Continuous Cycles in Test Automation
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This document summarizes the lessons learned over multiple years from implementing test automation at an organization. It discusses moving from a decentralized to centralized approach for test automation and the importance of both technical and organizational maturity. Key lessons include balancing central and decentralized support, using new techniques to drive organizational change, and the need for ongoing collaboration to address changing contexts. The full circle of lessons learned shows test automation success relies on both technical approach and people factors.
Continuous Cycles in Test Automation
- 1. June 2015 Continuous Cycles in Test Automation Ard Kramer (Delta Lloyd) Derk-Jan de Grood (Valori)
- 2. 2 A shared experience Ard Kramer •Testmanager Delta Lloyd Leven •Test Consultant EclipseIT •@Ard_Kramer Derk-Jan de Grood •Principal consultant Valori •@DerkJandeGrood •http://djdegrood.wordpress.com/
- 3. The Test Automation day – A continuing story 3 The Test Automation day – A continuing story
- 5. TAD 2014 1. TA only works when mature 2. We need to start with TA to gain experience (esp in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8.Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined? TAD 2012 TAD 2015
- 6. Where we ended last year… Steps 1-7: Early insights 6
- 7. Initial starting point We want effective usage of Test Automation throughout the organization 7
- 8. 1. Which application will fit 2. Which Divisions wants to start with test automation 3. Prioritize (roadmap with TI, PoC en Operational phase per division 4. Management decision to consolidate 5. Plan TI sessions Test AnalystTest Navigator ART team Test Navigator ART team Support Operational phase Test Analyst Business case Managerial steering First estimation by IT/Test manager Commitment on priorities and roadmap Turining BC bases upon PoC findings Decision operational launch Support by ART team PoC (pilot) faseexploration phase PoC report Test Navigator Per division Test Navigator ART team Economic feasibility Technical feasibility Organizational feasibility
- 9. Apply individual results to other teams 9
- 11. v 11 Making a mind map with things that need to be organized for proper support learned that this was a lot!
- 12. Roles and competences 12 Helpdesk ….CoachLicence manager
- 13. Conclusion of last year’s presentation: 13 People Determine Success Change needs speed, limited scope and visibility Chose an adaptive Approach
- 14. NEW LESSONS LEARNED WHILE IMPLEMENTING Step 8-10 14
- 15. DECENTRAL: SUPPORT SA’S WITH EACH OF THE DEPT. Helpdesk ….CoachLicence manager
- 16. Transition TA in scrum
- 17. Give me the 10% most critical tests in your testset NOW
- 18. The Full Circle 18 1. TA only works when mature 2. We need to start with TA to gain experrience (esp in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined?
- 19. So it’s about maturity after all 19
- 20. Testflight: When tests are available …
- 21. What do we have, what can we do?
- 22. Benchmark facts • 40-60% of the required tests is already automated • 25-40% of these tests actually run • Failed tests need to be repaired. • Missing tests need to be designed and automated. Automated and OK Automated but failing Not Automated
- 23. When in a greenfield situation
- 25. 25 1. TA only works when mature 2. We need to start with TA to gain experience (esp. in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined?
- 26. Key process, new challenge 26 TI PoC Ops
- 27. ORGANISATIONAL CHANGE FROM DECENTRAL TO CENTRAL 27
- 28. New leadership: centralisation competences Test Business lines Competencelines Support TA
- 29. 29 1. TA only works when mature 2. We need to start with TA to gain experience (esp. in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined?
- 31. New leadership: centralisation competences: Possibilities per business line? Business lines Competencelines TestSupport TA
- 32. 32 1. TA only works when mature 2. We need to start with TA to gain experience (esp. in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined?
- 33. Scrum Teams • Are test automation driven • Improve their way of working • Think of new solutions • That benefit their business case. 33
- 34. Reaching a tipping point
- 35. 35 What tool to put in the spotlight ?
- 36. 36 1. TA only works when mature 2. We need to start with TA to gain experience (esp. in Agile) 3. Start with pilot, don't let the organization get in the way 4. We need a business case in order to convince managers 5. BC is influenced by maturity6. get started and let each team find its own solution 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organization is crucial 10. What test do you automate? Are there any tests defined? The new solutions that pop up can have value for other scrum teams as well.
- 43. Collaborate 43
- 44. WRAP-UP 44
- 45. Highlights - People determine the success - Continue balance between central and decentral - Technique can be driver for change - But maturity can slow it down - Be aware the context is changing – Collaboration needed 45 Technique People 26 1. TA only works when mature 2. We need to start with TA to gain experrience (esp in Agile) 3. Start with pilot, don't let the organiza on get in the way 4. We need a business case in order to convince managers 5. BC is influ e nced by maturity 6. get started and let each team find its own solu on 7. TA as driver for Change 8. Growing need for central approach 9. Embedding in the organiza on is crucial 10. What test do you automate? Are there any tests defin e d?
- 46. The earlier presentations 2014 • http://www.slideshare.net/DerkJandeGrood/experience-story- implementing-test-automation-in-your-organization • http://www.slideshare.net/DerkJandeGrood/implementing-test- automation 2013 • http://www.slideshare.net/DerkJandeGrood/im-looking-at-you-to-tell- me-should-i-automate-v10 2012 • http://www.slideshare.net/DerkJandeGrood/ta-day-door-to-open-or-to- lock-in-template-taday-v11 46
- 47. 47 Questions? Ard Kramer: Ard_kramer@deltalloyd.nl Derk-jande Grood Derkjandegrood@valori.nl
Editor's Notes
- #9: Implemting in the organisation was more to do than just the tool. E.g. Organisatorische haalbaarheid Business case Mangement involvement Include management…who makes the decisions to do TA
- #18: Link with earlier remark: Organisation might be less mature than you think…
- #21: Add 10 kies voor een evolutionary aanpak moet eigenlijk poolse landdag organiseren, risco sessie met stakehiolders, ect. Maar hiervoor geen handjes op elkaar. Alle oude testgevallen (automtisch) aangeboden aan de scrum teams, draai ze en kijk of ze werken .
- #36: Rememer we wanted to lowr trashhold…. We believe this can be done by reusing knowledge and processes…therefor there is need voor repeativeness…preferred set of tools.