Experience Story: Implementing Test automation in your organization
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Test automation is omnipresent these days. Still, many organisations struggle with implementation. What tools do you select, do you allow teams to pick their own effectieve solution, or do you strive for a more cetralized approach. The answer lies in a carefull balance, where you allow new fit for purpose solutions to emerge, but reduce wildgrowth in the tool landschape. This presentation explains how we deal with testautomation at DeltaLloyd. In our different departments created working solutions, that are bundled in a Delta Lloyd broad vision on test automation. In our development we have , ie the test manager of Delta Lloyd with the external consultant , looked at how we could align supply and demand. We used the analogy of the fruit basket. Fruit represents the various types of test automation solutions. With business drivers as a starting point, we did prioritze de development of test automation solutions, use piloting to test the solutions in practize. When a pilot is finished susessfully it was made availble for the the other departments. The fruit is ripe and IT managers can pick it from the fruit basket, knowing that implementation will be easy and swift. The central organization provides solution, knowledge and support. The presentation will eloborate on the model. How does it help to define the fruit, and the support towards other departments. The presentation covers a wide range from tools, via required skills, resources & processes, upto the aligment with the business. For this we define 4 groups of people, the wholesale, gardener, auctioneer and Consumer, each with its own goals and skill set. In our presentation we want to share our approach. It benefits Delta Lloyds test automation and surely can help other companies as well.
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Experience Story: Implementing Test automation in your organization
- 1. 9 april 2014 Test automa3on in your organiza3on, put it in a basket Ard Kramer Derk-‐Jan de Grood
- 2. 2 A shared experience Ard Kramer • Testmanager Delta Lloyd Leven • @ard_kramer Derk-‐Jan de Grood • Principal consultant Valori • @DerkJandeGrood • hCp://djdegrood.wordpress.com/
- 3. Mission Statement We want effec3ve usage of Test Automa3on throughout the organiza3on 3 Convert Manual to Automated TesLng Re-‐usage of knowlegde and standarized approach Tool selecLon should lead to leading tool
- 4. Thou shall use this tool 4
- 5. 5
- 6. 6 Central versus/and/or Decentral approach?
- 7. 7 … or restricted ? Wildgrowth …
- 8. 8 Forces and expecta3ons TA Group Clear decisions TransiLon to operaLonal use Lower iniLal threshold Embedding in organizaLon
- 9. e Goals (ask de business) Quality Efficiency Time to Market
- 10. 10 Middelen Tastbare hulpmiddelen zoals tool, templates, manuals, etc Oplossingen ImplementaLe van middelen teneinde een doel te behalen Dialoog Zoektocht naar de juiste oplossing. Het bij elkaar brengen van doelstelling en oplossing Doelstelling Businessdoel zoals gedefinieerd door de business en IT managers Groene appel: Oplossing die reeds ontwikkeld is in andere divisie Rode appel: Niet bestaande oplossing Time-‐to-‐ Market Efficiency Minder problemen in PRD Businesscase Businesscase Businesscase Consument Veilingmeester Tuinder Groothandel Implementa3e-‐fasen I: Oplossings-‐ gedreven II: Vraag gedreven III: Oplossing en vraag gedreven InteracLe Aanbod gedreven Vraag gedreven
- 11. 11 What choice do you make?
- 12. 12 What tool to put in the spotlight ?
- 13. 13 There is in doing automated tests
- 14. 14
- 15. Simple steps: Make visible what you will do 15
- 16. Key process 16 TI PoC Ops
- 17. We did not need to sell it… 17 Value ApplicaLon A ApplicaLon B ApplicaLon C
- 18. 18
- 19. Are you ready for the real challenge… 19 Economische haalbaarheid Technische haalbaarheid Organisatorisc he haalbaarheid
- 20. 1. Welke applicaties komen in aanmerking 2. Welke Divisies willen graag aan de slag met test automatisering 3. Opstellen prioritering (roadmap met daarin TI, PoC en Operationele fase ingepland per divisie 4. MT besluit ter consolidatie 5. Inplannen TI sessies Economische haalbaarheid Technische haalbaarheid Test Analyst Test Navigator ART team Test Navigator ART team Support Operationele fase Test Analyst Businesscase MT sturing Eerste inschatting door IT/Test manager Commitment op prioritering en roadmap Organisatorisc he haalbaarheid Fine tunen BC op basis van PoC bevindingen Hamerslag operationele launch Support door ART team PoC (proef) faseVerkenningsfase PoC rapport Test Navigator In divsie Test Navigator ART team
- 21. Business Case 21 0" 20000" 40000" 60000" 80000" 100000" 120000" 140000" 160000" 180000" 0" 5" 10" 15" 20" 25" 30" 35" 40" 45" Totale'kosten' Aantal'testruns' Businescase'' Kosten"Handma4g" Kosten"Tool"X"
- 22. Give me the 10% most cri3cal tests in your testset NOW 22
- 24. 24
- 25. Roles and competences 25 Helpdesk 1. Locks (resources) 2. Windows 7 security settings 3. Tool configuratie: qtp licentie, alm client registratie, qtp-> alm connectiviteit 4. Vragen mbt add ons en ondersteuning 5. Password reset 6. Licentie uitbreidingen 7. Toevoegen nieuwe gebruikers 8. Nieuwe domeinen aanmaken 9. Back up en restore procedure 10. Evt defect procedure met gebruikmaking Hp defect module 11. Onderhoud mbt patches en nieuwe versies (Alm en uft)
- 26. Roles and competences 26 Helpdesk Forecasting Sharing Buying UpgradingLicence manager
- 27. Roles and competences 27 Helpdesk …. Coach Licence manager
- 29. v 29
- 30. 30 Other tools… Selenium Soatest VirtualisaLon NFT tesLng Other Ini3a3ves Projects require a different approach SCOPE !?!
- 31. WRAP-‐UP 31
- 32. Wrap-‐up Thou%shall%use%this%tool% 6" 32 8" What%choise%do%you%make?% 11" Middelen' Tastbare"hulpmiddelen" zoals"tool,"templates," manuals,"etc" Oplossingen' Implementa7e"van" middelen"teneinde"een" doel"te"behalen" Dialoog' Zoektocht"naar"de"juiste" oplossing."Het"bij"elkaar" brengen"van"doelstelling" en"oplossing" Doelstelling' Businessdoel"zoals" gedefinieerd"door"de" business"en"IT"managers" Groene"appel:"" Oplossing"die"reeds"ontwikkeld" is"in"andere"divisie" Rode"appel:"" Niet"bestaande"oplossing" Time2to2 Market' Efficiency '' Minder' problemen' in'PRD' Businesscase" Businesscase" Businesscase" Consument" Veilingmeester" Tuinder" Groothandel" Implementa=e2fasen' I:"OplossingsI gedreven" II:"Vraag" gedreven" III:"Oplossing" "en"vraag" gedreven"" Interac7e" Aanbod"gedreven"Vraag"gedreven" 1. Welke applicaties komen in aanmerking 2. Welke Divisies willen graag aan de slag met test automatisering 3. Opstellen prioritering (roadmap met daarin TI, PoC en Operationele fase ingepland per divisie 4. MT besluit ter consolidatie 5. Inplannen TI sessies Economische haalbaarheid Technische haalbaarheid Test%Analyst% Test%Navigator% ART%team% Test%Navigator% ART%team% Support Operationele fase Test%Analyst% Businesscase MT sturing Eerste inschatting door IT/Test manager Commitment op prioritering en roadmap Organisatorische haalbaarheid Fine tunen BC op basis van PoC bevindingen Hamerslag operationele launch Support%door% ART%team% PoC (proef) fase Verkenningsfase PoC$rapport$ Test%Navigator% In%divsie% % Test%Navigator% ART%team% TI# PoC# Ops# TA# Group# Clear#decisions# Transi2on#to#opera2onal#use# Lower#ini2al# threshold# Embedding#in#organiza2on# 12# There%is%%% % in%doing%automated%tests% Economische haalbaarheid Technischehaalbaarheid Organisatorischehaalbaarheid
- 33. Put it in a basket ? 33 Change needs speed, limited scope and visibility People know what they need People determine succes
- 35. 35 Ques3ons? Ard Kramer: Ard_kramer@deltalloyd.nl Derk-‐jande Grood Derkjandegrood@valori.nl
Notes de l'éditeur
- Succes factoren…are
- Super impose does not work… Still management wants to superimpose 1 tool.
- There is not one solution that fits all problems The ideal tools may vary over time and in each project
- Introduction: Tooling starts wiht big story, perfect tool, solution for everything, but in real it takes a year to get a little someting into operation. Deltalloyd: TA started on small scale, decentralized. Managing to large skill. This slide: Centralized: Big Entetprise tool for all. KPN: QC for all testers. Is this a succes. Yes, tooling availble for every project, No: no control over what is done with it, how it is used, no commitment. (it as option) Question: does the advantage outweight the investment ? Decentralized: each project its of solution.
- Two extremes: Many tools, free tools, e.g. Sticky keys example Disadvantage: No continuity, maybee more licentce cost, no sharing, not scalable Other side of the spectrum: All is regulated. Ourt expereince is that you need to listen to the teams, they rule the need. If you it right: People come look to your garden…how does he do it People want to learn and benefit from your knowledge (link with Succes is determined by people Oil stain model : shange small, quick and visible)
- The forces in the orgainsation Management likes firm decisions and aims for one tool, one approach 1b) Management has a high over set of goals, that are hard to measure and do not releate to TA in a one to one relation 2) Value is found in using TA and learning to use it so we need to lower the treshold (get people to want to try TA Help them to start using it operationaly Make it sustainable
- Ideal SOLL situation
- Who is using tools Transition from tools to The users The things they do with it So driven by need Learning there is already a lot of knowledge in the organsiation
- Rememer we wanted to lowr trashhold…. We believe this can be done by reusing knowledge and processes…therefor there is need voor repeativeness…preferred set of tools.
- No need for BC (other drivers…..?, MT seems to be convinced that we just shoud do it) First show results, postpone support organisation until there is a need ( (links with small, fast, visible) Linke with Change is in people, make them aware of the need first) This is why the fruitbasked did not got accepted. The model is still used by us, but not understood by our enviroment. True story, but not the right way of communicatie This contained a message wch we misunderstood: Maybe the organsiation is not a mature as we think it is. This showed later
- Insight: people know what they want…. A focus shift from tools to peole and needs….made us not to SELL but aling with the needs…they people found us… They were enthousastic about the solution, more than about the tool Main message: Sales was pushing the solution, but we noticed they cam to us with their needs.
- Install some soort of Quality gate
- Implemting in the organisation was more to do than just the tool. E.g. Organisatorische haalbaarheid Business case Mangement involvement Include management…who makes the decisions to do TA
- Link with earlier remark: Organisation might be less mature than you think…
- Implemting in the organisation was more to do than just the tool. E.g. Organisatorische haalbaarheid Business case Mangement involvement
- Basket is tool oriented solution…. But succes is deterimined by other factors…
- Basket is tool oriented solution…. But succes is deterimined by other factors…