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Improve Your Test Process from the Bottom Up
- 1. 4/23/15 1 TestProces Improvement Bottom-Up Gitte Ottosen Gitte.ottosen@capgeminisogeti.dk godtesen © CapgeminiSogeti A Bit About Me 2 Gitte Ottosen Managing Consultant Capgemini Sogeti Danmark A/S Gitte.ottosen@capgeminisogeti.dk +45 52 18 97 11 Twitter: godtesen Education Corperal Royal Danish Airforce Certifications: SCRUM master, ISEB foundation/practitioner, CAT trainer, TMap Test Engineer, TPI Next foundation Employment 20 years within testing 3 years in Capgemini Sogeti Denmark Experience Test management, Test engineering, process improvement, CMMI, agile, context driven testing, change management Agile Experience Maersk Line IT, DONG, KMD, Systematic, public sector Network Test20/Tecpoint, CAT trainer network Fellow Sogeti Labs
- 2. 4/23/15 2 Modelsand Theory 3 © CapgeminiSogeti Test Process Improvement - TMMI 4
- 3. 4/23/15 3 ©CapgeminiSogeti Test Process Improvement - TPI Next 5 © CapgeminiSogeti A Few Quotes and Definitions Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved. Mind tools The hardest part of continuous improvement in organizations is changing the behavior of other people. Jurgen Appelo 6
- 4. 4/23/15 4 ©CapgeminiSogeti PDCA: Plan – Do – Check - Act http://www.mindtools.com http://www.management30.com 7 © CapgeminiSogeti ADKAR • Awareness • Desire • Knowledge • Ability • Reinforcement http://www.change-management.com http://www.management30.com 8
- 5. 4/23/15 5 ©CapgeminiSogeti How to Eat an Elephant... 9 One bite at the time! The Context 10
- 6. 4/23/15 6 ©CapgeminiSogeti The Context of the Case 11 The Case Domain Organisation Culture IT Test competences SDLC Contract Vendors © CapgeminiSogeti The Organization and the People • People – Product ownership – clinicial background – Test and support team – clinical background – No test specialists • Organization – Inmature organization – Organizational change – New leadership/management – No defined processes – No clear communication lines • Environment – Politically controlled 12
- 7. 4/23/15 7 ©CapgeminiSogeti Testing Challenges Early days of test planning System test – mindmaps Primarally functionality focus System integration test – nothing Performance test – limited Usability – only implicit Depending on individuals Defect tracking - inconsistent 13 What We Did 14
- 8. 4/23/15 8 ©CapgeminiSogeti Different Ways to Do It 15 © CapgeminiSogeti Getting Started • The as-is proces, getting it described – Different stakeholders - internal – The flow – The challenges – Dreams and wishes – Brownpaper 16
- 9. 4/23/15 9 ©CapgeminiSogeti Introducing Swimlanes – as is proces 17 © CapgeminiSogeti Ensuring Involvement and Ownership • Involve other stakeholders than test • Discus outcome of initial drawing • Amend with input • Agree on current proces 18
- 10. 4/23/15 10 ©CapgeminiSogeti Getting a Common Test Language • Inernal Training – Basic test – Test design techniques – Everybody get the training • Pairing – A trained tester – Clinical tester – Clinical product owner 19 © CapgeminiSogeti Getting a Bit Structured Breaking down the system in modules, submodules, areas Involving test early? Moving the focus from functionality to clinical usage A better test coverage Test design technique with workflow focus Knowledge sharing Workshop on test design 20
- 11. 4/23/15 11 ©CapgeminiSogeti Process Cycle Test 21 1-2-8 1-3-4-6-8 1-3-5-7-8-9 EP + BVA? © CapgeminiSogeti Getting a Better Overview • From Excel to Testrail 22
- 12. 4/23/15 12 ©CapgeminiSogeti Tooling up 23 © CapgeminiSogeti Involving the Vendors • Joint workshop • Identifying easy wins 24
- 13. 4/23/15 13 ©CapgeminiSogeti From Many Systems to One • Before: – Defects reported in vendors systems – Minimum 3-4 different systems – Each defect reported in two systems – Internal defects not reported, just mail/phone – No common picture • Change: – One defect management system – Vendor access to defect management system – All defects are reported 25 © CapgeminiSogeti Getting the Risk Focus 26 Likelihood Impact
- 14. 4/23/15 14 ©CapgeminiSogeti Product Risk Analysis – The Tmap Way 27 Test goal Characteristic Damage Chance of Failure Risk Class Feature 1 Functionality H H A User- friendliness M L C Feature 2 Functionality M M B Security H M B Feature 3 Functionality M L C Feature 4 Performance M L C Risk X Performance L L C Risk Y Functionality M M B Suitability M M B .. .. .. .. .. © CapgeminiSogeti Test Planning – A Joint Venture 28 Scope presentation Risk assessment Test plan draft Test plan review Testers Product owners Techical specialists
- 15. 4/23/15 15 ©CapgeminiSogeti Test Involved Earlier 29 From here To here © CapgeminiSogeti Supporting Others • Other Projects – Test managment – Test design – Test execution • System Integration Test – Test tree – Test design • Technical test – Test tree – Test design 30
- 16. 4/23/15 16 ©CapgeminiSogeti Status Today 31 © CapgeminiSogeti Thank You 32