Increasing business success with TPI NEXT and PointZERO
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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? [email protected]