We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byHallie Hallum
Modified over 2 years ago
©2006 Systeme Evolutif LtdSlide 1 Test Process Improvement …is a waste of time? Paul Gerrard Technical Director Systeme Evolutif Systeme Evolutif Limited 9 Cavendish Place London W1G 0QD, UK Tel: +44 (0)20 7636 6060 email: email@example.com http://www.evolutif.co.uk/
©2006 Systeme Evolutif LtdSlide 2 Paul Gerrard Paul is the Technical Director and a principal consultant for Systeme Evolutif. He has conducted consultancy and training assignments in all aspects of project assurance, software process improvement and testing. Previously, he has worked as a developer, designer, project manager and consultant for small and large developments. Paul has engineering degrees from the Universities of Oxford and London, is Web secretary for the BCS SIG in Software Testing, contributed to BS 7925-1 and BS7925-2, host of the Test Management Forum (uktmf.com) and Founder Chair of the ISEB Software Testing Certification Board which has been taken by 20,000+ candidates.uktmf.com He is a regular keynote speaker at both development and testing seminars and conferences in Europe, US and Australia, and won the "Best Presentation" award at several conferences. Paul devised the term Project Intelligence for an innovative approach to results-based management supported by the disciplines of software testing. He is Women’s coach for Maidenhead Rowing Club and webmaster and ISP administrator for several websites including www.evolutif.co.uk.www.evolutif.co.uk
©2006 Systeme Evolutif LtdSlide 3 Why is Process the Focus of Improvement?
©2006 Systeme Evolutif LtdSlide 4 How to improve… I want to improve my ( insert any activity here ) _______ people improvement _______ organisation improvement _______ process improvement Changing people (like me) and organisation (like my company) is so hard – let’s not even think about it
©2006 Systeme Evolutif LtdSlide 5 The delusion of ‘best practice’ There are no “practice” Olympics to determine the best There is no consensus about which practices are best, unless consensus means “people I respect also say they like it” There are practices that are more likely to be considered good and useful than others, within a certain community and assuming a certain context Good practice is not a matter of popularity. It’s a matter of skill and context. Derived from “No Best Practices”, James Bach, www.satisfice.com
©2006 Systeme Evolutif LtdSlide 6 The delusion of quality management (a la ISO 9001) Google search for –“ISO 9001” – 49,700,000 –“ISO 9001 Training” – 15,500 –“ISO 9001improves quality” – 1 ISO 9001 in a nutshell –“Document what you do” –“Do what you document” –“Do what you like” ISO 9001 accreditation without reference to the garbage that is produced by the documented processes.
©2006 Systeme Evolutif LtdSlide 7 Exchange between quality manager and ISO 9001 consultant > 3. The 9000-3 Guidelines suggest the use of a > Life-> Cycle model for software development. Is it > necessary to reference a specific model? No. You do not need to reference a specific lifecycle. But you need to define your development process...which really speaks to the lifecycle of product development. Most development processes are derivatives of some type of model that someone else hatched.
©2006 Systeme Evolutif LtdSlide 8 Exchange between quality manager and ISO 9001 consultant cont… > I would like to learn more about the certification audit > process and how to document reasonable quality > processes which will allow us to provide the highest > quality to our customers and which fall within the 9001 > standards. The key is putting practices in place that hold up over time and that support getting software out the door faster and better. In the simplest sense, an implementation strategy that has worked for all the implementations I've been involved with is....put fundamental, good software development practices in place that are achievable and can act as a baseline for improvement.....check the standard to make sure you've covered your bases....and evolve the practices as the market and business changes. As regards documentation......it is tougher to write a 5 page design review procedure than a 50 page design review procedure because it requires that you communicate in a cogent fashion. But that's the subject of a "Streamlining Documentation" course that I teach.
©2006 Systeme Evolutif LtdSlide 9 The delusion of process models (e.g. CMM) Google search –“CMM” – 12,100,000 –“CMM Training” – 12,200 –“CMM improves quality” – 4 An Evolutif client… –CMM level 3 and proud of it (chaotic, hero culture) –Hired us to assess their overall s/w process and make recommendations (quality, time to deliver is slipping) –47 recommendations, only 5 adopted – they couldn’t change –How on earth did they get through the CMM 3 audit?
©2006 Systeme Evolutif LtdSlide 10 But process models make improvement simple don’t they? People like simple models: –levels of maturity, stepping stones, checklists, roadmaps and outside support for credibility But life is much more complicated, unfortunately “Things should be made as simple as possible, but no simpler” - A. Einstein
©2006 Systeme Evolutif LtdSlide 11 Deming If you can't describe what you are doing as a process, you don't know what you're doing. –W. Edwards Deming It is not enough to do your best; you must know what to do, and THEN do your best. –W. Edwards Deming
©2006 Systeme Evolutif LtdSlide 12 Deming 2 I have to disagree with the first statement The second one states the bleedin’ obvious, doesn't it? –e.g. describe playing football, seducing a woman, winning a deal, convincing someone that a project is risky as a process –Is that “process” the critical factor in success?
©2006 Systeme Evolutif LtdSlide 13 People need process? A big problem with process is it becomes all encompassing Process folk sell process and cast all things in terms of it, forgetting that people who are smart, succeed in spite of process, not because of it It could be argued, that less smart people need process –(By less smart, we're talking about people who need so much structure and enforced discipline they can only operate in the military, or in prison probably) Is our industry really staffed by such people? Do we really want production-line workers?
©2006 Systeme Evolutif LtdSlide 14 Physics quotes… “I believe that a scientist looking at nonscientific problems is just as dumb as the next guy” “It doesn't matter how beautiful your theory is, it doesn't matter how smart you are. If it doesn't agree with experiment, it's wrong” Richard P. Feynman
©2006 Systeme Evolutif LtdSlide 15 Process quotes “I believe that a process consultant looking at non-process problems is just as dumb as the next guy” “It doesn't matter how beautiful your process model is, it doesn't matter how smart you are. If it doesn't agree with reality, it's wrong” me
©2006 Systeme Evolutif LtdSlide 16 Test Process Improvement
©2006 Systeme Evolutif LtdSlide 17 From this… Current Maturity Future Maturity Process Change Current Capability Future Capability Acts of Faith Better Capability = better, faster, cheaper Perceived Results Chain
©2006 Systeme Evolutif LtdSlide 18 To this… Current Constraints/ Problems Changed Aspirations Current Capability Future Capability Acts of Change Better Capability = better, faster, cheaper Actual Results Chain
©2006 Systeme Evolutif LtdSlide 19 Constraints, problems and aspirations Constraints are fixed headcount, budget, timescales, quality of requirements, contracts etc. Problems are “testing takes too long; too expensive; can’t hire testers; bugs get through” etc. etc.… Aspirations: –Personal: personal development, fulfilment, motivation –Organisational: hero culture to team culture, outsourced, higher consistency, predictability Acts of change are…
©2006 Systeme Evolutif LtdSlide 20 Acts of change – focused on constraints, problems and aspirations Changes in behaviour to address specific problems (effectiveness, efficiency etc.) Targeted personal and team development Infrastructure change (process, techniques, tools, environments) to support the changes Managed Transition…
©2006 Systeme Evolutif LtdSlide 21 Managed transition “It isn’t the changes that do you in” –William Bridges Get them to let go of the old ways –Practitioners, managers, everyone Manage the neutral zone –Like a trapeze artist, there’s an uncertain period Launch a new beginning –purpose, picture, plan
©2006 Systeme Evolutif LtdSlide 22 Test improvement model Current behaviour assessed in the context of current problems, goals and constraints Aspirations drive the definition of goals People in the job define and consent to the required changes in behaviour People supported by –Personal/team development plans –Infrastructure investment (process, technology, tools, environment) specific to the change Transitions are managed, not assumed.
©2006 Systeme Evolutif LtdSlide 23 Test Process Improvement …is a waste of time Over to you? http://www.evolutif.co.uk http://www.riskbasedtesting.com/ http://uktmf.com http://www.evolutif.co.uk http://www.riskbasedtesting.com/ http://uktmf.com
©Test Management Forum 2006Slide 1 Post-Deployment Monitoring Is it part of Test? Paul Gerrard Technical Director, Systeme Evolutif Systeme Evolutif Limited.
Slide 1 Improve Testing, Improve Software Paul Gerrard Gerrard Consulting 1 Old Forge Close Maidenhead Berkshire SL6 2RD UK e:
Slide 1 Software Success Improvement Paul Gerrard Gerrard Consulting 1 Old Forge Close Maidenhead Berkshire SL6 2RD UK e: w:
Trends in the Marketplace Testers will have to change – but how? Paul Gerrard Gerrard Consulting 1 Old Forge Close Maidenhead Berkshire SL6 2RD UK e:
Exit, Cry Tears Dealing with Testing Review Boards Paul Gerrard Gerrard Consulting PO Box 347 Maidenhead Berkshire SL6 2GU UK e:
©2003 Systeme Evolutif LtdSlide 1 we’ll change the way you think about testing What Is the Value of Testing and How Can We Increase It? Paul Gerrard Technical.
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning TM 1 Chapter 7 Process Management.
Quality Manual for Interoperability Testing Morten Bruun-Rasmussen Presented by Milan Zoric, ETSI.
Four Schools of Software Testing Workshop on Teaching Software Testing, Florida Tech, February 2003.
Effectively applying ISO9001:2000 clauses 6 and 7. Version K.10.1-UK Oct 03 The High Performance Organisation Ltd ISO9001:2000 Clause 6 and 7 workshop.
Chapter 24 Quality Management.
Quality Manual for Interoperability Testing Morten Bruun-Rasmussen Presented by Jos Devlies, Eurorec.
Business Transaction Management Software for Application Coordination 1 Business Processes and Coordination.
1 1 The Roles of a Sports Coach.
© 2006 TDA Development Draft and subject to amendments from consultation Performance Management Challenge for Schools PM workshops 23 October 2006.
25 seconds left….. 24 seconds left….. 23 seconds left…..
International Organization International Organization
ICAO State Safety Programme (SSP) Implementation Course
Category Management Association Certification Mission Statement: To advancing professional standards in category management The Association is.
Why Do You Want To Work For Us? 50 Great Interview Questions For Great Answers, see the Student Job Centre 1. Why Do You Want To Work For Us?
Korkeakoulujen arviointineuvosto — Rådet för utvärdering av högskolorna — The Finnish Higher Education Evaluation Council (FINHEEC) eLearning and Virtual.
Designed for your needs ANI Voice Communications Designed for your needs Audio Conferencing Message Delivery TeamConnect.
Lecture 5: Requirements Engineering Dr Valentina Plekhanova University of Sunderland, UK
The Course experience questionnaire (P. Ramsden) Designed as a performance indicator 24 statements relating to 5 aspects 1 overall satisfaction statement.
Richard Forrest Alterant Strategies Group Paul P. Travalini CPT ASTD Inland Empire Chapter April 21, 2008 “Hey, Why Doesn’t It Do That?”
WEEK 1 You have 10 seconds to name…
Powerpoint Templates Page 1 Powerpoint TemplatesePowerClub Earn Passive Residual Income On Autopilot!
1 The Art of Recognition. 2 Recognition 3 Objectives of the Seminar Concept of Recognition Benefits How to recognize others.
Addition 1’s to
The next generation tester! 1 To Softec – Silicon India attendees With love, Pradeep Soundararajan Moolya Software Testing Private Limited
Acme Corporation Technology Strategy Review Meeting 12/03/2013.
Assurance Services Independent professional services that “improve the quality of information, or its context, for decision makers” Assurance service encompass.
© Copyright 2006 FPT Software 1 © FPT SOFTWARE – TRAINING MATERIAL – Internal use 04e-BM/NS/HDCV/FSOFT v2/3 How to work in Fsoft project Authors: KienNT.
Page 1 BUILDING A SUCCESSFUL CONSULTING PRACTICE Amy Holloway, Chief Sherpa Avalanche Consulting February 22, 2012.
SmartSafety Insights, not instincts The innovative data driven approach to a safer workplace Coert du Plessis, Partner, Deloitte 22 November 2011.
1 Soft Systems Methodology systems thinking systems thinking systems thinking systems thinking systems thinking systems thinking.
Duke Performance Management Overview Spring 2005 U N I V E R S I T Y PAY & PERFORMANCE PROGRAM.
UNIT-V DEFECT PREVENTION 1Defect prevention (Arun)
BT Wholesale October Creating your own telephone network WHOLESALE CALLS LINE ASSOCIATED.
A centre of expertise in digital information managementwww.ukoln.ac.uk QA for Web Sites Brian Kelly UKOLN University of Bath Bath, BA2 7AY
Sharing What You’ve Learned Tom Bowers Dean Emeritus School of Journalism and Mass Communication.
1 According to PETROSAFE safety policy, the company is keen that: Introduction All Egyptian Petroleum companies and foreign companies working in A.R.E.
Student Survey council/Pages/Climate-Surveys.aspx.
20 Steps to Successful Leadership Frank Besednjak The Training Source, Inc. “Great Ideas for Great People” *Some Concepts & Ideas from “10 Steps to Be.
Welcome 2-Day Conference – Project Management in Construction Sector 1.
About the Child Care Workforce. 2 Presentation Overview The Institute The Myths The Truths The Research My Knowledge.
12 Rules for Defusing Problematic Employees. 12 Rules For Defusing Problematic Employees 2 There are ways to deal with difficult employees. Take action.
Jeopardy Q 1 Q 6 Q 11 Q 16 Q 21 Q 2 Q 7 Q 12 Q 17 Q 22 Q 3 Q 8 Q 13
Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy.
© 2017 SlidePlayer.com Inc. All rights reserved.