ‘set of practices’ is outside QMS, help the project to: -
– Comply to organization QMS and tailor their needs (OR)
– Enrich QMS with their local best practices (OR)
– Share them as ‘Best Practices’ to SEPG
9. Mantra # 2 – Tech Savvy Facilitator – An Oxymoron?
• Remember – we are in Information Technology Industry
• Being tech savvy is a need for everyone in IT
• Tech Savvy Facilitator need not be tech wizard
• It is important to
– Know various technologies (Client Server, Web based, Multi-tier,
SOA etc.)
– Their strengths and weaknesses, broadly
– How an architecture fits into a business solution
– How design fits the architecture
13. Exercise – 1
A bank has decided to automate in a major scale. The broad goals to be
achieved are: -
- Availability of central customer database
- Branches should be able to retrieve & update
customer information
- Customers should be able bank in any branches
How do you want the architecture to look like?
(10 minutes to discuss 5 minutes to present per group)
14. Mantra # 3 – Eye for engineering
• Facilitators should ensure that engineering artifacts are reviewed
• Facilitators should have gone through RS Pressman fully atleast once
• As Facilitator, one should get a hold of: -
• Application Architecture
• High level design
• Coding standards availability
• Facilitators should refer to LLD and verify the implemented code
• Facilitators should be able to appreciate that ‘design’ has to finalized
and then implemented in the code
• A deep glance into design and getting a good hold of the same is
always good
• Facilitator is not a Technical Architect, but still should have an
engineering ‘flair’
15. Eye for engineering (contd.)
• Indicators for Engineering ‘flair’: -
o Check coding standards for current technology
o Understand the application architecture
o Glance through the HLD / LLD
o Ensure code review is a ‘scheduled activity’
o Ensure an ‘effective’ code review – effort proportional to defects
o Sample passed test cases and run the application to confirm the
same
o Study requirement and confirm that traced test cases are
adequate
16. Mantra # 4 – Eye for finer aspects
• Verify activities in its ‘natural’ flow
• For eg. Design baseline – how many activities to be verified?
o Check first baseline of requirements in CM repository
o Check design document baseline date > Requirements baseline
date in CM repository
o Check design review date <= design baseline date
o Check for timesheet effort in and around corresponding activity
o Review defects count proportional to review effort
o Update of RTM after design baseline date
17. Eye for finer aspects (contd.)
• Eg. Project with ‘crunched’ effort
• Ask the PM whether he/she can ‘really deliver the project in this
duration / effort’
• In the event of predicted delay, check for dependencies on the
client’s side
• Is there prioritization of the features, so critical ones get
delivered first
• Are the skill levels of team members good enough to do delivery
‘right the first time’?
• If any of the above is a ‘NO’, has the same identified as risk?
• Has this risk been discussed with appropriate Seniors and/or in
appropriate forums?
• Seasoned SQAs can take it up with their senior or with PM’s
senior and discuss the issue
18. Eye for finer aspects (contd.)
Requirements sign off
Skill fitment
Test Case Adequacy
Effort / Size Estimation
Testing Efficiency
Effective CM practices
Design effectiveness
Metrics collection & analysis
Effective Defect TrackingProject Scheduling
19. Exercise – 2
Form groups, and let each group take one of the scenarios of
above slide and provide the maximum finer ‘verifiable activities’
that can be done to confirm it’s compliance
(5 minutes to discuss 3 minutes to present per group)
20. Mantra # 5 – The All-Friends-World
• Pointing out issues is not pointing out enemies
• Facilitators always talk about ‘systemic-problems’
• Reporting process gap is professional and not an ‘un-
friendly act’
• Facilitator reporting issues is NOT the same as reporting
NC reported in PCR / IQA
• Have ‘clinical-detachment’ to the issues you report into
the
project
• Do not ‘grade’ a person based on issues reported in their
project
• You can always report huge process issues and still have
coffee with the Project Manager
21. The All-Friends-World (contd.)
• Points to ponder
o Why should the SQAs not be emotionally attached to their
findings?
o Why is the facilitation not like an audit?
o Why should the SQAs harmonize with an ever-erring PM?
22. Exercise – 3
The PM of a project where the effort estimate has no relation to the
schedule with no consistent monitoring mechanism has to be told
about the same.
o Participants to write down the risks
o Do a role play on how they will communicate the same to PO
o Trainer will act as the PM
( 5 minutes / group)
23. Mantra # 6 – Fear Vs. Fate Vs. Professional Respect
• Fear
o ‘How will it sound if I tell code review is not done?’
o ‘I very well know that design is not base lined, but can
I stop the coding activity?’
o ‘If I report that person ‘X’ has not closed all defects,
will it harm him/her’
o ‘This is new technology, and project team tells UML
addresses both requirements & design. I’m not sure
how to facilitate’
o ‘The PL wants me to prepare the plans. If I escalate
this I will lose the rapport’
24. Fear Vs. Fate Vs. Professional Respect (contd.)
• Fate
o ‘Never does the project hear me. It is always like this, cooking
documents is a way of life’
o ‘Whatever I tell will be vetoed by Seniors, better let me not use my
energy is such things’
o ‘The culture is not pro-process. My effort will only be futile in such
environment’
o ‘I get hit from both sides. This is a donkey’s job’
o ‘If only I was a developer, the job would’ve been more cushy’
25. Fear Vs. Fate Vs. Professional Respect (contd.)
• Professional Respect
o Mr. PM, please understand that I’ve got equal concern about
project’s quality delivery
o New technology, ok, but did you see any need for change in
processes?
o Coding started, ok, but what is the logic you are going implement,
without a baselined LLD?
o You are creating a local practice, but have you formally tailored it
o I can prepare the plans for you the first time, but remember that
you have to ‘own’ it
26. Mantra # 7 – Escalation for lunch
• Rapport with the project is key for successful process rollout
• Any process violations has to be discussed, accepted and
implemented
• Any ‘undue’ delay in closing the identified gaps has to be reported
‘formally’
• Non-escalation and subsequent project bombing would reflect bad on
facilitation
• Escalation without enough project handholding will as well look like
passing-the-buck
27. Escalation for lunch (contd.)
• Points to ponder
o What should the SQAs do when the PM is requesting not to
escalate?
o What should the SQAs do when it is clear that nothing can be done
even if escalated?
o High possibilities of soured relationship post – escalation, how to
handle this?
28. Exercise – 4
• What are the scenarios that you would escalate?
• How will you do the escalation?
(5 minutes to discuss 5 minutes to present per group)
29. Mantra # 8 – Success = ƒ (Interactions with project team)
• SQAs is a key stakeholder in the project
• SQAs should bother about successful deliveries by projects that they
facilitate
• SQAs to be treated as ‘Delivery Team Member’
• SQAs should know majority of the project team members by name, not
just PM
• Majority of the project team members should know the SQAs too
• SQAs should have ‘planned interactions’ with the project team
30. Success = ƒ (Interactions with project team) (cont)
• SQAs should follow a 40:40:20 interaction philosophy
• 40% of the time personal in-place interactions
• 40% of the time desktop reviews
• 20% of the time generic QA activities
• This is more rule-of-thumb may vary based on project’s nature
• Interact with every role players in the project
• SQAs should approach everyone with clear agenda
31. Success = ƒ (Interactions with project team) (contd)
• Roles whom the SQAs should interact
Project Lead
Developers
Business Analyst
Customer
Testers
Project Manager
DBA
Delivery HeadPre-Sales team
memberPMO team member
On-site coordinator
32. Points to ponder
• How does the SQAs get to know the team members?
• Should the SQAs keep meeting the Developers / Testers often?
• SQAs gets all the info from PM, still is it required to interact with other?
33. Exercise – 5
What are the questions that has to be put to Developer / Tester?
• Participants should list out the questions
• Trainer will play the role of Developer / Tester
• Participants to play the role of SQA’s
( 5 minutes / group)
34. Mantra # 9 – Do-This-Do-That Syndrome
• SQAs should NEVER ever tell the project ‘Do this, because that’s what
QMS wants’
• SQAs should only ‘reason out’ the need for QMS practice
• SQAs should also take the ‘risk mitigation’ route of process compliance
o ‘If you don’t plan for code-review, then…’
o ‘If you don’t use the design template, then…’
• As a pre-requisite, SQAs should have a thorough knowledge on QMS
• SQAs should be able to answer any needs of QMS
35. Exercise – 6
• Reason out the need for the following: -
– Need for SDLC
– Need for templates
– Need for metrics / quality goals
– Need for traceability matrix
– Need for CAR meeting
– Need for IPP
– Need for design
– Need for baselining CI
– Need for release audit
– Need for code reviews
(10 minutes – Free-for-all)
36. Facilitation Success Indicators
Under normal circumstances: -
• Smooth deliveries of the project
• Defect decrease across shipments
• SQAs involved in all critical project reviews
• SQAs is consulted for any change in practice
• SQAs is invited to present in client meetings
• SQAs is able to tell easily the current ongoing activity of the project
• SQAs is well aware of the current project challenges on various fronts
• SQAs is invited for project celebrations…!
Note: The ownership of project delivery is always with PM. SQAs is an enabler for good project
deliveries
37. Case Study – 1
The story of a complicated technology and
compliance challenges
38. Case Study – 1
A project with an effort of 350 person years of effort for modernizing
sea port handling. This involves complicated solutions for logistic
companies, customers, sea farers, governmental bodies etc.
The technology was mixture of n-tier, mobile based and web-based
solution. Government used it from their desktop, customer from web
and few others from their handhelds.
The Delivery Head felt that there should be strict process compliance
from day one. What are the key activities for project’s success that an
SQA should be looking into?
(15 minutes for discussion & preparation / 5 minutes for presentation)
39. Case Study – 2
The dilemma of a diluted estimation
40. Case Study – 2
• Arjun work for ‘Astra Teksolutions’. He is not a very happy soul these
days. After taking up the current project as PM for a Belgian client, life
has become too hectic. This project was to develop a focused solution
for Belgium diamond factory.
• Arjun’s organization, with a zeal to get the first diamond domain deal,
bent backwards. The initial effort Arjun provided with around 5%
cushion, was 73 person months.
• The Belgium client’s CIO was a great negotiator. He informed ’43
person months. Take it or leave it’. Astra never had an inclination to
leave this project. Arjun’s boss was considerate and told Arjun that 12
person months cost would be borne by the company. Still, Arjun has to
manage with the 55 person months of effort
41. Case Study – 2 (cont)
• Arjun has lost his sleep. His dreams are nightmares of ‘Death March’
projects. Normally, a systematic guy, Arjun wants to induct a good SQA
so that the final product does not have bombs.
• You are the SQA for this ambitious and effort-starved project. What will
you do to minimize the damage and maximize success?
(15 minutes for discussion & preparation / 5 minutes for presentation)
42. Summary
• Facilitator is a major stakeholder
• Technical knowledge is an asset
• Never worry about escalation
• Meet more
• Command professional respect
• Success Indictors