Sarah Murphy, Xilinx Ireland

1. Lean Test Process Improvement in Agile Testing Sarah Murphy, Xilinx Ireland

2. Agenda • Objectives • Why Invest In Test Process Improvement? • Available Models • What is Lean? • Case Study • Lessons Learned • Tips & Advice • Summary • References

3. Objectives • Brief Intro to the Lean Philosophy • Case study into how Xilinx executes test process improvement • Practical examples on how to implement a test process improvement program • Benefit from Xilinx’s “Lessons Learned”

4. Why Invest in Process Improvement? • Reduce overhead • Increase efficiency & effectiveness • Allow test to embrace change (key to agile testing) • Focus is on delivering results • Improve Test’s influence in order to deliver better quality • Participating in a TPI program motivates & empowers test engineers

5. Available Models • There are many models that a test process improvement effort can follow: • TPI® • TMMi • Lean • Etc. • Recommendation: • Research all models • Use models as an “a la carte” menu • Create a model that suits your context • Continuously improve the process

6. What is Lean? • The Lean Philosophy has the following 7 principles: 1.        Eliminate Waste 2.        Amplify Learning 3.        Decide as Late as Possible 4.        Deliver as Fast as Possible 5.        Empower the Team 6.        Build Quality In 7.        See the Whole

7. Xilinx Case Study • Test teams in: • San Jose, CA • Longmont, CO • Hydrabad, India • Dublin, Ireland • Test & Development are separate • Test Projects divided across geographies • Development teams also spread across geographies+ • Mix of weekly, nightly & continuous builds available

8. Case Study - Charter • Specify • Scope • TPI IS/IS NOT • Team Members • Team Roles & Responsibilities • Logistics • Avenues of Communication • Decision Making Model • Project Guidelines • Definitions

9. Case Study – Team Make Up • Team consists of representative from each test team (cross-site) + a facilitator • Experienced test engineers • Test engineers who are motivated & passionate about the work they do • Management is a stakeholder, not a member of the team

10. Case Study – IS/IS NOT • An “IS/IS NOT” list is a tool used to differentiate between what is included versus what is not included in any item being defined. • Example:

11. Case Study - Roles • Test Representative:

12. Case Study - Roles • Facilitator:

13. Case Study – Decision Making Model • AGREE: Applies when a member agrees with proposal. • STAND ASIDE: Applies when a member abstains. • CONCERN: Applies when a member has a minor objection or concern. • BLOCK: Applies ONLY when a member has a disagreement with the proposal as a whole.

14. Lessons Learned • Differentiate between bottom-up & top-down projects • Test management is a stakeholder • Communication is key! • With stakeholders • With test management • With test engineers • Well-defined & accurate requirements are key to any improvement project • Hold a retrospective after each TPI project

15. Tips & Advice • Management buy-in necessary • Research LEAN, TMMi, TPI®, & any other process improvement • TPI Team – experienced test engineers • Schedule weekly updates to test teams • Run as pilot project initially • First project -> best ROI on improvements • Trust TPI team members expertise • Pick the right projects for the TPI team

16. Summary • TPI is a necessary effort if you wish to continuously improve efficiency & effectiveness. • Involving test engineers combats resistance to change. • The charter should guide the TPI team and provide clarity to their work. • Expertise is necessary -> “Knowledge is Power”. • Internal & External

17. Contact Information • Feel free to contact me, I’m happy to be a sounding board & to learn from you! • Email: sarah.murphy@xilinx.com • Web Site: http://www.test-soft.com • LinkedIn Profile: http://www.linkedin.com/in/murphysarah

18. References • Xilinx: www.xilinx.com • Sarah Murphy: http://www.test-soft.com • James Bach: http://www.satisfice.com • GQM: https://www.goldpractices.com/practices/gqm/

19. References