Alex Swandi
Program Studi S1 Sistem Informasi
Fakultas Sains dan Teknologi
Universitas Islam Negeri Sultan Syarif Kasim Riau
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Introducing a tool into an organizationmuhammad afif
The place to start when introducing a tool into an organization is not with the tool - it is with the organization. In order for a tool to provide benefit, it must match a need within the organization, and solve that need in a way that is both effective and efficient. The tool should help to build on the strengths of the organization and address its weaknesses. The organization needs to be ready for the changes that will come with the new tool. If the current testing practices are not good and the organization is not mature, then it is generally more cost- effective to improve testing practices rather than to try to find tools to support poor practices. Automating chaos just gives faster chaos!
Materi Testing dan Implementasi : Introducing a Tool Into An Organization
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
1. State the main principles of introducing a tool into an organization.
2. State the goals of a proof-of-concept or piloting phase for tool evaluation.
3. Recognize that factors other than simply acquiring a tool are required for good tool support.
backlink:
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Commitment to achieve an excellence in academia, by implementing advanced and innovative tools to solve a desired problem.
Proven commercial or professional procedures to get most effective solution for desired problem.
Enhancement of tools and technique to get benchmarking or outcome based results.
“Purchasing ‘HIS/HMIS integrated with EHR’ can
revolutionize your healthcare facility, Improve
revenue across Facility, and drive real results in
revenue, build brand and customer loyalty. But
how do you know where to start?”
Choosing a HIS/HMS solution is an important decision: not only
is it a significant investment in time and resources, the system
you choose will have an enormous impact on the daily activities
of both your clinical and non-clinical teams. So it’s important to
conduct the proper research and go into the process with the
right questions in hand.
The following three chapters will help you build a framework for
evaluating vendors, figure out questions to ask each, and find
your perfect solution — in three steps:
1. Self-Assessment
2. Goals & Planning
3. Vendor / Product Evaluation
Introducing a tool into an organizationmuhammad afif
The place to start when introducing a tool into an organization is not with the tool - it is with the organization. In order for a tool to provide benefit, it must match a need within the organization, and solve that need in a way that is both effective and efficient. The tool should help to build on the strengths of the organization and address its weaknesses. The organization needs to be ready for the changes that will come with the new tool. If the current testing practices are not good and the organization is not mature, then it is generally more cost- effective to improve testing practices rather than to try to find tools to support poor practices. Automating chaos just gives faster chaos!
Materi Testing dan Implementasi : Introducing a Tool Into An Organization
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
1. State the main principles of introducing a tool into an organization.
2. State the goals of a proof-of-concept or piloting phase for tool evaluation.
3. Recognize that factors other than simply acquiring a tool are required for good tool support.
backlink:
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Commitment to achieve an excellence in academia, by implementing advanced and innovative tools to solve a desired problem.
Proven commercial or professional procedures to get most effective solution for desired problem.
Enhancement of tools and technique to get benchmarking or outcome based results.
“Purchasing ‘HIS/HMIS integrated with EHR’ can
revolutionize your healthcare facility, Improve
revenue across Facility, and drive real results in
revenue, build brand and customer loyalty. But
how do you know where to start?”
Choosing a HIS/HMS solution is an important decision: not only
is it a significant investment in time and resources, the system
you choose will have an enormous impact on the daily activities
of both your clinical and non-clinical teams. So it’s important to
conduct the proper research and go into the process with the
right questions in hand.
The following three chapters will help you build a framework for
evaluating vendors, figure out questions to ask each, and find
your perfect solution — in three steps:
1. Self-Assessment
2. Goals & Planning
3. Vendor / Product Evaluation
You may be wishing that you had a magic tool that would automate all of the testing for you. If so, you will be disappointed. However, there are a number of very useful tools that can bring significant benefits. In this chapter we will see that there is tool support for many different aspects of software testing.
This is chapter 6 of ISTQB Advance Test Manager certification. This presentation helps aspirants understand and prepare the content of the certification.
The ideas put forward in this document are my own and they were neither borrowed nor copied from any other sources. These were born out of the theme of the Software Testing Conference - 2010, India.
A capability discovery tool assesses the capabilities an employee possesses against a defined capability framework.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
228 Chapter 8 • Measurementto collect more validation data mor.docxeugeniadean34240
228 Chapter 8 • Measurement
to collect more validation data more quickly. For example, insurance companies can share data to obtain large amounts of validation data on specific positions. Another alternative is that it can be advantageous to use professionally developed assessment tools and procedures for which documentation on validity already exists. However, you must ensure that the validity evidence obtained from an "outside" study can be suitably "transported" to your particular situation. In fact, the Uniform Guidelines require as much. To determine if a particular measure is valid for your intended use, consult the manual and available independent reviews such as those in Buros Institute's Mental Measurements Yearbook29 and Test Critiques.*0
When evaluating validity information purchased from a vendor, you should consider the following:
· Available validation evidence supporting the use of the measure for specific purposes. The manual should include a thorough description of the procedures used in the validation studies and the results of those studies. Also consider the definition of job success used in the validation study.
· The possible valid uses of the measure. The purposes for which the measure can legitimately be used should be described, as well as the performance criteria that can validly be predicted.
· The similarity of the sample group(s) on which the measure was developed with the group(s) with which you would like to use the measure. For example, was the measure developed on a sample of high school graduates, managers, or clerical workers? What was the racial, ethnic, age, and gender mix of the sample?
· Job similarity. A job analysis should be performed to verify that your job and the original job are substantially similar in terms of ability requirements and work behavior.
· Adverse impact evidence. Consider the adverse impact reports from outside studies for each protected group that is part of your labor market. If this information is not available for an otherwise qualified measure, conduct your own study of adverse impact, if feasible.
In addition, if an organization would like to use a vendor's assessment or other tool globally, it is important to thoroughly evaluate this capability. Many vendors that claim to be global are actually not capable of delivering a product globally.31
This chapter's Develop Your Skills feature provides some advice on measuring the characteristics of job applicants.
DEVELOP YOUR SKILLS
Chapter 8 • Measurement 225
226 Chapter 8 • Measurement
Assessment Tips3
To effectively assess job candidates, employers must be aware of the inherent limitations of any assessment procedure as well as how to properly use their chosen assessment methods. Here are 10 tips on conducting an effective assessment program:
1. The measures should be used in a purposeful manner— have a clear understanding of what you want to measure and why you want to measure it.
2. Use a variety of tools—because no single m.
Effective Talent Management Strategy: Assessing Needs and AspirationsWowledge
Practice 2 of an Effective Talent Management Strategy illustrates how to assess talent management needs and aspirations to establish best practices to target.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
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3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
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1. INTRODUCING A
TOOL INTO AN
ORGANIZATION
By Graham et.al
(2011)
UNIVERSITAS ISLAM NEGERI
SULTAN SYARIF KASIM
RIAU
Alex Swandi
2. The place to start when introducing a tool into an organization is not
with the tool - it is with the organization. In order for a tool to provide
benefit, it must match a need within the organization, and solve that
need in a way that is both effective and efficient. The tool should help
to build on the strengths of the organization and address its
weaknesses. The organization needs to be ready for the changes that
will come with the new tool. If the current testing practices are not
good and the organization is not mature, then it is generally more
cost- effective to improve testing practices rather than to try to find
tools to support poor practices. Automating chaos just gives faster
chaos!
Main principles
1
3. Of course, we can sometimes improve our own processes in parallel
with introducing a tool to support those practices and we can pick up some
good ideas for improvement from the ways that the tools work. However,
be aware that the tool should not take the lead, but should provide
support to what your organization defines.
The following factors are important in selecting a tool:
assessment of the organization's maturity (e.g. readiness for change);
identification of the areas within the organization where tool support
will help to improve testing processes;
evaluation of tools against clear requirements and objective criteria;
proof-of-concept to see whether the product works as desired and
meets the requirements and objectives defined for it;
evaluation of the vendor (training, support and other commercial
aspects) or open-source network of support;
identifying and planning internal implementation (including coaching
and mentoring for those new to the use of the tool).
Cont…
4. One of the ways to do a proof-of-concept is to have a pilot project
as the first thing done with a new tool. This will use the tool in earnest
but on a small scale, with sufficient time to explore different ways of
using the tool. Objectives should be set for the pilot in order to assess
whether or not the concept is proven, i.e. that the tool can accomplish
what is needed within the current organizational context.
A pilot tool project should expect to encounter problems - they
should be solved in ways that can be used by everyone later on. The
pilot project should experiment with different ways of using the tool.
For example, different settings for a static analysis tool, different
reports from a test management tool, differ- ent scripting and
comparison techniques for a test execution tool or different load
profiles for a performance-testing tool.
Pilot project
2
5. The objectives for a pilot project for a new tool are:
to learn more about the tool (more detail, more depth);
to see how the tool would fit with existing processes or
documentation, how those would need to change to work well with
the tool and how to use the tool to streamline existing processes;
to decide on standard ways of using the tool that will work for all
potential users (e.g. naming conventions, creation of libraries,
defining modularity, where different elements will be stored, how
they and the tool itself will be maintained);
to evaluate the pilot project against its objectives (have the
benefits been achieved at reasonable cost?).
Cont…
6. Success is not guaranteed or automatic when implementing a testing
tool, but many organizations have succeeded. Here are some of the factors
that have contributed to success:
incremental roll-out (after the pilot) to the rest of the organization;
adapting and improving processes, testware and tool artefacts to get
the best fit and balance between them and the use of the tool;
providing adequate training, coaching and mentoring of new users;
defining and communicating guidelines for the use of the tool, based on
what was learned in the pilot;
implementing a continuous improvement mechanism as tool use spreads
through more of the organization;
monitoring the use of the tool and the benefits achieved and adapting
the use of the tool to take account of what is learned.
More information and advice about selecting and implementing tools can
be found in [Fewster and Graham, 1999] and [Dustin et al., 1999].
Success factors
3
