Improve Your Test Process from the Bottom Up
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Test process improvement can be done in many ways. In a top-down approach a central organization does all the planning, and then implementation is done when everything is ready. In a bottom-up approach the improvements, developed and implemented in individual projects, are then spread throughout the organization. Gitte Ottosen shares her experiences of implementing test process improvements in both small projects and large organizations, with a primary focus on the bottom-up approach, ensuring that the testing community has a high degree of ownership and commitment, both important factors when implementing any process change. You need the overall test community to buy in to the thoughts and methodology behind the process, and you need them to support the implementation. Having a clear goal and knowledge about current process status are necessary because you need to know where you are and where you need to go in order to draw the route.
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Mobile app development and testing are hard. Mobile at scale is even harder. As you scale to the enterprise, automation is the only option. However, many organizations have barely started automating their mobile dev/test efforts. So, how do you actually automate the building, testing, and deploying of hundreds of mobile apps across multiple operating systems and different app stores? Josh Anderson explains that the mobile ecosystem is in its infancy compared to the tools supporting web application development, testing, and deployment. This means that you must get comfortable with alpha versions of open source projects, constantly changing APIs, and some good, old-fashioned software engineering duct tape. Josh takes you through the challenges he and his teams have encountered along the path to automation and explores the direction for those that remain. Take home the lessons Josh and his teams learned so you can more easily pave your own path to mobile automation
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It’s one week after your product’s launch, and everyone is happy. After all, for the first time in years, your product development exceeded expectations. Coding was completed on time with very few defects. Suddenly, the report of a major usability and security flaw destroys the euphoria and sends everything into chaos. Unfortunately, this is not uncommon in our industry. So, how can we mitigate such things from happening? As he shares stories about the complex domain of product delivery, Ray Arell introduces a framework with associated emergent practices that enable you to better guide your product to success. He presents an overview of the Cynefin model, a description of complicated and complex systems, and discusses how to use it to establish an effective testing strategy. Ray describes how to identify key patterns of product usage to establish a robust defect-prevention system that reduces product development costs. Lastly, Ray describes how to interview customers to identify key quality expectations, ensuring that your testing focuses on producing the highest value for your customers.
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Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
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A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
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DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery Process
The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
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Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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Improve Your Test Process from the Bottom Up
- 1. 4/23/15 1 Test Proces 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 Models and 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