'Striving For Quality In One IT Landscape' by Fabian Scarano
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In 2010 the Danish PBS and the Norwegian BBS companies merged into NETS converging into the leading provider of solution for payments, cards and information within Northern Europe. Each company had its test process defined, established, proved and operational. Denmark worked on a process, called OPUS, based on the waterfall model, classic, thoroughly defined and solid; whilst Norway defined and used their U04 process built on scrum principles, effective, result oriented and consolidated within the company. For a while both processes co-habited in happiness and harmony, developers, system architects, testers and users worked each comfortably with the existing approach from each side of the sea. One day management communicates that Nets will have one single IT-landscape, ergo one test process. At this time the saga of negotiating scrum through the laborious processes required in a waterfall-based organisation starts, whilst negotiating waterfall for scrum is kind of out of question - Not even a single hit in Google. Working on a common goal for defining test in a scrum approach and a waterfall model without getting stuck between departmental snags was an arduous task and demanded agile undertaking, my apologies for the epigram. The test team first priority is striving for quality, whichever path was taken. So this story does not finish with the test teams experiencing conflicts, management subjective or biased decisions and making fit together somehow the two processes. The main focus was directed towards quality full integrated in the project lifecycle, no matter the approach. At this point testers, business, process people, IT architect and developers had worked in partnership to achieve the “One IT-landscape” process and ensure quality in every phase: Squeezing two antagonist approaches into one single process, collaboration to achieve a common project lifecycle will set the basis for this presentation and further discussion.
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'Striving For Quality In One IT Landscape' by Fabian Scarano
- 1. Striving for Quality in One IT Landscape 1 Contribution to EuroSTAR 2011 Wednesday 23rd November , session W18 By Fabian Scarano
- 2. 2 Agenda Nets: Merge of 3 companies & subsidiaries Corporate strategy & IT principles One IT Landscape Project mandate One IT test process Approach to the Project Test principles Where are we today?
- 3. x - And Subsidiaries that became Nets The Merging Companies
- 4. Cards Payment & Information Services Financial Acquiring eSecurity Business units’ key solution areas (BU) Terminal solutions Transaction handling Acquiring of inter- national card schemes Electronic ID schemes eCommerce Clearing and settlement Acquiring of local schemes (DK) e-identity solutions Payment service providing Mobile solutions Acquiring of private label schemes Digital signature services Loyalty cards (merchants) Invoice services Value-added acquirer services Authentication solutions Pre-paid cards (merchants) Merchant portals Archive and document services Portals and VAS Merchant Solutions Transaction acquisition Acquirer processing & services Issuer processing & services ATM solutions & services Card scheme management Emerging payments
- 5. 5 Corporate Strategy Corporate Strategy Corporate IT Strategy Corporate IT Strategy Ensure stability & security Ensure stability & security Reduce costs & realise cost synergies Reduce costs & realise cost synergies Enable business growth & revenue synergies Enable business growth & revenue synergies IT ContributionCorporate focus areas A strategy at corporate level - Our IT strategy is anchored in corporate strategy The northen Europe leader in paymenet, cards and information services 1 2 4 3 Secure the trusted position - Safe and stable operations Improve operational fitness through synergy realisation Deliver on the potential of the three customer domains Go for Nordic break-through positions
- 6. 6 Corporate IT StrategyCorporate IT Strategy • Business Context and Success • IT Contribution • IT Principles • IT Governance • Enterprise Architecture • People • Sourcing Corporate IT strategy - Structured approach towards Nets’ business success Inspired by Gartner methodology, our approach is business driven – to help Nets to achieve its business goals.
- 7. 7 Demand: Expected impact 1. Secure the trusted position - safe and stable operations 3. Deliver on the potential of the three customer domains 2. Improve operational fitness through synergy realisation 2011 2012 2013 2014 Expectedimpact 4. Go for Nordic break-through positions - Timeline Projection of the Transformation Programme
- 8. 8 Anchored in corporate strategy - Selected by IT Management & Enterprise Architecture Team
- 9. Giving Birth to the New Test Process - Project Mandate Establish the basis of the MandateEstablish the basis of the Mandate 30. IT – Nets development methodologies Benefit: n/a Investment: inc. budget Q3 2010 – Q4 2011 24. IT – Nets project model Benefit: n/a Investment: inc. budget Q3 2010 – Q2 2011 24. IT – Nets project model Benefit: n/a Investment: inc. budget Q3 2010 – Q2 2011 Objectives Define, develop and implement Nets’ corporate common test process that: • Ensures compliance with the IT transformation programme • Supports quality and test of the corporate IT strategy • Focuses on business benefits at all stages and • Supports Nets’ core values Where the IT transformation programme defined the following requirements for the test process: • Flexible process that fits different needs • Must fulfil Nets common requirements to processes • Implementation of tools to support the process areas Objectives Define, develop and implement Nets’ corporate common test process that: • Ensures compliance with the IT transformation programme • Supports quality and test of the corporate IT strategy • Focuses on business benefits at all stages and • Supports Nets’ core values Where the IT transformation programme defined the following requirements for the test process: • Flexible process that fits different needs • Must fulfil Nets common requirements to processes • Implementation of tools to support the process areas
- 10. Understand In Nets any test initiative must identify its critical drivers to understand why the testing needs to happen Understand In Nets any test initiative must identify its critical drivers to understand why the testing needs to happen Prioritise AD/AM will prioritise testing to maximise benefit and reduce risk to the business Prioritise AD/AM will prioritise testing to maximise benefit and reduce risk to the business Nets’ Test Principles – Defined to support the IT Principles & be applied by all test initiatives Flexibility Aim to progress at all times, plan flexibility and eliminate dependencies. Flexibility Aim to progress at all times, plan flexibility and eliminate dependencies. Be ahead All test initiatives will strive to expose early discovery of flaws Be ahead All test initiatives will strive to expose early discovery of flaws Competencie s Nets will retain and acquire the necessary resources to get the right infrastructure in place Competencie s Nets will retain and acquire the necessary resources to get the right infrastructure in place
- 11. Legacy Test Processes - Two countries and two different methodologies PBS • Name: OPUS • Based: Waterfall development approach • Existing documentation: Templates 100% process coverage process description • Test tools deployed and used for all projects • Firmly anchored in the IT culture PBS • Name: OPUS • Based: Waterfall development approach • Existing documentation: Templates 100% process coverage process description • Test tools deployed and used for all projects • Firmly anchored in the IT culture
- 12. 12 OPUS
- 13. U04 Identify Test Scenarios Write test cases for the Sprint Identify TC to be run for the Sprint backlog Is there a change? Execute the Chosen Test Cases (req) Test Analysis Test Preparation Test Execution Acceptance Test Test Closure Test Model related to U04 -Development Model with test activities Understand requirements Start-up Execution of Sprint Production Choose
- 14. Approach to One IT Test process (1) –Basis to start the project Method • Scrum • Prince2 inspired Sourcing • Test Services department owns the project • Line manager takes the role of the business stakeholder • Reference group reviews the partial development • Project board, executive review and acceptance • Company’s Vice president is the sponsor Communication plan • Test Website • Test forum • Coaching • Training sessions Tools • Standard office tools • Sharepoint to bridge the two-locations gap Method • Scrum • Prince2 inspired Sourcing • Test Services department owns the project • Line manager takes the role of the business stakeholder • Reference group reviews the partial development • Project board, executive review and acceptance • Company’s Vice president is the sponsor Communication plan • Test Website • Test forum • Coaching • Training sessions Tools • Standard office tools • Sharepoint to bridge the two-locations gap
- 15. Approach to One IT Test process (2) • Define Project Plan • Resource allocation and workload (70,50,20,10,10,10) •How to involve the rest of the AD & AM units actively • Describe the backlog & play Poker • Define Sprints • Sprint planning Daily Scrums (twice a week) Sprint review and acceptance Retrospective • Implement first cut of the model • Define Project Plan • Resource allocation and workload (70,50,20,10,10,10) •How to involve the rest of the AD & AM units actively • Describe the backlog & play Poker • Define Sprints • Sprint planning Daily Scrums (twice a week) Sprint review and acceptance Retrospective • Implement first cut of the model
- 17. 17 One IT Test process Backlog Definition Pla yer Process Process Output Purpose Appr oved by Project Deliverables Comment How to demo Sprint starts Sprint stops Estimate Decide test strategy Test strategy To establish an agreement between the Test Manager, Project Manager and Project Owner about how the test assignment will be conducted. Process description Template for test strategy Good practices? Checklist for test strategy 1 8 Review requirements Accepted and baselined requirements To ensure that the requirements support the business process and include enough information to develop and test according to the business needs Process description Checklist 2 3 Test planning Test plan To describe and reach agreement with the PM and the central stakeholders concerning what is to be tested, when, where and by whom Process description Template for test plan. 1 5 Functional test preparation Test cases/test specification To specify how the functional requirements will be tested, in the case of system and Integration test, whilst the objective in UAT is to specify how the application supports the business needs and processes. Process description Example of test techniques Remember to cover all test levels (including acceptance) How test tools can support (ALM & QTP) Reusability of tests Candidate for split 3 13 Non functional test preparation Test cases/test specification To specify how the non-functional requirements will be tested Process description Example of test techniques How test tools can support (ALM & QTP etc) Reusability of tests 3 13 Prepare test schedule Test schedule To ensure preparation of a detailed list of tasks and the sequential order in which they should be performed. To enhance test plannig in general Process description Examples 3 2 Preparing environment and data Test environments Test data To ensure suitable environments configuration, generated data and transferred data for the planned tests. Process description Guidelines for data management In smaller projects, the description of the test environment and the test data can be written in the test plan 4 8 Review preparation Preparation phase accepted Ensure functionality coverage, data integrity, understandable texts, apropriate test design and alignment with the objectives of the project Process description Checklist 4 3
- 18. 18 One IT Test process Backlog Definition Pla yer Process Process Output Purpose App rove d by Project Deliverables Comment How to demo Sprint starts Sprint stops Estimat ed Thinking behind Backlog Definition – Abstraction process that showed “tricky”, whilst defining the backlog Automate tests Automated test suite To create and run atest automatically where that will make the testing more efficient Enhance the testware Good practices Guidelines for automation 5 Regression test(prepare and run) Test results (various) including defects described Ensure that the existing functionality works and performs as it did before the change Good practices Guidelines for regression tests Regression takes out of preparation phase and develops here 4 5 Testreport Test status report To inform management and stakeholders of status and risks according to plan. Marks the end of a test level or all test efforts with a recommendation Test (Summary) Report template Good practices 3 Run integration test Integration test report Assess the status of the solution in integration with it's environment using the plans, specifications and schedules. Template for test report Good practices Approval Approval documents To assess to which extent the acceptance criteriaare met Process description Template for acceptance doc Good practices Basis for acceptance Describe the variety of acceptance test and procedures Check contract 5 Compliance Compliance report Ensure that the solution is compliant with regulatory requirements Template for compliance report Good practices This item depends on the different areas Overlates til ADAM? UTGÅR
- 19. One IT Test Process: challenges • Describing a sound backlog • Working in two different countries and locations • Involving all company’s stakeholders • Processing review from the reference group • Anchoring the result throughout Nets • Parallel corporate initiatives with direct impact on the test process (i.e. Release Management) • Other process development not started (Project Model /Requirements) • Common use of the test tool • Describing a sound backlog • Working in two different countries and locations • Involving all company’s stakeholders • Processing review from the reference group • Anchoring the result throughout Nets • Parallel corporate initiatives with direct impact on the test process (i.e. Release Management) • Other process development not started (Project Model /Requirements) • Common use of the test tool
- 20. Where are we today?
- 21. Summary • Companies Merge Corporate IT Strategy • One IT Landscape One IT Test Process • Have a flexible process that can support Scrum and Waterfall methods • Project approach and challenges • IT Test Principles • Companies Merge Corporate IT Strategy • One IT Landscape One IT Test Process • Have a flexible process that can support Scrum and Waterfall methods • Project approach and challenges • IT Test Principles
Notas do Editor
- Bemærk, at der er inkluderet animationer i præsentationen for at fremhæve fokus på de enkelte elementer – prøvekør i presentation mode … og tilpas eventuelt efter særlige behov.
- We are three solid companies joining forces. Every company has a good reputation, and all have created success in their respective markets and business areas, both domestically and internationally. Now, we have created a new structure and appearance for the markets in which we operate. We will appear with two strong corporate brands: One of the main brand of the group, and a brand for our business and subsidiary, Financial Acquiring. As you already know, we have chosen to name our company Nets. To some of you, this might already be familiar, as it is a name BBS and PBS have previously used for some of our services. So, why is it that we have decided to use an existing name? There are many good reasons for this: Nets is a name whose meaning sums up our business very well. We are the invisible network that enables secure and seamless business in a busy world. Thanks to our expertise, businesses and individuals are able to focus on their core competences while they trust us to take care of the invisible backbone of society. What we do is critical to the modern society. It is a matter of fact that without us, modern business would not be able to exist. The name Nets sums this in a clear and understandable way. Furthermore, the merger between our corporations is part of a plan to remain a strong player in a market that is increasingly internationalising. This calls for a name that is easily read and understood in a number of languages, where once again; Nets is short and efficient. Also, in markets where we have previously used the name, it is filled with a lot of solid goodwill that will help us launch new services in these countries. These are some of the reasons why we have chosen to become Nets. There are certain brands that for various reasons will continue or will be rebranded with new names. Teller , our Financial Acquiring Business Unit will at the same time be an independent subsidiary. Teller consists of employees from the old acquiring business area from Teller and PBS International. The Teller symbol consists of three links in a chain. The parts symbolise the merchants, Teller and the banks. The colours represent the Nordic countries, while the name descends from Proto-Germanic, meaning «telling something in sequence» or «counting». In English, a teller is a person employed to deal with customers´ transactions in a bank. DanID will continue with only some minor adjustments (Nets DanID A/S). The reason is that NemID is a completely new brand that still needs the support of the DanID brand. Auriga will keep its name for the time being. The reason is that in Sweden, we currently operate with partially overlapping solutions and services, for instance in terms of processing of transactions. The national launch of the EMV standard is currently ongoing in Sweden, and Auriga can deliver a solution for cash registers and terminals which may easily be set up to read chip cards (IPOS).
- Corporate IT Strategy is anchored in Corporate Strategy Emphasis on the strategic decision that we have to do with a Coporate IT strategy We have drived the IT contribution from corporate business focus areas
- We emphasyse Nets business prioritisation, which has direct impact in IT prioritisation. 1 Build one integrated company, Develop: a. one company brand, platform, culture and values, b. common governance and corporate processes, c. common internal infrastructure for the company 2 Deliver on BU growth ambiitons & drive consolidation :a. drive BU growth ambiions, b. Establish a true Pan-Nordic market presence with focus on Sweden and Finland, c.Win major BPO deals, d.participate in the consolidation game 3. . Capture the full cost synergy potential : a. Deliver quick-wins and other non-IT synergies, b. Deliver the six defined must-do projects, c. Deliver one shared IT landscape. Investopedia .com “ the context of mergers, cost synergy is the savings in operating costs expected after two companies that compliment each other's strengths join. Read more: http://www.investopedia.com/terms/c/costsynergy.asp#ixzz1YIXCnYJE ” The savings in operating costs usually come in the form of laying off employees. Often this term is used in press releases to add a politically correct spin to bad news. Which has not been the case for Nets Read more: http://www.investopedia.com/terms/c/costsynergy.asp#ixzz1YIXVZHo9 4. Secure and develop our trusted prosition : a. Ensure stable, secure and efficient IT operations, b. Support the banking industry to build common infrastructure, c. Deliver critical projects, d. Perform current customer obligations and secure business volumes
- Ther eis a begining and an end
- There is a start and an end of the process
- Take the common elements in the two modelsto start with