The Golden Rules for Managing Large Testing Initiatives
- 1. W7 Test Management 5/7/2014 1:45:00 PM The Golden Rules for Managing Large Testing Initiatives Presented by: Krishna Murthy Tata Consultancy Services Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 ∙ 904-278-0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
- 2. Krishna Murthy Tata Consultancy Services Krishna Murthy has more than twenty-five years of experience in QA, quality control, and testing of large enterprise software applications, systems, and infrastructure. In his current role as program manager at TCS, Krishna is leading a large multimillion dollar program testing effort. He has managed and directed large programs for QA organizations for US-based Fortune 500 companies, primarily in the retail, finance, hospitality, and healthcare sectors. Krishna has implemented best practices, testing methodologies, and frameworks at several companies; authored, published, and presented several QA and testing-related papers at international conferences; and conducted a national webinar on test data management.
- 3. 4/26/2014 1 1 Copyright © 2014 Tata Consultancy Services Limited The Golden Rules for Managing Large Testing Initiatives April 26, 2014 Krishna Murthy Wednesday, May 7th 2014 W7 (1:45 PM to 2:45 PM) 2 Agenda Introduction The Testing Landscape Complexities of large multi-domain based Testing initiatives Challenges that exist in the large program testing initiatives Execution challenges Traditional vs. Agile Program Management artifacts Golden Rules of Managing Large Test Initiative
- 4. 4/26/2014 2 3 Large Retail Systems and Applications Testing Landscape Store POS and Hand Helds Mail/SMS Merchandizing Hand Helds E End to End S System F Functional LoadL New Change No Change FinanceEDB Settlements FIRM Data warehouse Inventory WMS Store MB Guest Order Management L E E L S E L F L E L S E S L Integration Layer E E E E E E E F S S 4 Complexities of large multi-domain based Testing initiatives Complexities Multiple methodologies (Synchronization) Multiple Domain solutions (Technology & Environments) Multiple Partners (Beyond Portfolio level) Multiple Vendors (Ownership) Multiple Testing Teams (Uniformity) Levers Hybrid PM Model Specialists and SMEs Communication & Collaboration Transparent Governance Risk Based Testing, Processes and Standards Take Away Adaptability Speed and Commitment Close Collaboration Continuous Tracking Continuous Improvement
- 5. 4/26/2014 3 5 Challenges that exist in the large program testing initiatives Methodologies Multiple Domains Multiple Partners Multiple Vendors Multiple Testing Teams Execution Traditional Program Management Agile Program Management Development Release management Business groups Domain based functional testing System Integration UAT End to End NFT testing teams Onshore Offshore Near shore Environments Release cycles Coordination Timelines DotCom Stores (Brick and Mortar) Supply Chain Finance and other corporate systems 6 Execution Challenges DotCom Sixweekcycle Sprint 1 Sprint 2 (FF) Sprint 3 Sprint 4 (FF) Sprint 5 (FF) Sprint 6 Sprint 7 (FF) Sprint 1 Sprint 2 Sprint 3 SupplyChain Adhocrelease cycles Rel 6 6.1 6.2 Rel 7 7.1 7.2 Rel 8 8.1 8.2 GuestServices Seasonal releasecycles Finance Quarterlycycles Winter Spring Summer Fall Quarter 1 Quarter 2 Quarter 3 Quarter 4
- 6. 4/26/2014 4 7 Execution Challenges (Contd..) DotCom Sixweekcycle Sprint 1 Sprint 2 (FF) Sprint 3 Sprint 4 (FF) Sprint 5 (FF) Sprint 6 Sprint 7 (FF) Sprint 1 Sprint 2 Sprint 3 SupplyChain Adhocrelease cycles Rel 6 6.1 6.2 Rel 7 7.1 7.2 Rel 8 8.1 8.2 GuestServices Seasonal releasecycles Finance Quarterlycycles Winter Spring Summer Fall Quarter 1 Quarter 2 Quarter 3 Quarter 4 8 Traditional Vs. Agile Test Program Management artifacts Success or failure of the Program rests on the shoulder of the PM Responsible for Scope Quality Personnel Cost Command and Control approach Direct Administer Supervise Facilitates meetings and discussions Tracks progress and issues Removes Impediments Reinforces project vision In this self organizing teams the PM Serves as coach Leads to achieve the vision
- 7. 4/26/2014 5 9 Golden Rules of Managing Large Test Initiative Issues arising due to missing or lack of right Program Management in testing Rules of Engagement for successful outcome The Golden rules lead to competence in planning, executing, monitoring and controlling a Program of any size and complexity in any environment The right test Program management must have the levers to eliminate all of the above issues and improve the overall performance of large test undertakings irrespective of complexities Efficient processing, end user satisfaction, speed and commitment, adaptability, return on test investments Continuous Monitoring Universal commitment Leverage standards, tools and processes Transparent Governance Integration Single Entity Experience Self Forming Dynamic Testing Teams Engagement of testing Specialists and SMEs Communication and Collaboration End user/Customer Responsive Test Teams End user/Customer Responsive Test Teams Business Owner Visibility and accessibility Business Owner Visibility and accessibility Architects/Developers Mechanism to address day to day defect triage and scrum calls Architects/Developers Mechanism to address day to day defect triage and scrum calls Testing Partners Better utilization of teams across programs and projects Testing Partners Better utilization of teams across programs and projects Pursuit of wrong goals Organizational Dysfunctionality Wrong mix of skills and personalities Cost over runs Customer dissatisfaction No shared vision Head on obstacles and collisions Productivity pitfalls No scope responsibility Unexpected and incomplete deliverables Q & A