Test Management in a changing world · • Increasing public awareness of risks • Power of social...
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Test Management in a changing world
Iris PinksterBob van de Burgt
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Agenda
• Introduction
• Agile & Scrum
• Lean & Six Sigma
• Focus on non-functionals
• Virtualisation
• Continuous….& DevOps
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Something weird is happening …
• This year, there will be more than 10 times as many photos taken than in 1993, and yet Kodak is bankrupt
• More news is being generated on a daily basis than ever, and yet…– The Los Angeles Times is bankrupt
– The New York Times’ debt has junk status
– The New Orleans Times Picayune publishes just three days a week
• People are watching more movies at home than ever, yet Blockbuster is bankrupt
• Book sales increased 27% in 2011, and yet Borders collapsed
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Widget winners Digit winners
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A long time ago….
…there were only cowboys.
They were developing and testing.
Everything went well, until…
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…systems got more complex,
and more structure was needed.
Methods were developed, training was given and development and test became two separate professions.
And that came with all possible problems.
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In other words….
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And then we got Agile…
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Agility & Scrum
Agility*:1. The ability to rapidly and deliberately respond to changing demand, while
controlling risk.
2. Flexibility, the capacity and capability of rapidly and efficiently adapting.
Scrum*:A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.
Scrum is a tool used to become Agile.* © 1993 – 2012 Scrum.org
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Characteristics of an Agile method
• Increments/iterations
• ‘Reduce the waste’
• Continuous feedback
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Content in Scrum
Roles
• Product Owner
• Development Team
• Scrum Master
Artefacts
• Increment
• Product Backlog
• Sprint Backlog
Events
• Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Retrospective
© 1993 – 2012 Scrum.org
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Roles
• Optimizes value of the Product
• Manages the Product BacklogProduct Owner
• Manages itself
• Delivers Done Increments
Development Team
• Manages the Scrum Process
• Removes ImpedimentsScrum Master
© 1993 – 2012 Scrum.org
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In which roles is test embedded?
• Group discussion – 10 minutes
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Artefacts - Increment
Each increment must be:
• Done, with no work remaining
• Potentially usable by a customer
• Transparent – all viewers of the increment have the same understanding of it
© 1993 – 2012 Scrum.org
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How is test part of an increment?
• Group discussion – 10 minutes
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Product Backlog
• Product backlog holds the requirements for Scrum
• Transparent
• Inventory of “desirements”
• Ordered based on value, dependencies & risk
• Work “to do” is estimated
• A vehicle for starting conversations
© 1993 – 2012 Scrum.org
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What test items are part of Product Backlog?
• Group discussion – 10 minutes
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Agile is not easy to implement
• Multidisciplinary team
• Delivered products must have added value to the customer
• Continuous integration
• Team is working in one location
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Case 1Building an aircraft
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Wrap - up: Agile
Prepare: 10 minutes
What are the consequences of Agile:
• For a Tester
• For a Test Manager
• For a (Test) Organization
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Agenda
• Introduction
• Agile & Scrum
• Lean & Six Sigma
• Focus on non-functionals
• Virtualisation
• Continuous….& DevOps
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• Increments/iterations
• ‘Reduce the waste’
• Continuous feedback
Characteristics of an Agile method
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Lean & Six Sigma
• Six Sigma – Higher quality and smarter
• 4 key elements *) :
– Delight the customer
– Improve processes
– Teamwork
– Data and facts
• Toyota Production System –Quicker and more efficient (Lean)
• 7 wastes:
– Overproduction
– Waiting
– Transporting
– Inappropriate processing
– Unnecessary inventory
– Unnecessary / excess motion
– Defects
*) George, Mike, Rowlands, Dave, and Kastle, Bill. What is Lean Six Sigma? New York. 2004.
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Lean versus Agile
Lean• Complete operation /
management
• Interaction between people
• Operation – stability
• Top-down implementation
Agile• Software development
• Interaction between people
• Innovation – flexibility
• Bottom-up implementation
• Has Lean principles
Maybe a combination works best !
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Case 2
How can we make testing more Agile and more Lean?
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Roadmap to Lean Test Management
DMAIC:• Define• Measure• Analyse• Improve• Control
Between every step is a tollgate
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Tools for Lean Test Management
Define
• SIPOC
• Value Stream Map
Measure• Pareto chart
Analyse
• 5 Why’s
• Ishikawa diagram
Improve• Pick chart
Control• Control chart
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Wrap - up: Lean Test Management
Prepare: 10 minutes
What is the added value of Lean Test Management:
• For Testers
• For Test Managers
• For (Test) Organization
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Agenda
• Introduction
• Agile & Scrum
• Lean & Six Sigma
• Focus on non-functionals
• Virtualisation
• Continuous….& DevOps
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Shift in focus
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Reasons for shift in focus
• More external presence of company systems (web sites & Apps)
• Increasing interactivity in web applications
• Higher change of attacks (external & internal)
• Protection of personal information
• Protection against espionage
• Increasing public awareness of risks
• Power of social media
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Definitions
• A non-functional requirement is a requirement that specifies criteria that can be used to judge the operation of a system, rather than specific behaviours. The plan for implementing non-functional requirements is detailed in the system architecture.
• A functional requirement defines specific behaviour or functions. The plan for implementing functional requirements is detailed in the system design.
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Case 3
• How can we organize testing of non-functionals in an Agile environment?
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Wrap - up: non-functionals
• Out-of-the-box thinking
• Create awareness to get sponsorship
• Select the proper tools & environments
• Hire experts
• Change of mind-set
• Don’t just focus on requirements, but also on risks
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Agenda
• Introduction
• Agile & Scrum
• Lean & Six Sigma
• Focus on non-functionals
• Virtualisation
• Continuous….& DevOps
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Different levels of virtualisation
• Server
• Desktop
• Application
• Service
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Server Virtualisation
Hardware (CPU, Memory, Disk, etc)
Hypervisor (Hyper-V, Xen, ESX Server)
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual Hardware
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Desktop Virtualisation
Hardware (CPU, Memory, Disk, etc)Hypervisor (Hyper-V, Xen, ESX Server)
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual Hardware
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Application Virtualisation
Hardware (CPU, Memory, Disk, etc)Hypervisor (Hyper-V, Xen, ESX Server)
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual Hardware
Application
Guest OS
Virtual HardwareApplication Server
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Experiences with SCRUM & Application virtualisation
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The Environment
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The Users
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The approach of the project
• General (conform Prince2)– Project manager
– Technical coordinator
– Test manager
• Applications (SCRUM)– SCRUM Master
– Product Owner (architect PZH)
– Developers (testers & sequencers)
CO
MB
I
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The approach for applications
3 weeks
24
hours
Daily
SCRUM
meeting
Application
Backlog
Sprint
Application
Backlog
Applications
to be tested
in Acceptance
environment
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Rules of the game
• Daily SCRUM (pick a time)
• Presence
• Team responsible for result
• Use the walls! (transparency)
• …..
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Product Backlog
• 357 applications in scope (initially)
• Where to start?– First applications from the Office2010 project image
– Usage last three months
• Dependencies?– Middleware
– Cooperation with other front-end
applications
– Etc…
Naam Aantal
Intranet 6332
Idms 4480
Microsoft Outlook 2412
Microsoft Word 1954
Microsoft Internet Explorer 1874
Adobe Reader X 1676
Windows Verkenner 928
[unknown] 480
Sagitta Tijdregistratie 409
Beeldschermtachograaf 3 391
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Sprint planning
• Product Owner explains PBI’s
• Development team decides what can be delivered
• Development team decides on the approach
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The Scrum Board
• To do, script, test, done
• App-v, XenApp, Silo server, XenDesktop
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The Scrum BoardTODO SCRIPT/
sequenceTEST DONE
APP-V
XenApp(local)
Silo Server
XenDesktop
= Application
= Task
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Points of attention virtualisation (from POC)
• Hardware drivers
• 16-bits applications
• Hard-coded paths
• License security (MAC, server names, dongles)
• …etc.
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Approach per application
• Look for pre-requisites in installation manuals
• Check which pre-requisites already in golden image– Adjust golden image when necessary
• Sequence
• Test in DEV
• Deploy in TEST
• Test in TEST
• Deploy in ACC
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Testing
• Part of development team
• OTAP
• System test by development team using Test Charters
• Acceptance testing with:
• Functional managers
• User
• Issues management using JIRA
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Definition of Done
• Installation guide
• Application
• Present in RES
• Test approved
• CMDB updated?
• Backlog updated
• Golden Image updated
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Points of attention (1)
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Points of attention (2)
• JAVA
• ActiveX
• Heavy Graphical applications (GIS and AutoCAD)
• Browsers
• Control local applications op thin client (extender)
• Screen resolutions
• Migration strategy i.r.t. thin client updates
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Lessons learned
• SCRUM is working very well in situations where you just have to start….
• When the Acceptance environment is available on time include the acceptance test in the sprint
• Pay attention to the cooperation between the new and the old environment when using a phased migration strategy
• The role of test manager can be combined with the role of SCRUM Master very well
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Different levels of virtualisation
• Server
• Desktop
• Application
• Service
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Service Virtualisation
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Case 4
• How can virtualisation be used within various test levels and test types?
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Wrap-up: Virtualisation
• Rethink your test approach
• Plan for flexibility
• Practice controlled integration
• Test continuously from development to production
• Externalize your test data
• Explore advanced test scenarios
• Avoid reinventing the wheel
• Service virtualization isn’t just for testers
• Share virtual components across the enterprise
• Enhancing team productivity by building skills
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Agenda
• Introduction
• Agile & Scrum
• Lean & Six Sigma
• Focus on non-functionals
• Virtualisation
• Continuous….& DevOps
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DevOps
• Short for Development and Operations
• Based on Agile and Lean principles
• Collaboration between business, development team and operations
• Deliver software in a continuous manner:
– Shorter time to market
– Quicker customer feedback
• DevOps is a business process and NOT an IT capability
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DevOps principles
• Develop and test against production-like systems (“shift left”)
• Deploy with repeatable, reliable processes
• Monitor and validate operational quality
• Amplify feedback loops
Sdarchitect.wordpress.com
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Will DevOps lead to higher quality?
• Group discussion – 10 minutes
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Introducing DevOps
www.ibm.com
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Develop and Test
• Merging development constantly
• Test code as often as possible
• Automated tests from Unit Test onwards
Continuous Integration
• Testing earlier and continuously in the SDLC
• Earlier and continuous feedback on quality
• By test automation and service virtualisation
Continuous Testing
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What is necessary for Continuous Testing?
• Test environment management and configuration
• Test data management
• Integration, functional, performance, and security testing tools
• Service VirtualisationVideosnpictures.com
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What is the consequence of introducing DevOps?
Prepare: 10 minutes
• For Testers & Test Managers
• For Test Environments
• For (Test) Organization
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Continuous…
• Merging development constantly
• Test code as often as possible
• Automated tests from Unit Test onwards
Continuous Integration
• Moving ideas as quickly as possible to production
• Validate business assumptions quickly
• Constant flow of changes into production
Continuous Delivery
• Release code to Production when ready
• Needs Continuous Integration & delivery
Continuous Deployment
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DevOps practices
• Release planning
• Continuous integration
• Continuous delivery
• Continuous testing
• Continuous monitoring and feedback
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Increasing level of automation
Continuous Integration
Continuous Delivery
Continuous Deployment
Mo
re /
all
auto
mat
ion
For verification
try to automate as
much as possible and optimal as possible
Never forget to execute
manual testing for validation based on risk
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Case 5
How can manual testing be incorporated in DevOps?
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Wrap-up: DevOps
• Active stakeholder participation
• Automated testing
• Integrated configuration management
• Integrated change management
• Continuous integration
• Integrated deployment planning
• Continuous deployment
• Production support
• Application monitoring
• Automated dashboards
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Conclusions
• Trends seem to focus on process in stead of tooling
• The test process is able to adjust to all new trends: maybe testing is the most Agile of all professions!
• The test organization will change
• The test profession will change
• The test profession will get more interesting (“Shift left”)
• Test is ready for the future