improve your test process from the bottom up

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4/23/15 1 Test Proces Improvement Bottom-Up Gitte Ottosen [email protected] godtesen © CapgeminiSogeti A Bit About Me 2 Gitte Ottosen Managing Consultant Capgemini Sogeti Danmark A/S [email protected] +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

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4/23/15  

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Test Proces Improvement Bottom-Up

Gitte Ottosen [email protected]

godtesen

© CapgeminiSogeti

A Bit About Me

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Gitte Ottosen Managing Consultant Capgemini Sogeti Danmark A/S [email protected] +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

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Models and Theory

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Test Process Improvement - TMMI

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Test Process Improvement - TPI Next

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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

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PDCA: Plan – Do – Check - Act

http://www.mindtools.com http://www.management30.com

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ADKAR

•  Awareness •  Desire •  Knowledge •  Ability •  Reinforcement

http://www.change-management.com http://www.management30.com

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How to Eat an Elephant...

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One bite at the time!

The Context

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The Context of the Case

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The Case

Domain

Organisation

Culture

IT Test competences

SDLC

Contract

Vendors

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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

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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

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Different Ways to Do It

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Getting Started

•  The as-is proces, getting it described –  Different stakeholders - internal –  The flow –  The challenges –  Dreams and wishes –  Brownpaper

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Introducing Swimlanes – as is proces

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Ensuring Involvement and Ownership

•  Involve other stakeholders than test

•  Discus outcome of initial drawing

•  Amend with input •  Agree on current proces

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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

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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

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Process Cycle Test

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1-2-8 1-3-4-6-8 1-3-5-7-8-9

EP + BVA?

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Getting a Better Overview

•  From Excel to Testrail

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Tooling up

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Involving the Vendors

•  Joint workshop •  Identifying easy wins

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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

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Getting the Risk Focus

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Likelihood

Impact

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Product Risk Analysis – The Tmap Way

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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

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Test Planning – A Joint Venture

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Scope presentation

Risk assessment

Test plan draft

Test plan review

Testers Product owners Techical specialists

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Test Involved Earlier

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From here

To here

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Supporting Others

•  Other Projects –  Test managment –  Test design –  Test execution

•  System Integration Test –  Test tree –  Test design

•  Technical test –  Test tree –  Test design

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Status Today

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Thank You

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