a practical model for program test management graham thomas rcog8 th march 2005 specialist interest...
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A Practical Model forProgram Test Management
Graham ThomasRCOG 8th March 2005
Specialist Interest Groupin Software Testing
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Abstract
● This talk proposes a practical model for program test management, based on experience gained from working as a Program Test Manager on two programs; handling card authorisation in the financial sector and global customer service management in service delivery.
● The talk is focussed on how to bring together the disparate streams of development and testing across large programs so that they can work together successfully and drive the program forward. It also addresses how to control quality when you no longer carry out development or testing activities.
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Agenda
● Definitions, responsibilities and attributes
● Challenges that you face
● A Practical Model for Program Test Management
● Lessons learnt
● Conclusions
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DefinitionTest Management
● Planning
● Analysis
● Design
● Preparation
● Execution
● Validation
● Reporting
“The direct management of testing activities”
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DefinitionProgram Management
● What is a Program?
“A broad effort encompassing a number of projects and/or functional activities with a common purpose.”
Association for Project Managers - Web site Definitions
● What is Program Management?
“The management of multiple streams of development activities (including testing), each with their own teams carrying out detailed planning, management and execution activities.”
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Program Programme
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DefinitionProgram Test Management
“The management of multiple streams of testing, each with their own test management in place which is responsible for detailed planning, management and control activities.”
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Responsibilities
● PTMs are not responsible for managing the testing
activities. That is what we have Test Managers for!
● So, what are PTMs responsible for if they are not
managing the testing?
● Responsibilities vary from program to program: Testing oversight Analogous to Program
Management Looking for gaps
across the program
Getting the development groups to work together with the testers
Defining and managing the program testing approach
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Attributes of a good PTM
● Honesty, integrity, experience, credibility
● Pro-active, (dynamic - if you think rushing round helps
without causing panic)
● Politically aware and astute
● Focussed on the program and organisational goals
● Independence
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Program Topographies
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Program Topographies
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Challenges
● Implementing program-wide processes
● Lowest common denominator
● Have to fix the broken processes first
● Imposition by the centre
● Budgetary control
● Resources
● Communication
● Geographies
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Ferrari vs. Minardi
● 2077.5 points in 20 years
● 2003 Budget $418 million
● Relative performance 100%
● 30 Points in 20 years
● 2003 Budget $33 million
● Relative performance 95%
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A Practical Model for PTM
I would propose that PTM is a QA role and not a QC role.
● Your level of involvement is in strategy, planning,
dependency management and influencing
● To report effectively you need to understand at the detail
level how each of the test streams are progressing
● You need to understand progress on the program to be able
to determine the correct testing actions to take
● You need to know that the development and testing process
is working across the program
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A Practical Model for PTM
● Program testing strategy
● Program test planning
● Program level test processes
● Quality assurance of development and testing
Communication, Co-ordination and Co-operation
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Program Testing Strategy
● Addresses the integrated testing needs of the program
● Aligns the development and testing lifecycles
● Identifies the testing approach
● Establishes the QA process required to support the
testing approach
● Specifies the measurement and metrics procedures
● Introduces the program test management team
Supports the program’s goals and objectives
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Program Test Planning
● Program planning techniques are required
● Identify milestones and dependencies
● Stage Entry and Stage Exit reviews
● Intermediate checkpoints
● Suspension criteria & resumption requirements
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Program Level Test Processes
● Release Management
● Configuration Management
● Environment Management
● Defect Management
● Change Management
● Risk & Issue Management
All applied at the Program level
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The Stroop EffectZYP
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SUWRGZYP
XCIDB QLEKFWOPR
REDBLACK
YELLOWBLUERED
GREENYELLOWBLACKBLUE
BLACKRED
YELLOWGREENBLUE
GREEN
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Quality Assurance
● Communication
● Common view
● Program framework
● Audit vs. Review
Develop SystemTest
IntegrationTest
AcceptanceTest
} }QA
QA
QA
QA
QA
QA
QA
QA
QA
QA
QA
QA
QA QA
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QA doesn’t equal perfection
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid. Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh, and I awlyas thought slpeling was ipmorantt
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Lessons Learnt
● Know your role in the program
● Maintain independence
● Manage expectations
● A program centric view is often different and sometimes diametrically opposed to a project specific view.
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Conclusion
● How to bring together disparate streams of development and testing across large programs
● How to control quality when we are no longer carrying out the development and testing activities
● A practical model for Program Test Management
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Test Management Forum
