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Specialist Interest Group in Software Testing. A Practical Model for Program Test Management. Graham Thomas RCOG 8 th March 2005. Abstract.

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Presentation Transcript
abstract
Abstract
  • This talk proposes a practical model for program test management, based on experience gained from working as a Program Test Manager on two programs; handling card authorisation in the financial sector and global customer service management in service delivery.
  • The talk is focussed on how to bring together the disparate streams of development and testing across large programs so that they can work together successfully and drive the program forward. It also addresses how to control quality when you no longer carry out development or testing activities.

2

agenda
Agenda
  • Definitions, responsibilities and attributes
  • Challenges that you face
  • A Practical Model for Program Test Management
  • Lessons learnt
  • Conclusions

3

definition test management
Planning

Analysis

Design

Preparation

Execution

Validation

Reporting

DefinitionTest Management

“The direct management of testing activities”

4

definition program management
DefinitionProgram Management
  • What is a Program?

“A broad effort encompassing a number of projects and/or functional activities with a common purpose.”Association for Project Managers - Web site Definitions

  • What is Program Management?

“The management of multiple streams of development activities (including testing), each with their own teams carrying out detailed planning, management and execution activities.”

5

definition program test management
DefinitionProgram Test Management

“The management of multiple streams of testing, each with their own test management in place which is responsible for detailed planning, management and control activities.”

6

responsibilities
Responsibilities
  • PTMs are not responsible for managing the testing activities. That is what we have Test Managers for!
  • So, what are PTMs responsible for if they are not managing the testing?
  • Responsibilities vary from program to program:
  • Testing oversight
  • Analogous to Program Management
  • Looking for gaps across the program
  • Getting the development groups to work together with the testers
  • Defining and managing the program testing approach

7

attributes of a good ptm
Attributes of a good PTM
  • Honesty, integrity, experience, credibility
  • Pro-active, (dynamic - if you think rushing round helps without causing panic)
  • Politically aware and astute
  • Focussed on the program and organisational goals
  • Independence

8

challenges
Challenges
  • Implementing program-wide processes
  • Lowest common denominator
  • Have to fix the broken processes first
  • Imposition by the centre
  • Budgetary control
  • Resources
  • Communication
  • Geographies

11

ferrari vs minardi
2077.5 points in 20 years

2003 Budget $418 million

Relative performance 100%

30 Points in 20 years

2003 Budget $33 million

Relative performance 95%

Ferrari vs. Minardi

12

a practical model for ptm
A Practical Model for PTM

I would propose that PTM is a QA role and not a QC role.

  • Your level of involvement is in strategy, planning, dependency management and influencing
  • To report effectively you need to understand at the detail level how each of the test streams are progressing
  • You need to understand progress on the program to be able to determine the correct testing actions to take
  • You need to know that the development and testing process is working across the program

13

a practical model for ptm1
A Practical Model for PTM
  • Program testing strategy
  • Program test planning
  • Program level test processes
  • Quality assurance of development and testing

Communication, Co-ordination and Co-operation

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program testing strategy
Program Testing Strategy
  • Addresses the integrated testing needs of the program
  • Aligns the development and testing lifecycles
  • Identifies the testing approach
  • Establishes the QA process required to support the testing approach
  • Specifies the measurement and metrics procedures
  • Introduces the program test management team

Supports the program’s goals and objectives

15

program test planning
Program Test Planning
  • Program planning techniques are required
  • Identify milestones and dependencies
  • Stage Entry and Stage Exit reviews
  • Intermediate checkpoints
  • Suspension criteria & resumption requirements

16

program level test processes
Program Level Test Processes
  • Release Management
  • Configuration Management
  • Environment Management
  • Defect Management
  • Change Management
  • Risk & Issue Management

All applied at the Program level

17

the stroop effect
ZYP

QLEKF

SUWRG

XCIDB

WOPR

ZYP

QLEKF

XCIDB

SUWRG

WOPR

SUWRG

ZYP

XCIDB

QLEKF

WOPR

RED

BLACK

YELLOW

BLUE

RED

GREEN

YELLOW

BLACK

BLUE

BLACK

RED

YELLOW

GREEN

BLUE

GREEN

The Stroop Effect

18

quality assurance

}

QA

QA

QA

QA

}

QA

QA

QA

QA

QA

QA

QA

QA

Develop

System

Test

Integration

Test

Acceptance

Test

Quality Assurance
  • Communication
  • Common view
  • Program framework
  • Audit vs. Review

QA

QA

19

qa doesn t equal perfection
QA doesn’t equal perfection

I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid. Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh, and I awlyas thought slpeling was ipmorantt

20

lessons learnt
Lessons Learnt
  • Know your role in the program
  • Maintain independence
  • Manage expectations
  • A program centric view is often different and sometimes diametrically opposed to a project specific view.

21

conclusion
Conclusion
  • How to bring together disparate streams of development and testing across large programs
  • How to control quality when we are no longer carrying out the development and testing activities
  • A practical model for Program Test Management

22

contact details
Contact Details

Graham Thomas

graham@badgerscroft.com

+44 7973 387 853

www.badgerscroft.com

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