Changing business of testing - Testing Assembly Helsinki 2014
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The document discusses the need for a paradigm shift in the business of software testing to achieve better results and productivity. It identifies major issues within organizations, including silos and a lack of collaboration, and proposes a comprehensive action plan focusing on customer needs, continuous improvement, and effective leadership. Key recommendations include eliminating the reliance on inspection, breaking down departmental barriers, and fostering a culture of education and self-improvement.
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Similar to Changing business of testing - Testing Assembly Helsinki 2014 (20)
Changing business of testing - Testing Assembly Helsinki 2014
- 1. Changing the business of testing Vasco Duarte (cc) https://www.flickr.com/photos/nattu
- 2. Vasco Duarte @duarte_vasco http://bit.ly/vasco_blog http://bit.ly/vasco_slideshare http://NoEstimatesBook.com [email protected]
- 3. Act I – The problem
- 5. ~16 000€ / Year Average Software Engineer salary in China Source: http://bit.ly/china_pay
- 6. ~5 000€ / Year Average Software Engineer salary in Vietnam Source: http://bit.ly/vietnam_pay
- 7. ~18 000€ / Year Average Software Engineer salary in Portugal Source: http://bit.ly/portugal_pay
- 9. ~54 000€ / Year Average IT salary, TTL ry 2013 data Source: hthttp://bit.ly/finland_ttl_pay
- 10. Up to 10 times higher!
- 11. € Cost Productivity € How ?
- 12. Problems cannot be solved by the same level of thinking that created them Paraphrasing a quote from Einstein
- 13. We need a paradigm shift! How can we achieve it?
- 15. Act II – Why do we get poor results?
- 17. Pain
- 18. 1. Customer need 2. Product managers 3. Business analyst …
- 19. 5. Designers / Programmers 4a. Designers / Architects 4b. Test designer … … 6. Testers …
- 20. Chronic Pain!
- 21. Analytical design - prototype Silo 1 Silo 2 Silo 3 Business Knowledge Execution Knowledge Actual execution
- 22. Silo design leads to ineffective processes. A story…
- 23. Trying to reduce costs with analytical mindset = Drive costs up!
- 24. You know who tests your software, but who tests your business decisions?
- 25. Act III – The solution: a paradigm shift!
- 27. 1. Create constancy of purpose towards improvement Replace short-term reaction with long-term planning 2. Management must adopt the new philosophy The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so 3. Cease dependence on inspection The 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 item Multiple suppliers mean variation in the quality of work as well as lost knowledge in hand-over 5. Improve constantly and forever Constantly strive to improve how you work, focusing on the purpose rather than short term perspectives only. 6. Institute training on the job If people are not trained properly they will not all work in a consistent way. This leads to defects, mis-communication, etc. 7. Institute Leadership Deming makes a distinction between Leadership and mere Supervision. “Banish targets, substitute leadership” Deming used to say 8. Drive out fear Management by fear is counter-productive because it prevents workers from acting the best interest of the organisation 9. Break down barriers between departments Each department servers not the management but the needs from other departments that use its outputs. 10. Eliminate slogans It 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 objectives Production 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 workmanship Many of the other problems outlined above reduce worker satisfaction and therefore reduce focus on quality 13. Institute education and self-improvement A 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 job It is manager’s job to lead, but it is everyone’s job to contribute to the needed transformation of our business.
- 28. 3. Cease dependence on inspection The 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 departments Each department servers not the management but the needs from other departments that use its outputs.
- 30. In other words…
- 31. 1. Customer need 2. Product managers Co-operation Colaboration … 2. Business analyst and… 4. Testers
- 32. 3. Testers Co-operation Colaboration … 3. Business analyst 3. Test designer and… 3. Designers / Programmers 4. Testers Co-operation Colaboration 4. Designers / Programmers …
- 33. Your product rockz! Happy(!) Customer
- 34. Act IV – The action plan
- 35. € Cost Productivity € Paradigm shift!
- 36. Organize your process around your customer need, not your silo-based organization
- 37. You can start today by applying the following principles
- 38. 3. Cease dependence on inspection The 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 departments Each department servers not the management but the needs from other departments that use its outputs.
- 39. Later you can apply the other 12…
- 40. Recommended reading Interesting links Reading Deming, Out of the Crisis Reinertsen, Flow in product development Video on a different paradigm for process design: Systems thinking intro, http://bit.ly/systems_video This presentation: www.slideshare.com/duarte_vasco
- 41. About the speaker: @duarte_vasco http://bit.ly/vasco_blog http://bit.ly/vasco_slideshare http://NoEstimatesBook.com [email protected]
Editor's Notes
- #41: a) cease dependency on inspections b) break down barriers between departments And with these alone you can create a process that will be 10 times more effective!