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Tcoe team
1.
| ©2011, Cognizant ©2011,
Cognizant Image Area6th Sept. 2011 AMEX Pega Testing â Moving towards TCoE
2.
| ©2011, Cognizant ©2011,
Cognizant 2 ïŒ Cognizantâs Pega Testing footprint in AMEX ïŒ Why move to a TCoE? ïŒ Core-Flex model of Resourcing ïŒ Appendix ï§ Case studies Agenda
3.
| ©2011, Cognizant|
©2011, Cognizant3 Cognizantâs Pega Testing Footprint in Amex
4.
| ©2011, Cognizant|
©2011, Cognizant Cognizantâs footprint of PEGA engagements with AMEX Delivered Engagements âą ECM EMEA Release 1 & Release 2 âą ECM EMEA R1 & R2 Reporting âą B2B RCubed âą Global Merchant Services âą Online Merchant Services âą iCruse âą ECM Disputes â CRs âą GCM Acquirer - CRs Ongoing Engagements âą GCM GDN âą System Assurance - UAT âą iCruse â BAU âą OMS Support âą ECM Disputes â CRs âą GCM Acquirer â CRs Services provided âą Functional Testing âą Integration Testing âą Report Testing âą Test Data identification âą Regression Testing âą Automation Testing âą Performance Testing âą User Acceptance Testing âą Business Acceptance Testing âą E2E Test Management What we noticed? ïŒ Different SDLC models followed : Iterative model followed in ECM, while B2B adopted SmartBPM then Iterative. ïŒ Differences in testing approach: Risk based testing followed in ECM ïŒ Automation testing : Adopted in ECM release 1, Benefits accrued in Release 2. ïŒ Comprehensive status reporting followed in ECM R1 ïŒ Common Challenges: ï§ Requirements Management ï§ Change Management ï§ Test Data identification & preparation
5.
| ©2011, Cognizant|
©2011, Cognizant5 TCoE Evolution: Where are we today? Business Unit Business Unit Business Unit People People People Process Tools Process Process Tools Tools Development / BA led Testing Business Unit Business Unit Business Unit People People People Project led Independent Testing Process Tools Business Unit Business Unit Business Unit People People People Automation Shared Services Model Performance Tools Process QA/ Testing is part of Development Independent QA for each project separately QA/ Testing as a service QAcosts not tracked Cost Tracked& Managed Costof Qualitydriven TCoE No separate function for QA QA is a separate function, but each project is treated separately QA is a separate function providing shared services
6.
| ©2011, Cognizant|
©2011, Cognizant6 Why move to a TCoE Model? ïŒ Where do we want to be? ïŒ Key Elements of a TCoE? ïŒ What is different for Pega Testing? ïŒ Benefits of moving to a TCoE
7.
| ©2011, Cognizant|
©2011, Cognizant Why move to a TCoE model? 7 Software Quality Organization ⹠Varied methodologies, processes, tools, infrastructure and metrics across groups ⹠Little or no sharing of resources and knowledgebase; Resource management (on-boarding, ramp-up and release) processes have to be managed by each project ⹠Number of software licenses that can be used is typically lesser that what is needed, due to cost considerations; extensive use of Microsoft Excel ⹠Consistent methodologies, processes, tools, infrastructure and metrics across groups ⹠Centralised work management & resource planning in Core-Flex model ⹠Shared Infrastructure and tools. Maintenance and upgrade costs shared across projects Decentralized Testing Organization App 1 Development Team Testers Testers Testers Development Team Development Team Testing Tools Testing Tools Testing Tools App 2 App N Resources Knowledge Repository Common Tools & Infrastructure Standard Processes Structured Software Testing Testing Center of Excellence Centralized Testing Organization The need for QA Centralization
8.
| ©2011, Cognizant|
©2011, Cognizant8 TCoE Evolution: Where do we want to be? Business Unit Business Unit Business Unit People People People Process Tools Process Process Tools Tools Development / BA led Testing Business Unit Business Unit Business Unit People People People Project led Independent Testing Process Tools Business Unit Business Unit Business Unit People People People Automation Shared Services Model Performance Tools Process QA/ Testing is part of Development Independent QA for each project separately QA/ Testing as a service QAcosts not tracked Cost Tracked& Managed Costof Qualitydriven TCoE No separate function for QA QA is a separate function, but each project is treated separately QA is a separate function providing shared services
9.
| ©2011, Cognizant|
©2011, Cognizant Key Elements of a TCoE 9 CentralizedQA ïŒ Single test organization with defined governance model ïŒ Benchmarks for productivity and SLAs based on metrics gathered over time ïŒ Centralized resource management (Core-Flex team) for efficient demand management ïŒ Common processes for On-boarding, training & competency development ïŒ Standardized templates, guidelines and checklists across STLC ïŒ Framework based test automation that is used across projects ïŒ Centralized license management for testing tools ïŒ Test environment management ïŒ Centralized test data management ïŒ In-house product and technology specialists who serve as âgo-toâ gurus for all projects
10.
| ©2011, Cognizant|
©2011, Cognizant TCoE Ecosystem (Future State) 10 Test Planning & Estimation Test Design & Build Test Execution & Management Test Reporting SLA / Metrics Management Test Program Management Testing Centre of Excellence TCoE Business Development Infrastructure Services Business process definition Provide/validate/signoff requirements Recommendations to Change Control board Environment Management Test Data Management Release & Configuration Management Project Management Office Strategic Planning & Governance Budget Allocation Overseeing TCoE SLA adherence Inter group relationship of TCOE with external groups Process Team* Process Definition/ Maintenance Metrics Institution Test Process Training Continuous Process Improvement Best Practice Implementation Tools standardization Tools administration Tools support Automation/NFT* Proof of concept Standards & Guidelines Feasibility Analysis Technical Consultancy Reusable Frameworks Core-Flex resourcing Standard process & Frameworks Common Tools, Infrastructure & Automation Solution Accelerations/ Best practices Governance structure Application Development Maintenance/ Enhancements Defect Fixes Cognizant Test Tools COE* Functional Testing Regression Testing Performance /Load Testing Automation Testing UAT Support Service Spectrum AMEX * Refer to Appendix for details about each team
11.
| ©2011, Cognizant|
©2011, Cognizant Pega TCoE â what is different for Pega, that makes it necessary to have a dedicated TCoE? 11 CentralizedTCoEforPega ïŒ Available models include Waterfall, Iterative, Agile and Pegaâs own Smart BPM approach. By standardizing the model, it is possible to optimize processes, tools and templates and derive benchmarks for reference SDLC Model Team composition ïŒ In addition to Business Analysts, the team needs to include Pega specialists who understand Pega PRPC product and have prior experience in Pega Testing Test Strategy ïŒ Pega Testing is much more than UI based functionall testing. It is important to know how to test Rules and Workflows, how to test web-services, how to focus on specific flow paths for test execution during different stages of application development, how to rules that are data intensive, and how to use tools / utilities with Pega ie AUT, TMF, PAL etc Tools & Automation ïŒ For some needs, Pegaâs own tools i.e AUT, TMF, PAL, PLA are recommended, whereas other tools like QTP and Cognizantâs proprietary tools like ADPART for Pega , CRAFT, TCGEN work better in other cases. Knowledge how each of these tools work is therefore critical Change Management ïŒ It is common to find requirements evolving frequently in Pega projects. With changing requirements, it is necessary to identify changes in test scenarios immediately, and continuously maintain regression test scripts. Tools like ADPART for Pega can be used to deal with this challenge very effectively
12.
| ©2011, Cognizant|
©2011, Cognizant Benefits of moving to a TCoE model? 12 ï Testing is delivered as a Shared Service, i.e, Functional Testing, Automation Testing, Performance Testing across projects, thus reducing the cost of testing to each project ï Common pool of experts is leveraged by all projects ï Enables enterprise wide adoption of frameworks for Automation Testing â thus reducing cost of script maintenance due to product upgrades (ie Pega 5.5 to 6.2) ï Having a common knowledge repository ensures each project team does not go through the same learning curve separately. Optimised Resourcing Central Repository Common Tools & Infrastructure Standard Processes âą Higher system quality âą Better planning & estimation âą Rigorous metrics collection âą Continuous process improvement âą Lower labor costs through optimised utilisation of resources âą Dedicated team builds expertise over time âą Reduced effort through reuse of common frameworks, templates, and data repositories âą Maximised test automation âą Optimized tool licensing requirements âą Institutionalise knowledge âą Better test coverage âą Efficient knowledge transfer
13.
| ©2011, Cognizant|
©2011, Cognizant13 The Core-flex model of Resourcing ïŒ Core-flex model ïŒ Governance Structure
14.
| ©2011, Cognizant|
©2011, Cognizant14 Core Flex Resourcing Model 1. Staffing is done based on demand projections and average productivity observed on a quarterly basis 2. In case of ramp-up in Core team, flexi team resources at offshore would be moved to core, and new associates inducted in flexi team
15.
| ©2011, Cognizant Capacity
Planning in the Core-Flex model The capacity model is built on ï§ Fixed Requirements â i.e. core team of fixed number of resources having identified skills ï§ Flex team to support short term requirements for scaling up at short notice (typically up to 10% of core team size, provided core team size > 25) ï§ Timely Demand Forecasting ï§ Factoring a minimum lead time for ramp-ups (Ramp-up of Core team is done by moving resources from flex team, and replenishing the flex team within 6 to 8 weeks typically) ï§ Floor and Ceiling Limits 15 Fixed Capacity 1,680 hours per month Forecasted demand based on 3 month rolling forecast Ceiling Limit (Forecasted demand + 10% of fixed capacity) Floor Limit (90% of forecasted demand)
16.
| ©2011, Cognizant|
©2011, Cognizant Core Flex Resourcing Model 16 Tiers Capacity Slab (Person hrs/ Month) Equival ent FTE slab Resource Mix (Person hrs / Month) Onsite/Offshore Ratio Flex Team at offshore ON OFF ON OFF OFF 1 2496 15 480 2016 19% 81% - 2 4168 25 640 3528 15% 85% 2 3 6680 40 800 5880 12% 88% 4 4 10032 60 960 9072 10% 90% 6
17.
| ©2011, Cognizant|
©2011, Cognizant Steady State TCoE Governance Structure 17
18.
| ©2011, Cognizant|
©2011, Cognizant TCoE â Cognizant/AMEX Roles & Responsibilities 18 ï§ Cognizant will assume delivery ownership and strategy/ planning/ execution/reporting for all testing activities done as part of the TCoE ï§ AMEX will have ownership of SME support activities and Supplier Coordination ï§ * Cognizant to partner with AMEX for formalizing strategies and help implement Vision, Policies and procedures and Budget allocation, as well as Release Planning, and Business Prioritization ï§ ** Cognizant to help AMEX with Environment Management and Configuration Management, by leveraging existing/proposed Cognizant presence in those areas ï§ Program management, Risk management and Communication Management will be shared responsibilities * Vision, Goals & Objectives * Policies & Procedures ** Environment Management * Release Planning * Budget Management Supplier Coordination Business Analysis & SME ** Configuration Management * Business Prioritization Program Management Risk Management Communication Management Manage & Deploy Resources Estimation PMO Reporting KPI Tracking Performance Management Test Strategy/Planning Test Design/Execution Defect Management AMEXCognizantShared Tool Administration
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©2011, Cognizant Thank you 19
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©2011, Cognizant20 Transition Approach: ïŒ from current state to TCoE ïŒ from incumbent team
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©2011, Cognizant Typical TCoE Implementation Timeline* 21 Metric s benchm arked Pega Testing as a service offered to BUs Decentr alized state Define Basic Processes Identify initial set of applications to be brought under Pega TCoE Knowledge Transition Environment Set-up & access creation Configuration of reusable assets Execution and base-lining Quarterly Demand forecasting M0 M1 M2 M3 M4 M5 M6 M7 M36 * Indicative sample only. Actual timeline will be formalized after more details are gathered Consolidation at Enterprise Level Transition from incumbent team Define guidelines and frameworks
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©2011, Cognizant Vendor Transition - Overview 22 Cognizant Incumbent Entry criteria ⹠SoW signed ⹠High level KT Plan shared ⹠KT team identified ⹠Draft KT document reviewed ⹠Tester logins created ⹠Separate instance for Cognizant testers ⹠All existing test cases executed at least once ⹠Test Management processes defined Scope ⹠Business Processes ⹠Application & Interfaces ⹠QA Environment ⹠Test Mgnt processes ⹠Identified set of test scenarios (business critical) ⹠Testing of batch processes ⹠Full scope of application & Interfaces that are available in QA environment Exit criteria ⹠Draft KT document prepared by Cognizant ⹠Gaps (between application and test scripts) identified ⹠Metrics for test cases executed by Cognizant team ⹠Updated gap analysis document ⹠Ongoing assessment through agreed metrics and delivery review How is it measured? ⹠No of topics covered, hours of KT ⹠Productivity ⹠Defect Leakage ⹠Any other metric specifically agreed Cognizant understands existing processes and application under the supervision of existing team Cognizant will undertake execution of majority of test cases in steady-state Test Execution by Cognizant team on trial to validate knowledge gained Shadow Share Lead
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©2011, Cognizant Appendix ïŒ Case-studies 23
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©2011, Cognizant Experience in setting TCoE for leading Industry Players 24 Healthcare Customer Profile Peak Team Size One of the largest U.S. health plan 450+ 3rd largest health plan in the U.S. 350+ One of the largest Blues 180+ One of the largest clearing houses 100+ TCoEs Life Sciences Customer Profile Peak Team Size One of the largest Pharma co. 250+ One of the oldest EU Pharma co. 50+ Insurance Customer Profile Peak Team Size A Fortune 100 insurance company 150+ The largest U.S insurance company 250+ U.S based Intl. fin. Servicers firm 100+ Leading fin. services product co. 150+ Top 3 fin services co. of U.S 200+ Banking & Financial Services Customer Profile Peak Team Size Leading UK based financial group 800+ One of the oldest fin. services firms in the world 350+ One of the largest banking and insurance group in UK 350+ Switzerland based fin. services Org 250+ Large U.S saving bank holding co. 100+ Communication, Media and Entertainment Customer Profile Peak Team Size Leading Telecom Equipment vendor 70+ Leading Broadband Service provider 30+ Large legal solutions and risk analytics company 250+ One of the worldâs largest information co. 150+ Rich experience establishing large scale TCoEs across more than 30+ clients globally Technology Customer Profile Peak Team Size Online stock brokerage fin. service co. 120+ Largest Software Products co. 100+ Largest Engg Design Software Co. 70+ Retail, Travel & Manufacturing Customer Profile Peak Team Size U.S based Internet travel company 150+ World's largest office supply retail store chain 100+ One of the largest Manufacturing conglomerates 100+ ? ?
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©2011, Cognizant Project Summary âą Business Objective: ïŒImplementation of a Credit Cards Dispute Management Application at the Acquirer end ïŒEliminate existing manual processes like case creation, case processing etc. ïŒAutomate processes by implementation of the Pega PRPC Enterprise Case Management system âą Testing carried out in various business centers and Markets. âą 2 cycles of Testing in 6 months to perform confirmation and regression testing to ensure that the product meets requirements âą Used Quality Center 9.0 for Test management tool, QTP 9.2 for Automation and Load Runner 9.5 for Performance Testing âą Technology Stack: âą PEGA Rules based Testing âą Functional Testing âą Integration Testing âą Regression testing âą E2E Testing âą UAT Support âą Performance Testing Key Modules PRPC âą SSO Agent Login âą Get Work & Search Case âą Retrieval Requests âą Charge backs âą Financial adjustments Scope I wanted to share with you all the very positive feedback we have received from the UAT testers. Big wins on two fronts: Testing Training â really engaging, useful, enjoyable; ECM System: really useable, easy to navigate, professional, barely need training its so easy. We had a bunch of seasoned users who are not easily impressed by things - to get this kind of feedback is a resounding success! WOW!!!!!! Manager, Strategic Project Implementation Just wanted to say thank you to all the Team for their tremendous effort and getting this back on track Director, World Services Technologies Automation Coverage âą ~40% of System Test Cases were automated - More than 50% reduction in Test Execution time âą Reusable automation framework resulting in ~30% reduction in script creation effort Client Benefits Multi Market Testing âą Airlines âą British Airways âą Lufthansa âą Pay pal âą Highways Team Composition âą 1 Onsite & 6 Offshore Test Analysts âą Specialized PEGA Testing team comprising of Manual, Automation and Performance Test Analysts âą Automation of 90% of the manual Credit Card dispute processes using PRPC âą Significant reduction in case processing time âą 76% of defects were identified before UAT, ensuring stability of the application âą 0% production defects âą 18% defects were raised in the Rules Testing phase ïŒ PRPC V5.5 SP1 ïŒ IBM Web-sphere Portal ïŒ V6.x.x, JDK 1.4.2, ïŒ IBM DB2 database Applause Integration with âą GC&S (Case creation) âą OpsNet & Towerscan (Image storage) âą Unitech (Case validation) PRPC Testing â Global Financial Services Company 25
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©2011, Cognizant NoofTestCases 6.797 1.984 2.094 11.5 0 5 10 15 0 10 20 30 40 50 60 High Medium Low Info 23 53 42 12 0 200 400 600 800 1000 1200 1400 PRPC functional GC&S OpsNet / Towerscan Unitech Financial Adj. 1382 107 59 3 3 Performance Testing Automation coverage 0 500 1000 1500 Cycle 1 Cycle 2 Automation Manual Manual versus Automation Coverage Optimized Delivery 0 500 1000 1500 2000 Time in secs Test Execution Productivity Defects by Severity Defects by Priority 23 57 50 High Medium Low 1554 test cases designed and executed across various modules 76% defects identified before UAT 26 PRPC Testing â Global Financial Services Co. âŠcontd.
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Centre of Excellence - Large Financial Services Provider 27 Cognizant Solution Cognizant performed a strategic assessment of the clientâs testing organization and established a dedicated Testing Center of Excellence (TCoE) which encompasses resources from both the client and Cognizant jointly addressing the testing needs of the client. The client identified the need for a dedicated Testing Center of Excellence (TCoE) for catering to the testing needs of all its IT systems and applications as well as to centralize its testing processes and inculcate best quality practices across the organization. Background Scope of the TCoE Project Highlights Effort Details âą 2 Years elapsed time & Ongoing âą Peak team size: 147 ï§ Onsite â 31 ï§ Offshore â 116 Key LoB âą Customer Ops âą Employee Benefits Applications Tested âą Microsoft CRM âą Policy Admin System âą Mainframe and Web Applications
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Centre of Excellence - Large Financial Services Provider 28 Productivity: Automation resulted in over 90% of effort and over 80% of cost savings Resourcing: Established core + Flex staffing model which enabled staff ramp up to 63% in 2 weeks Quality: High test case coverage and continuous process improvements ensured a very high quality of deliverables Balance Scorecard: Establishment of a Balance Scorecard with Key Performance Indicators (KPIs) covering Budget, timely delivery, Quality and CSAT. Risk Based Testing (RBT) : Cognizant has also developed a Risk based testing model for the client to reduce the overall testing cost by optimizing the number of test cases and reducing the testing cycle time. Client Benefits Cost Savings through Automation Risk Based Testing Approach
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Branch New feature on independent branch Release Versions Targeted Release Unit Test -> QA approval for merge Enhancement to existing feature cut from branch Uprevâs , synch upâs btw branches Final Merge, ownership transfer to Main Merge with Main Trunk, transfer of ownership to client Merge âą A Branch is cut from main trunk (code which is in prod) âą New feature is developed on independent branch âą QA signoff/ release before an enhancement/ feature can be merged with the Branch âą After promotion to trunk, regression test done on trunk âą Minimum Acceptance Tests after regression test Branch & Merge Strategy Test Planning in Agile model for an e-trading leader 29
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