SQA 5-Year Strategy · SQA 5-YEAR STRATEGY FUTURE Strategic Operational looking, predictive of...

SQA 5-Year Strategy Executive Summary

July 2013

Contents

How the SQA team will continue to transform the organization for the future to increase testing maturity, become more predictive, and reduce cost through defect reduction and PREVENTION

1 EXECUTIVE SUMMARY

2 DRIVING QUALITY

3 DRIVING CAPABILITY

4 DRIVING EFFICIENCY

Copyright © Integral Computing Services, Inc., 1996-2014. All rights reserved.

Executive Summary: Strategic Goals

STRATEGY

Rapidly mature the SQA organization to become both predictive and quality-centric

MISSION

Contribute leadership in quality management that advances COMPANY business and strategic objectives

Increase ARPU

CX: customer experience

Increase speed to market

Exploit new distribution channels

Strategic Objectives

STRATEGIC

GOALS

Drive Quality

Drive Efficiency

Drive Capability

Drive Predictability

VISION

Provide flawless delivery to business partners with Simple, Flexible, Predictable execution with Zero Revenue Impact

PREVENT DEFECTS


Background

2010 2012

95% Defect coverage 95 Production issues 2 Critical defects Capacity constraints

99% Defect coverage 23 Production issues 1 Critical defects Flexible capacity capabilities

Tactical

PAST

We achieved a lot BUT . . .

Total quality is important BUT . . .

Today is important BUT . . .

SQA 5-YEAR STRATEGY

FUTURE

Strategic

Operational

PRESENT

Continue to transform the SQA organization with a focus on CX, increasing testing capabilities, becoming more predictive, and by shifting left

One defect can impact revenue: We need to get to ZERO customer impacting defects All systems and applications are not equal: We need to invest accordingly We need to become more forward-looking, predictive of future demand, and preventative


Problem Statement 1: Approach

Regardless of Business Value and Risk Exposure, all systems are currently treated equally 1

2

3 There are governance gaps, particularly the absence of formal Gating Processes and Checkpoints

Existing processes and methods allow a high number of defects being injected into SQA. This increases the risk of defect leakage that could Negatively Impact Revenue and Customer Experience

Data management as well as other significant issues

Impact Testing Capabilities and Quality


A defect caught in REQUIREMENTS cost IT $200-400 to IT

A defect caught in TESTING cost IT 15x $3,000-$6,000 Source: IBM

1

In 2012, 5,413 defects were identified. This represents

an annual IT cost of over $16,239,000-$32,478,000 (Opportunity for Savings)

2

3 For the past three years, SQA has been focused on developing the foundational skills and tools to “FIND & REMEDIATE” defects during their testing cycles (Defect Detection)

UAT caught another 1,809 defects

It is cost prohibitive to try to test in quality: We need to become more predictive to transcend traditional defect detection tactics to become more PREVENTATIVE

Problem Statement 2: Detection Copyright © Integral Computing Services, Inc., 1996-2013. All rights reserved. Copyright © Integral Computing Services, Inc., 1996-2014. All rights reserved.

Executive Summary: Focus

FY13 FY14 FY15 FY16+

Increase ARPU





• Tier services • Identify and prioritize

“cannot test because” issues • Data Management strategy

and roadmap • Develop an end-to-end

Quality Framework

• Invest in Tier 1 Apps • Remediate top “cannot

test because” issues • Test Data Mgt Phase 1 • Implement Quality

Framework /baseline • Defect analytics

• Refine SQA metrics for top-tier systems

• Test Data Mgt Phase 2 • Measure and tune Quality

Framework

• Test data management across ITSD

• IT Quality program • Achieve full reporting

• Identify industry leader to partner with on BI and Mobility

• Explore new testing innovation

• Profile emerging technology

• Establish partnership with Industry leaders

• Shift to Outcomes Based Management

• Develop technology strategy

• Implement Cloud integration

• Enable flexible/ comprehensive testing

• Automation of all mature application

• Fully enable Cloud

Drive Capability

Drive Quality

Drive Efficiency

• Re-envision IBM contract • BI SQA support roll-out • Develop broad strategy for

mobility

• Achieve IBM steady state

• Complete BI roll-out • Implement mobility

strategy

• Deliver foundation and differentiated capabilities for ADE and mobility

• Business-Developed apps testing

• Shift left into new application spaces

• Support Business-Developed apps


FY13 FY14 FY15 FY16+

Executive Summary: Results

Increase ARPU





• An optimized investment strategy

• An end-to-end Quality Framework and improvement plan

• A data traceability matrix

• Zero customer and revenue defects

• Increase services and performance for top tier systems

• End-to-end quality management

• More mature top tier support metrics

• Analytics-driven delivery • Consistent, end-to-end

Quality management and reporting

• Fully analytics-driven and optimized delivery

Drive Quality

• Added capacity and functionality from IBM

• Partial resource elasticity • Uplift in testing tool set and

process

• Shift left into BI space complete

• Sophisticated RCA analysis

• Shift left into ADE and Mobility spaces

• Strategy to support Business-Developed applications

• Shift left into Big Data and new application tows

• Fully mature tool suites

Drive Capability

Drive Efficiency

• Education on industry best practices for BI, and Mobility

• Technology vision • Capacity optimization

strategy

• Best-of-breed business partnerships

• Optimized capacity resourcing

• Mature/optimized partner governance policies

• Partially flexible and cost optimized testing architectures

• Fully optimized testing architectures


Result: Strategic Alignment

Drive Quality

Drive Capability

Drive Efficiency

Business Objectives

Increase ARPU




Organizational Maturity

Test Capabilities

QA Capabilities

Organizational Effectiveness

Documentation

Tools Metrics

Today

2018

Maturity

*


Socialize the SQA strategy

Open a dialog with IBM for contract re-envisioning

Identify industry leaders for BI and Mobility

Identify and prioritize Cannot Test Because obstacles

Develop remediation strategies for top priority Cannot Test

Because obstacles

Establish a Quality Framework team and approach

Develop FY14 and 15 implementation roadmaps

Develop FY14 and 15 ROM costs

Next Steps Copyright © Integral Computing Services, Inc., 1996-2014. All rights reserved.

1. Input and approval on strategy

2. Executive support for shift left philosophy

3. Discrete funding ($2.65M for FY14)

Detail roadmap development

IBM re-envisioning

Strategic partner evaluation/identification (BI & Mobility)

Quality framework (Development and implementation)

Cloud and virtualization services

Cannot Test Because remediation (Top priority items)

Test Data Management

Call to Action

$550k

$100k

$100k

$750k

$400k

$500k

$1,623,900 $3,247,800 $8,119,500 POTENTIAL SAVINGS

2014 2016 2015

$250k


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