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Slide 1 Slide 1 Trends in the Marketplace

May 10, 2015



  • 1.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: [email protected] w: t: 01628 639173 SlideAssurance with Intelligence


  • Paul is thefounder and Principal of Gerrard Consulting,a servicescompany focused on increasing the success rateof IT-based projects for clients. He has conducted assignments in all aspects of Software Testing and Quality Assurance. Previously, he has worked as a developer, designer, project manager and consultant for small and large developments using all major technologies and is the webmasterof and several other websites.
  • Paul has degrees from the Universities of Oxford and London, is Web Secretary for the BCS SIG in Software Testing (SIGIST), Founding Chair of the ISEB Tester Qualification Boardand the host/organiser of the UK Test Management Forum conferences. He is a regular speaker at seminars and conferences in the UK, continental Europe and the USA and was recently awarded the Best Presentation of the Year prize by the BCS SIGIST.
  • Paul has written many papers and articles, most of which are on the Gerrard website. With Neil Thompson, Paul wrote Risk-Based E-Business Testing the standard text for risk-based testing.

Paul Gerrard Assurance with Intelligence Slide 3.

  • Its the Benefits, Stupid!
  • Automation frameworks
  • Test Process Improvement is a Waste of Time
  • Software Success Improvement
  • What Makes a Good Tester?
  • Recommendations

Agenda SlideAssurance with Intelligence 4. Its the Benefits, Stupid SlideAssurance with Intelligence 5.

  • Wont bore you with yet another survey of IT projects that fail - take it for granted, most do
  • But why?
  • We can trace most failures to:
    • Bad decisions
    • Decisions that were made too late
    • Decisions that were not made at all
  • We suggest this happens because stakeholders and project managers lack the right information at the right time
  • Well call this information Project Intelligence

Why projects fail The frame of reference for making those decisions is often wrong too! SlideAssurance with Intelligence 6. Four-eyed plans Increasingly Inaccurate IT- focused Initial Plans The plan is amodelof the project. The real projectconsists of people, organisation, goals and risks. SlideAssurance with Intelligence 7.

  • The people like to see the broad range of issues covered by the politicians
  • Makes politicians feel important
  • But its all froth

Team Poster Its the economy, stupid! benefits Ultimately, our customers are only interested in the benefits of IT SlideAssurance with Intelligence 8.

  • Number of people in IT will drop by 15% by 2010
  • 60% percent of technology professionals will move to more business-focused roles, concentrating on the use of IT and processes rather than IT delivery
  • In 2010, the typical IT department in a large company will be at least one third smaller than it was in 2000
  • Departments within business will take on the traditional roles of IT.

Gartner predictions SlideAssurance with Intelligence 9.

  • Increasingly, businesses will focus on benefits and will take control of projects or IT completely
  • Projects involving IT will no longer be dominated or managed by IT
  • The disciplines of Benefits Realisation, Goal-Directed Project Management and Project Intelligence will become mainstream
  • Most testers will work for (or come from?) business
  • (Some) Test Managers become PI Managers.

Heres my interpretation SlideAssurance with Intelligence 10. Automation Frameworks I am very grateful to Susan Windsor ([email protected]) for the use of some of her material SlideAssurance with Intelligence 11.

  • Automation frameworks and more complex business requirements
  • Agile development methods mean developers undertake more unit and component testing
  • Growth of outsourced testing to different geographies => greater competition for the roles

Testing is in demand, and solutions reduce the number of functional testers required Is the role of the functional tester (who is neither technical nor business specialist) dead? SlideAssurance with Intelligence 12.

  • Focus on technology rather than business needs
  • 80% of functional testing still manual
  • 60% to 70% of automation tools used for non-functional testing
  • Typically, traditional functional automation stops at 100 scripts, regardless of test coverage requirement
  • Critical factors
    • Cost of implementation and maintenance prohibitive
    • Insufficient and expensive skills required
    • Inability to asset share over different technologies

Functional test automation is broken! Source: Paul Herzlich, OVUM UK SlideAssurance with Intelligence 13.

  • Home grown frameworks built within organisations to meet business demands
  • Niche suppliers provide frameworks - try Google:
    • 34,400 exact matches for test automation framework
    • A few are now mature
    • Latest review by Paul Herzlich (OVUM analyst)
  • Market Leaders such as Mercury developing Business Process Tester (BPT)

Business analysts already using them, and use will grow This seems to be the tools industry direction now SlideAssurance with Intelligence 14. Where frameworks fit Assurance with Intelligence ManualTest Execution & Documentation UI Automated Test Execution ToolsTest Results Non UI Component Test Execution Harness Requirements Test Management Governance Project Management Analysis & Design Test Case Definition Automation Framework Test Case Documentation Test Requirements Sign Off 15. Test Process Improvement is a Waste of Time SlideAssurance with Intelligence 16.

  • I want to improve my ( insert any activity here )
  • _______ people improvement
  • _______ organisation improvement
  • _______ process improvement

How to improve Changing people (like me) and organisation (like my company) is so hard lets not even think about it SlideAssurance with Intelligence 17.

  • 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. Its a matter of skill and context.

The delusion of best practice Derived from No Best Practices, James Bach, SlideAssurance with Intelligence 18.

  • Google search
    • CMM 12,100,000
    • CMM Training 12,200
    • CMM improves quality 4
  • A recent 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)
    • 40+ recommendations, only 7 adopted they couldnt change
    • How on earth did they get through the CMM 3 audit?

The delusion of process models (e.g. CMM) SlideAssurance with Intelligence 19. SlideAssurance with Intelligence 20.

  • 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
  • Albert Einstein

But process models make improvement simple dont they? SlideAssurance with Intelligence 21.

  • A big problem with process is it becomes all encompassing
  • Process folk sell process and cast all things in terms of it
    • They ignore that people who are smart
    • Smart people succeed regardless 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?
  • Do YOU really want to be a production-line worker?

People need process? SlideAssurance with Intelligence 22.

  • I believe that a scientist looking at nonscientific problems is just as dumb as the next guy
  • It doesn't matter how
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