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Private & Confidential Experimentus Ltd 85 Tottenham Court Road London W1T 4TQ T: +44 (0)870 770 6099 www.experimentus.com
Assess | Visualise | Transform | Manage | Train
Test Process Improvement
How hard can it be?
17th May 2017
Geoff Thompson
Copyright © 2016 Experimentus Ltd
Agenda
 How did we get here?
 Defining a test process
 Why does Process change fail?
 Challenges
– People/Culture
– Communications
– Other SDLC processes
 We have come a long way…
Copyright © 2016 Experimentus Ltd
How did we get here?
 IT is a relatively new industry – but growing very fast
 Testing is perhaps the least mature part of the lifecycle?
 A lot of testers ‘fell’ into the role
 It’s still a craft – not a profession!
Copyright © 2016 Experimentus Ltd
Defining a Process…
Level 0 – process-to-process high-level
integration diagram
Level 1 – sub-process definition diagram
Level 2 – high level activity diagram with
integration and primary roles
Level 3 – detailed activity and steps
diagram with integration
“Snake”
“Swim lanes”
Copyright © 2016 Experimentus Ltd
Level 0 process area
Validation and
Testing
Defect
Management
Test
Environment
Management
Business
Analysts
Configuration
Management
Development
System Design
Design
Authority
Copyright © 2016 Experimentus Ltd
Level 2 Process area
Copyright © 2016 Experimentus Ltd
Level 3 process area
Copyright © 2016 Experimentus Ltd
Why does process change fail?
1. No sense of urgency
2. No guiding team
3. No change vision and strategy
4. No communication for Understanding and Buy In
5. No one is empowered to act
6. No Short term wins
7. No pressure to deliver
8. No one understood the need to change culture
Copyright © 2016 Experimentus Ltd
8 Step Process to Successful Change
 Set the stage
1. Create a sense of urgency
2. Pull together the guiding team
 Decide what to do
3. Develop the change vision and strategy
 Make it happen
4. Communicate for Understanding and Buy In
5. Empower others to act
6. Produce Short term wins
7. Don’t let up
 Make it stick
8. Create a new culture
Copyright © 2016 Experimentus Ltd
The change plan (Vision and Strategy)
Copyright © 2016 Experimentus Ltd
Lets talk about People and Culture
Copyright © 2016 Experimentus Ltd
Gartner Hype Cycle
Change
Trigger
Peak of Inflated Expectations
Trough of Disillusionment
Slope of Enlightenment
Plateau of Productivity
Old Status Quo
Copyright © 2016 Experimentus Ltd
CHAOS
Copyright © 2016 Experimentus Ltd
Find your way or RIP
Copyright © 2016 Experimentus Ltd
Dunning Kruger effect
 The unskilled suffer from illusory superiority, rating their own ability
as above average, much higher than it actually is
 While the highly skilled underrate their abilities, suffering from
illusory inferiority
Copyright © 2016 Experimentus Ltd
How is this reflected?
 Tendency to overestimate ones own level of skill
 Failure to recognise genuine skill in others
 Fail to recognise the extremity of their inadequacy
 Only recognize and acknowledge their own previous lack of skill, if they can be
trained to substantially improve
 The utter confidence of those who, with no expertise, remain stubborn in their
views regardless of overwhelming evidence
 Those with the least knowledge and the lowest level of skill tend to be the
loudest and most confident
Copyright © 2016 Experimentus Ltd
Copyright © 2016 Experimentus Ltd
Organised/Dis-organised teams
Which one is better at accepting change?
Copyright © 2016 Experimentus Ltd
The one dissenter
Copyright © 2016 Experimentus Ltd
Not everyone will make the journey
Copyright © 2016 Experimentus Ltd
Develop a Communications plan
Copyright © 2016 Experimentus Ltd
Develop a Process Interaction diagram
Copyright © 2016 Experimentus Ltd
We have come a long way
 We have over 450,000 testers certified by ISTQB
 3500 test resources see Process Improvement as the major way forward in
2016 (ISTQB)
 29 TMMi certified organisations, 9 at level 5
 EuroSTAR has been going for 23 years (nearly 24)!
2012 2013 2014 2015
TMMI Certification Trends
Level 2 Level 3 Level 4 Level 5
Copyright © 2016 Experimentus Ltd
Experimentus Software Testing Maturity Survey
24
• Yearly online survey undertaken
by Experimentus
• 250 respondents from across the
globe
• Most IT Sectors represented
Copyright © 2016 Experimentus Ltd
Where are we?
25
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2.1 Test Policy and
Strategy
2.2 Test Planning
2.3 Test Monitoring and
Control
2.4 Test Design and
Specification
2.5 Test Environments
3.1 Test Organisation
3.2 Test Training program
3.3 Test Lifecyle and
Integration
3.4 Non Functional Testing
3.5 Peer Reviews
2015
2014
Copyright © 2016 Experimentus Ltd
Where are we?
26
0%
20%
40%
60%
80%
100%
2.1 Test Policy and Strategy
2.2 Test Planning
2.3 Test Monitoring and Control
2.4 Test Design and Specification
2.5 Test Environments
3.1 Test Organisation
3.2 Test Training program
3.3 Test Lifecyle and Integration
3.4 Non Functional Testing
3.5 Peer Reviews
Telecommunications Sector Results
2015 2014
Copyright © 2016 Experimentus Ltd
Where are we?
27
0%
20%
40%
60%
80%
100%
2.1 Test Policy and Strategy
2.2 Test Planning
2.3 Test Monitoring and Control
2.4 Test Design and Specification
2.5 Test Environments
3.1 Test Organisation
3.2 Test Training program
3.3 Test Lifecyle and Integration
3.4 Non Functional Testing
3.5 Peer Reviews
IT Service Provider Sector Results
2015 2014
Copyright © 2016 Experimentus Ltd
Closer look
28
58%
48%
42%
48%
46%
49%
62%
30%
37%
45%
42%
36%
37%
31%
12%
15%
14%
10%
18%
13%
7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Test Policy and Strategy
Test Organisation
Test Process
Test Monitoring & Control
Test Planning
Test Specification
Test Execution
Last Year
Fully Achieved Partially Achieved Not Achieved
Copyright © 2016 Experimentus Ltd
Closer look
29
53%
59%
50%
48%
45%
52%
66%
34%
28%
39%
41%
42%
38%
29%
13%
14%
11%
10%
13%
10%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Test Policy and Strategy
Test Organisation
Test Process
Test Monitoring & Control
Test Planning
Test Specification
Test Execution
This Year
Fully Achieved Partially Achieved Not Achieved
Copyright © 2016 Experimentus Ltd
30
How do you
compare against
the industry?
Your results
Sector benchmark
Take our survey
and benchmark
your company.
www.experimentus.com
Copyright © 2016 Experimentus Ltd
Summary
 Process change is 20% of the change
 People and culture are everything
 Remember the eight step change process
 Key success factors can be found in:
– People
– Communication
– Understanding how you integrate with other SDLC processes
Copyright © 2016 Experimentus Ltd
Thank you
www.experimentus.com
+44 (0)207 871 2300
geoff.thompson@experimentus.com

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Test process improvement – how hard can it be?

  • 1. Private & Confidential Experimentus Ltd 85 Tottenham Court Road London W1T 4TQ T: +44 (0)870 770 6099 www.experimentus.com Assess | Visualise | Transform | Manage | Train Test Process Improvement How hard can it be? 17th May 2017 Geoff Thompson
  • 2. Copyright © 2016 Experimentus Ltd Agenda  How did we get here?  Defining a test process  Why does Process change fail?  Challenges – People/Culture – Communications – Other SDLC processes  We have come a long way…
  • 3. Copyright © 2016 Experimentus Ltd How did we get here?  IT is a relatively new industry – but growing very fast  Testing is perhaps the least mature part of the lifecycle?  A lot of testers ‘fell’ into the role  It’s still a craft – not a profession!
  • 4. Copyright © 2016 Experimentus Ltd Defining a Process… Level 0 – process-to-process high-level integration diagram Level 1 – sub-process definition diagram Level 2 – high level activity diagram with integration and primary roles Level 3 – detailed activity and steps diagram with integration “Snake” “Swim lanes”
  • 5. Copyright © 2016 Experimentus Ltd Level 0 process area Validation and Testing Defect Management Test Environment Management Business Analysts Configuration Management Development System Design Design Authority
  • 6. Copyright © 2016 Experimentus Ltd Level 2 Process area
  • 7. Copyright © 2016 Experimentus Ltd Level 3 process area
  • 8. Copyright © 2016 Experimentus Ltd Why does process change fail? 1. No sense of urgency 2. No guiding team 3. No change vision and strategy 4. No communication for Understanding and Buy In 5. No one is empowered to act 6. No Short term wins 7. No pressure to deliver 8. No one understood the need to change culture
  • 9. Copyright © 2016 Experimentus Ltd 8 Step Process to Successful Change  Set the stage 1. Create a sense of urgency 2. Pull together the guiding team  Decide what to do 3. Develop the change vision and strategy  Make it happen 4. Communicate for Understanding and Buy In 5. Empower others to act 6. Produce Short term wins 7. Don’t let up  Make it stick 8. Create a new culture
  • 10. Copyright © 2016 Experimentus Ltd The change plan (Vision and Strategy)
  • 11. Copyright © 2016 Experimentus Ltd Lets talk about People and Culture
  • 12. Copyright © 2016 Experimentus Ltd Gartner Hype Cycle Change Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Old Status Quo
  • 13. Copyright © 2016 Experimentus Ltd CHAOS
  • 14. Copyright © 2016 Experimentus Ltd Find your way or RIP
  • 15. Copyright © 2016 Experimentus Ltd Dunning Kruger effect  The unskilled suffer from illusory superiority, rating their own ability as above average, much higher than it actually is  While the highly skilled underrate their abilities, suffering from illusory inferiority
  • 16. Copyright © 2016 Experimentus Ltd How is this reflected?  Tendency to overestimate ones own level of skill  Failure to recognise genuine skill in others  Fail to recognise the extremity of their inadequacy  Only recognize and acknowledge their own previous lack of skill, if they can be trained to substantially improve  The utter confidence of those who, with no expertise, remain stubborn in their views regardless of overwhelming evidence  Those with the least knowledge and the lowest level of skill tend to be the loudest and most confident
  • 17. Copyright © 2016 Experimentus Ltd
  • 18. Copyright © 2016 Experimentus Ltd Organised/Dis-organised teams Which one is better at accepting change?
  • 19. Copyright © 2016 Experimentus Ltd The one dissenter
  • 20. Copyright © 2016 Experimentus Ltd Not everyone will make the journey
  • 21. Copyright © 2016 Experimentus Ltd Develop a Communications plan
  • 22. Copyright © 2016 Experimentus Ltd Develop a Process Interaction diagram
  • 23. Copyright © 2016 Experimentus Ltd We have come a long way  We have over 450,000 testers certified by ISTQB  3500 test resources see Process Improvement as the major way forward in 2016 (ISTQB)  29 TMMi certified organisations, 9 at level 5  EuroSTAR has been going for 23 years (nearly 24)! 2012 2013 2014 2015 TMMI Certification Trends Level 2 Level 3 Level 4 Level 5
  • 24. Copyright © 2016 Experimentus Ltd Experimentus Software Testing Maturity Survey 24 • Yearly online survey undertaken by Experimentus • 250 respondents from across the globe • Most IT Sectors represented
  • 25. Copyright © 2016 Experimentus Ltd Where are we? 25 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2.1 Test Policy and Strategy 2.2 Test Planning 2.3 Test Monitoring and Control 2.4 Test Design and Specification 2.5 Test Environments 3.1 Test Organisation 3.2 Test Training program 3.3 Test Lifecyle and Integration 3.4 Non Functional Testing 3.5 Peer Reviews 2015 2014
  • 26. Copyright © 2016 Experimentus Ltd Where are we? 26 0% 20% 40% 60% 80% 100% 2.1 Test Policy and Strategy 2.2 Test Planning 2.3 Test Monitoring and Control 2.4 Test Design and Specification 2.5 Test Environments 3.1 Test Organisation 3.2 Test Training program 3.3 Test Lifecyle and Integration 3.4 Non Functional Testing 3.5 Peer Reviews Telecommunications Sector Results 2015 2014
  • 27. Copyright © 2016 Experimentus Ltd Where are we? 27 0% 20% 40% 60% 80% 100% 2.1 Test Policy and Strategy 2.2 Test Planning 2.3 Test Monitoring and Control 2.4 Test Design and Specification 2.5 Test Environments 3.1 Test Organisation 3.2 Test Training program 3.3 Test Lifecyle and Integration 3.4 Non Functional Testing 3.5 Peer Reviews IT Service Provider Sector Results 2015 2014
  • 28. Copyright © 2016 Experimentus Ltd Closer look 28 58% 48% 42% 48% 46% 49% 62% 30% 37% 45% 42% 36% 37% 31% 12% 15% 14% 10% 18% 13% 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Test Policy and Strategy Test Organisation Test Process Test Monitoring & Control Test Planning Test Specification Test Execution Last Year Fully Achieved Partially Achieved Not Achieved
  • 29. Copyright © 2016 Experimentus Ltd Closer look 29 53% 59% 50% 48% 45% 52% 66% 34% 28% 39% 41% 42% 38% 29% 13% 14% 11% 10% 13% 10% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Test Policy and Strategy Test Organisation Test Process Test Monitoring & Control Test Planning Test Specification Test Execution This Year Fully Achieved Partially Achieved Not Achieved
  • 30. Copyright © 2016 Experimentus Ltd 30 How do you compare against the industry? Your results Sector benchmark Take our survey and benchmark your company. www.experimentus.com
  • 31. Copyright © 2016 Experimentus Ltd Summary  Process change is 20% of the change  People and culture are everything  Remember the eight step change process  Key success factors can be found in: – People – Communication – Understanding how you integrate with other SDLC processes
  • 32. Copyright © 2016 Experimentus Ltd Thank you www.experimentus.com +44 (0)207 871 2300 geoff.thompson@experimentus.com

Hinweis der Redaktion

  1. 1999 – Justin Kruger and David Dunning, then both of Cornell University Donald Rumsfeld Unknown unknowns
  2. Mention Tom Gilb suddenly saying Inspections are wrong! Mention James Bach suddenly saying Exploratory testing is not the all encompassing technique
  3. Wheeler had walked into two Pittsburgh banks and attempted to rob them in broad daylight.  What made the case peculiar is that he made no visible attempt at disguise.  The surveillance tapes were key to his arrest.  There he is with a gun, standing in front of a teller demanding money.  Yet, when arrested, Wheeler was completely disbelieving.  “But I wore the juice,” he said.  Apparently, he was under the deeply misguided impression that rubbing one’s face with lemon juice rendered it invisible to video cameras. In a follow-up article, Fuoco spoke to several Pittsburgh police detectives who had been involved in Wheeler’s arrest.  Commander Ronald Freeman assured Fuoco that Wheeler had not gone into “this thing” blindly but had performed a variety of tests prior to the robbery.  Sergeant Wally Long provided additional details — “although Wheeler reported the lemon juice was burning his face and his eyes, and he was having trouble (seeing) and had to squint, he had tested the theory, and it seemed to work.”   He had snapped a Polaroid picture of himself and wasn’t anywhere to be found in the image.  It was like a version of Where’s Waldo with no Waldo.  Long tried to come up with an explanation of why there was no image on the Polaroid.  He came up with three possibilities: (a) the film was bad; (b) Wheeler hadn’t adjusted the camera correctly; or (c) Wheeler had pointed the camera away from his face at the critical moment when he snapped the photo.[2]