“the future of software testing” agility and process ... · agility and process maturity, of...
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![Page 1: “The Future of Software Testing” Agility and Process ... · Agility and Process Maturity, Of Course They Mix! Gitte Ottosen, Systematic Software Engineering, Denmark Europe’s](https://reader033.vdocuments.mx/reader033/viewer/2022042306/5ed218ab328bb40b05486370/html5/thumbnails/1.jpg)
Agility and Process Maturity, Of Course They
Mix!Gitte Ottosen,
Systematic Software Engineering, Denmark
Europe’s Premier Software Testing EventWorld Forum Convention Centre, The Hague, Netherlands
WWW.QUALTECHCONFERENCES.COM
“The Future of Software Testing”
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SystematicMission Critical Systems for Healthcare and Defence
Washington, USAProducts and services
Tampere, FinlandProducts and services
Århus, Denmark -HeadquartersSoftware and Systems development
London, UK Products and services
• Established in 1985
• Approx 500 employees; 71% hold a MSc or PhD in software engineering
• Microsoft, ESRI and SAP partner
• 97% of our customers would recommend Systematic to other customers
• Supplier of products and projects to 32 countries
• CMMI Level 5 certified
• Read more at: www.systematic.com
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Systematic’s Business UnitsVision: A leading international company in delivering reliable and simple solutions to people
who make critical decisions every day
Defe
nce
Inte
gra
tion a
nd
Consu
ltin
g S
erv
ices
Inte
lligence
and
National Secu
rity
Healthca
re
Ele
ctro
nic
Patient
Reco
rds
Inte
ropera
bili
tyCom
mand a
nd C
ontr
ol
Situational Aw
are
ness
Ele
ctro
nic
Warf
are
Support
Syst
em
s
Managem
ent
Info
rmation S
yst
em
sBoard
er
Contr
ol
Various
Fin
ance
Agricu
lture
Govern
ment
Mission: Simplifying Critical Decision Making
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Background
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Word on the street
Agile requires less discipline
Agile=license to hack
Process discipline ≠Agile
Developing software quickly=>chaos
CMMI = Bureaucratic paperwork
CMMI is lumbering, cumbersone
CMM stands for Consultant Money Maker
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The Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive doc. Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair CockburnWard Cunningham, Martin Fowler, James Grenning, Jim HighsmithAndrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. MartinSteve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
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The Agile Point of View
Individuals and interactions
Working software
Customer collaboration
Responding to change
Processes and tools
Comprehensive doc.
Contract negotiation
Following a planOver
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How CMMI is Perceived
Individuals and interactions
Working software
Customer collaboration
Responding to changeProcesses and tools
Comprehensive doc.
Contract negotiation
Following a plan
Over
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Our way of Working
Individuals and interactions
Working software
Customer collaboration
Responding to change
Processes and tools
Comprehensive doc.
Contract negotiation
Following a planOver
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CMMI in Systematic - The Implementation
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CMMI5 i SSE
CMMI 5
AQAP 150 & 2110
ISO9001The Business
Manual
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BM – PDP-C and PDP – in context
Business Manual Project’s Defined Process(PDP)
PDP-Common
Compliance Statement
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What’s in it for me as a tester?
Visibility Visible Plans Influencing the processes
Metrics Help and tools
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CMMI in Systematic - The Implementation
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From V-model to Story Based Development
Analysis in connection with implementation of LEAN showed the value of moving test as far forward in the development lifecycle as possible
Long projects are not as productive as short projects
Difficult to see the end goal in long projects
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The Story….Unified Modelling
Process
Story Based Development
LEAN
SCRUM
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The Increment – and SCRUM
Increment Backlog
Chosen capabilities
for the next increment
Increment
PlanningBreakdown and
specification workshops
Increment backlog
Tasks breakdown
by team
Internal
Increment
Planning
Product Backlog
Prioritized by the customer
Increment Review
and approval
3-4 months
3-4
weeks
24
hours
Donetested and
releasable product
Sprint BacklogBreakdown bySCRUM team.
Increment BacklogPrioritized by product owner or customer
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The Feature Process
Division into stories
Story A Story D
Story B
Story C Story E Story F
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The Story
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The Story, details
Reconsider Story Scope
and Estimate
Draft user
Interface
Draft User
Doc.
Verify
Req.
Establish
Dev. env
Draft tech.
Design
Draft Test
Design
User Experience Eng. Developer Test Designer
All activities have
Been inspected
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Qualify Feature
Build is installed in the test environment
All developed tests are executed (system and accept tests)
Any identified regression tests are executed
Exploratory test and scripted test
All found defects are fixed
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Continuous Integration and Build Process
Integration Stream
Feature A Stream
Feature B Stream
Rebase
Delivery
Story streams
Nightly build
and automated test
Test
Story test
Feature test
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Nightly builds and smoke test
Source Repository Build Server Test Environment
1. Build every night
2. Install on build server
3. Execute all Unit tests
4. Execute BVT (Build Verification Test)
5. If 3 and 4 OK (defined water-level):
a. Baseline
b. Define as new “recommended baseline”
c. Define as “ready for test”
6. Automatic installation on test environment
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SCRUM – Feature Driven Development and Test
Feature Kick-off
Feature A
Feature B
Code cut-off
Feature C
System test Accept test
Testing Stories
Test ”Qualify Feature”
Bug hunts
UnitIntegrationSystem
Sprint 3Sprint 1 Sprint 2
Increment
“Sprint test”
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The Result
42% less defects in the acceptance (FAT) test. That is either not introduced or solved in the coding phase.
For large projects: indication that performance is increased significantly
For all projects: Better employee satisfaction, better quality and more satisfied customers.
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Challenges – The Customer
Prefer the waterfall Too many deliveries? Not available for planning
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Challenges – The Process
More testing tasks Developer focus on test Wrong test focus?
The wall between test and dev. Test team when distributed Configuration Management
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Questions?