Increasing Business Success with TPI

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Increasing Business Success with TPI

Stop wasting time and money, focus on quality & risk

Siemens Nürnberg, 13 March 2014 Rik Marselis

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History of Test Process Improvement

  1998 first TPI book; Martin Pol & Tim Koomen   1999TPI book in English   2002 TPI book in Japanese   2004 TPI Automotive   2009 TPI NEXT book, 6 authors   2010 ISTQB expert level:

improving the test process   2011 TPI NEXT auf Deutsch

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Improvement basically is:

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Measure Improve

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The TPI NEXT model

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Test maturity matrix

Improvement suggestions

Key areas

Maturity levels

Checkpoints

Enablers

Clusters

Increasing Business Success with TPI 13 March 2014

Measure Measure Measure

Improve Improve Improve

Measure

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Test maturity matrix

Elements of the TPI NEXT model for measuring

Key areas

Maturity levels

Checkpoints

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The TPI NEXT maturity levels

  Initial ad hoc / unstructured / unorganized testing complaint: quality of software not satisfactory

 Controlled structured & organized testing complaint: testing is too expensive

 Efficient: early testing complaint: inflexible

 Optimizing always adapting to current situation

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Why 4 maturity levels?

Other models have 5 levels, why only 4 in TPI NEXT?

Reason: No more levels are needed

Compare to sports:

Level 1: you are not in the game

Level 2: you are in the game

Level 3: you win a medal

Level 4: you win a gold medal

Nobody stives for winning a silver medal (do you?)

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TPI NEXT tool (www.tpinext.com)

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TPI NEXT tool (www.tpinext.com)

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Each checkpoint is a question Answer by filling in Yes / No / Not applicable

One sheet per key area

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TPI NEXT tool (www.tpinext.com)

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Answering all checkpoints results in a Test Maturity Matrix

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TPI NEXT tool (www.tpinext.com)

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Each answer is shown in the matrix

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TPI NEXT tool (www.tpinext.com)

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This organization is well on its way towards being “controlled”

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TPI NEXT tool in multiple languages

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Improve

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TPI follows the generic change process

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Evaluate and redirect

Implement actions

Make a plan of action

Define improvements

(generate) Awareness

Determine goal, scope and approach

Assess current situation

Increasing Business Success with TPI 13 March 2014

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Elements of the TPI NEXT model for improvements

Test maturity matrix

Clu

sters

Key areas

Maturity levels

Checkpoints

Improvement suggestions Enablers

Target situation

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Clusters

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A cluster is a group of checkpoints from multiple key areas that function as one improvement step. Each cluster is identified by a letter.

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Current situation and target situation improvement goal: up to cluster “D”

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Characteristics   Optional   Related to Key areas, not specifically to Checkpoints   Help to achieve a desired Maturity level   Based on best practices   Adaptable to specific circumstances   Various …..

Improvement Suggestions (1)

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Examples from Test strategy

from Initial to Controlled:   Convince project and line management to perform a product risk analysis   Involve various stakeholders in the product risk analysis and the test strategy   Discuss light and/or thorough testing depending on the perceived risks

from Controlled to Efficient:   Define and allocate the tasks of the coordination between test levels and

continuously monitor this process. This role must be documented in the master test plan. This person reports to the project manager and other stakeholders. To prevent a conflict of interests, this person should have an independent relationship to the various test levels.

  Perform an inspection on testware from previous test activities or reviews. The system test delivers a functionally-tested system, including test cases through to the acceptance test. The acceptance test evaluates these test cases (complete or spot-check) and, when in doubt, performs one or more test cases on the delivered software. Consequently its main effort can be directed towards testing the suitability and/or the usability of the system for the organization.

Improvement Suggestions (2)

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Enablers in the Business Driven TPI NEXT model connect Key areas of testing with other activities in the Application Lifecycle model in order to keep test process improvements aligned with other activities across the lifecycle.

3.4 Enablers (1)

example

Configuration management

Quote: “it is possible to implement a highly-efficient testware management process without proper configuration management for non-testing artifacts. But when an organization routinely enforces proper version control on development documentation, testware management becomes much easier.”

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Characteristics:   Reinforcement of other processes   Reinforcement of the test process   Optional   Prevent ‘sub-optimalisation’

Example from stakeholder commitment:   If a proper change management

process is implemented and followed it helps the stakeholders to also support the test process

3.4 Enablers (2)

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Practical tip for large organisations: Min/Max situation

Minimum: The checkpoints that ALL projects/groups comply with

Maximum: The checkpoints that at least one project/group complies with

Immature teams can

reuse good practices

from mature teams

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Integrate in Software Process Improvement: CMMI clusters

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http://www.tmap.net/sites/tmap.net/files/attachments/TPI___NEXT_clusters_for_CMMi_0.pdf

TPI NEXT Cluster A TPI NEXT Cluster B TPI NEXT Cluster C TPI NEXT Cluster D

If you fulfil all checkpoints of a specific cluster then the test process has reached that CMMI level

Benchmark for reference groups

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Benchmark example

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Benchmark example from industry

“Your” score

Average scores in peer-group

(industry-example)

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Improving Business Driven

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1.  Identify the business driver 2.  Translate business goals into IT goals 3.  Identify the more and less important Key areas

for the IT goals 4.  Rearrange the Checkpoints in the Clusters

Business driven in 4 steps

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TPI NEXT Clusters and prioritites

Key areas prioritized

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Business driven: Adapting the model

Rearrange the Checkpoints in the Clusters

Business  driven  Base  

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Reporting: first measurement

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Reporting: second measurement (after improvement)

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TPI NEXT can be used in any situation

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  Use the “business driven clustering” approach

  High priority clusters for Agile:   Stakeholder commitment   Degree of involvement   Test strategy   Testware management   Tester professionalism   Test environment

TPI NEXT and Agile Chapter 7.2

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Effective testing in Agile projects 2012

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Using the Model for outsourcing chapter 7.7

►  Special focus on: ►  Product risks ●  Joint PRA ●  Manage

●  Reporting (to client)

►  Strategy ●  Prevent overlap/gaps

●  End-to-end testing ►  Metrics ●  Show/demonstrate quality (process

and product)

►  Craftmanship ●  Test ànd business knowledge ●  Techniques, methodical

►  Testenvironments ●  As much as possible ‘Production Like’

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TPI NEXT and End-to-End testing

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Stakeholder commitment Degree of involvement

Test organization

Test environment Test process management

Test strategy Estimating & planning

Organization

Control

Infrastructure

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End-to-end testing real-life example

TPI NEXT contributes to increasing business success

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A mountain can’t be moved in one day

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Parallel & step-by-step improvement continuous model

Start improving at the “weak spots” don’t elevate the peaks but fill up the valleys use the clusters

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Test process improvement can’t be on its own

Frontload the application lifecycle with quality measures “Shift left” “Early reviews” “Integrate testing activities with other lifecycle activities”

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Shift focus to Quality & Risk

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Certification of test-organizations

Official certificate of the maturity of the test process.

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Bronze = 50% controlled Silver = 75% controlled Gold = 100% controlled Platinum = 100% efficient Diamond = 100% optimizing

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Result: increasing business success

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The books

English Deutsch

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Both are available on paper and as

an e-book

Contact? Rik.Marselis@sogeti.nl