Changing the business of

testingVasco Duarte

(cc) https://www.flickr.com/photos/nattu

Vasco Duarte@duarte_vascohttp://bit.ly/vasco_bloghttp://bit.ly/vasco_slideshare

Vasco.Duarte@oikosofy.com

http://NoEstimatesBook.com

Act I – The problem

~16 000€ / YearAverage Software Engineer salary in China

Source: http://bit.ly/china_pay

~5 000€ / YearAverage Software Engineer salary in Vietnam

Source: http://bit.ly/vietnam_pay

~18 000€ / YearAverage Software Engineer salary in Portugal

Source: http://bit.ly/portugal_pay

~54 000€ / YearAverage IT salary, TTL ry 2013 data

Source: hthttp://bit.ly/finland_ttl_pay

Up to 10 times higher!

€

€

Cost Productivity

How ?

Problems cannot be solved by the same level of thinking that

created themParaphrasing a quote from Einstein

We need a paradigm shift! How can we achieve it?

Act II – Why do we get poor results?

Pain

1. Customer need

2. Product managers

3. Business analyst

…

5. Designers / Programmers

4a. Designers / Architects

4b. Test designer

…

…

6. Testers

…

Chronic Pain!

Analytical design - prototypeSilo 1 Silo 2 Silo 3

Business Knowledge Execution Knowledge Actual execution

Silo design leads to ineffective processes. A

story…

Trying to reduce costs

with analytical mindset

= Drive costs up!

You know who tests your software, but who tests

your business decisions?

Act III – The solution: a paradigm shift!

1. Create constancy of purpose towards improvementReplace short-term reaction with long-term planning

2. Management must adopt the new philosophyThe implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so

3. Cease dependence on inspectionThe implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product

4. Move towards a single supplier for any one itemMultiple suppliers mean variation in the quality of work as well as lost knowledge in hand-over

5. Improve constantly and foreverConstantly strive to improve how you work, focusing on the purpose rather than short term perspectives only.

6. Institute training on the jobIf people are not trained properly they will not all work in a consistent way. This leads to defects, mis-communication, etc.

7. Institute LeadershipDeming makes a distinction between Leadership and mere Supervision. “Banish targets, substitute leadership” Deming used to say

8. Drive out fearManagement by fear is counter-productive because it prevents workers from acting the best interest of the organisation

9. Break down barriers between departmentsEach department servers not the management but the needs from other departments that use its outputs.

10. Eliminate slogansIt is not the people who make mistakes (in 95% of the cases). It is the process. Slogans do not help improve processes and harass the people doing the actual work!

11. Eliminate management by objectivesProduction targets subvert the system. Workers start working for the targets instead of working for the purpose of the organization. Metrics: yes, targets: no!

12. Remove barriers to pride of workmanshipMany of the other problems outlined above reduce worker satisfaction and therefore reduce focus on quality

13. Institute education and self-improvementA result of pride of craftsmanship is the desire to learn and improve. This, in turn leads to better quality.

14. The transformation is everyone’s jobIt is manager’s job to lead, but it is everyone’s job to contribute to the needed transformation of our business.

3. Cease dependence on inspectionThe implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product

9. Break down barriers between departmentsEach department servers not the management but the needs from other departments that use its outputs.

In other words…

1. Customer need

2. Product managers

2. Business analyst and…

Co-operationColaboration …

4. Testers

3. Testers

3. Business analyst

Co-operationColaboration

…

3. Test designer and…

3. Designers / Programmers

Co-operationColaboration

4. Testers

4. Designers / Programmers

…

Your product rockz!

Happy(!) Customer

Act IV – The action plan

€

€

Cost Productivity

Paradigm shift!

Organize your process around your customer need, not your

silo-based organization

You can start today by applying the following principles

3. Cease dependence on inspectionThe implication is that we must relentlessly remove the root causes for defects rather than inspecting them out of the final product

9. Break down barriers between departmentsEach department servers not the management but the needs from other departments that use its outputs.

Later you can apply the other 12…

Recommended readingInteresting links

ReadingDeming, Out of the CrisisReinertsen, Flow in product development

Video on a different paradigm for process design:

Systems thinking intro, http://bit.ly/systems_videoThis presentation:

www.slideshare.com/duarte_vasco

About the speaker:

@duarte_vasco

http://bit.ly/vasco_blog

http://bit.ly/vasco_slideshare

Vasco.Duarte@oikosofy.com

http://NoEstimatesBook.com