'Growing to a Next Level Test Organisation' by Tim Koomen
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The document discusses the establishment of a test factory as a structured approach to improve testing processes and resource management. Key findings include the necessity for a risk-based test strategy, a clear structured process, and permanent test organization to enhance efficiency and quality. It also emphasizes the importance of management commitment and communication in implementing change and successfully adopting new testing methodologies.
'Growing to a Next Level Test Organisation' by Tim Koomen
- 1. 1 Growing to a Next Level Test Organisation Tim Koomen EuroSTAR 2011
- 2. Seite 2 Test resource pool Test factory Basic Change Method End Start
- 3. Average TPI score ... 3 Client
- 4. Common findings Insufficient risk based test strategy Unclear use of test design techniques Lack of a structured test process Some kind of test organisation … 4
- 5. Typical improvement horizon No surprise ... Risk based test strategy and use of techniques Structured and transparant test process Permanent test organisation, “test factory”, with clearly defined services (+ some 1-3 other points) 5
- 6. Different types of organisation 6 Result Project agreement Outsourcing Resource Ad-hoc contracting Resource commitment Incidental Structural Test Factory Test Expertise Center
- 7. Services existing TEC “Resource pool” Supplying (internal or external) testers, test managers and test automation specialists And sometimes: “Guardian” of test method Test consultancy Coaching users in an acceptance test Training. 7
- 8. Seite 8 Test resource pool Test factory Basic Change Method End Start
- 9. Level of ambition: Test Factory Test Factory as lever for improvement: Permanent (More) delivery commitment Motivator More power in organisation 9
- 10. Test Factory? What does it look like? Processes People Services Infrastructure Advantages 10
- 11. Process model Organisation / process model set-up General management (financial and operational) Human resource management Services management Planning Delivery management Support and monitoring Initiation Execution Completion Permanenttest organisation Services 11
- 12. People Function descriptions, career path and training for testers 12
- 13. Services Examples: System and acceptance testing Agile testing Management of test processes Test consultancy Test automation Auditing test processes Test environment management Training ... 13
- 14. Services in detail 14 Aspect Short description Input Required input from customer Entry-criteria What requirements must the customer meet for the service to be successful? Approach Required processes, standards and techniques (norm) Required functions Test manager, tester, test automation engineer Output Expected output of the service: products, reports Type of assignment delivery commitment / resource commitment / no commitment Service level The service level of the service: measured in time, money and/or quality, also: knowledge conservation, reliability Costs Costs of the service in money or hours. Costs for cancellation or delay, ... Added value What is the advantage for the customer and the organisation to use this service
- 15. Infrastructure Often owner of test infrastructure Optionally managed by another department Under control of Test Factory Tooling: projects x line (system management, licences), integration with development 15
- 16. Advantages Test organisation in general: Better use of (scarce) expertise Potentially lower costs through centralisation and scaling Shorter start-up time Test Factory versus TEC: More predictable quality of testing Continuous improvement Knowledge preservation and development Costs and lead time are better manageable 16
- 17. Seite 17 Test resource pool Test factory Basic Change Method End Start
- 18. Change process steps (after assessment) Communicate findings/recommendations (Management) commitment Organise (coordination of) improvement activities Implementation plan Supporting test and TPI-expertise Brainstorm over future test organisation Implement and pilot improvements Going x growing concern 18
- 19. situation Basic Change Method Combination of most effective notions from cognitive and social behaviour psychology Basis: Change = adopting new habitual behavior This requires management of behaviour intentions and change situations Change goes through phases and has costs (time, money, …) Ben Tiggelaar, “Do!” 19 intentions behaviour
- 20. Phases BCM Get Real Goal oriented behaviour intentions (required results and other habitual behaviour) Make Plans Prepare most difficult change situations (with triggers and counter behaviour, action plan) Take Action First measure behaviour, only later measure results of behaviour Reward 20
- 21. Implementation ... Work groups create all kinds of deliverables. And now ...? For each deliverable several activities: Communication (how and to whom) Set-up Training Coaching/support Monitoring Feedback Plan these activities - “Service group plan 2011” 21
- 22. Example: KPI’s 22 Goal Managed test processes Communication TF-meetings, email, newsletter Set-up SAP, extranet, part of standard progress reporting Training Instruction meeting for test managers Coaching/ support 1 x for each test project Monitoring Test manager meetings, TF-manager Feedback Quarterly evaluation whether KPI's give right info + trends
- 23. Resistance? Yes! “Not in my (running) project” “Not in my starting project” “My project is just a bit different …” “No time” “This is just maintenance” Be patient Management commitment required Don’t walk too far ahead ... Counter “Not Invented Here”: people create and implement solutions themselves Reward (by giving attention) 23
- 24. Finally: Agile and Test Factory? Can this be combined? Not in it’s pure form ... But sourcing testers as a service, where the testers use a transparant process and generate predictable results, comes close 24
- 25. Seite 25 Test organisation is often just a resource pool Test Factory as a lever for change Basic Change Method helps … but leaves enough of a challenge … Conclusion
- 27. E. info@timkoomen.nl M. +31 (0)6 34139260 I. www.timkoomen.nl Copyright Tim Koomen Testmanagement en -advies