Sogeti's Test Process Improvement model – TPI NEXT® – reflects the changes in today's business More on the TPI NEXT Model can be found in the book. The TPI NEXT tool also comes in different languages: Dutch, English, French, German, Spanish and Chinese (provided by Mrs. Dongmei Li and Mrs. Yuyang Liu. If you have not started improving your testing process, now it is the time to begin, and, with the TPI NEXT book at hand, it is now even easier to do so and to.

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Tpi Next Book

EXIN TPI NEXT® Foundation tests candidates on their knowledge of how to improve Elements of the TPI NEXT® model for Improvements Open book: No . TPI NEXT TPI is a 'test process improvement' model owned by Sogeti of the One chapter of the book is devoted to explaining how the model can be used in a . This new book is the follow-up of the “old” Test Proces Improvement (TPI) book. Ben Visser, one of the writers of the TPI® NEXT book, notices.

We, at Sogeti, are very proud of this success, but this does not imply that we can rest on our laurels. The business environment is continually changing and so are the demands on software testing. The strengths of the original model Key Areas, Maturity Levels, Checkpoints, Improvement suggestions and Stepwise improvement have been kept and been made even stronger. The improvements that make this new model truly business—driven are the Clusters and the Enablers. However, the Business Driven TPI model is independent, so no matter which test method is used, the TPI approach can be applied under any circumstances. But if you are already on the way to making improvements, a close look at BDTPI will help you focus even more on your goals - namely bringing business value to your organisation! The team of authors who, using the experience and ideas of many testing professionals, created this business-driven approach to Test Process Improvement. From left to right: This picture was taken by project leader Rik Marselis. All rights reserved by Capgemini.

Furthermore the stakeholders play a distinguishing role in the Planning and Control phase of TMap. Level Seq. Checkpoint C 1 The principal stakeholder is defined not necessarily documented and known to the testers. It is important for the test process to acknowledge the person issuing the assignment.. This can be the project manager, often employed by or appointed on behalf of the user organization.

The chapter 5. By signing the test plan the principal stakeholder grants the resources. Budget for test resources is granted by 5. This is a validation check: It is not further addressed in TMap. Although the risk assessment is not really a responsibility of the test process see also TMap Next, page , lines , it is an absolute must for the test strategy. Therefore the PRA is described in detail in Chapter 9. In TMap some stakeholders are described as 'acceptants' The chapter describes the vital communication loops between stakeholders and test process see 'The steps in the business driven test management approach, p.

TMap states that " the test manager also ensures that he is well informed of the developments beyond testing, such as delays in development " Not explicitly described in TMap Next. The principal stakeholder is responsible for a documented product risk analysis the input for the test strategy. All relevant stakeholder are defined not necessarily documented and known to the testers. Stakeholders actively acquire information on the quality of both the test process and the test object.

Checklist "PRA interview" 5.

Also read: TMAP NEXT EBOOK

The stakeholders proactively take action on aspects that affect the test process. This includes changes in the delivery sequence of the test object and changes in the project scope. Line management acknowledges that test process improvement comes with the need for increased learning time for which resources are provided.

Stakeholders are willing to adapt their way of working to suit the test process. This includes the software development and requirements management. TPI and TMap Next integrated What to improve and how to do that 3 An adapted way of working by the stakeholder to suit demands of the test process is jointly evaluated by the test organization and the stakeholder. Not explicitely described in TMap Next. Aiming at keeping the test activities as short as possible on the critical path of a project and detecting the most critical defects as early as possible, all of Tamps activities are geared towards early and tight involvement of testing in the SDLC.

This is described in great lines in Chapter 3. The test assignment, scope and 5. Test activities are started early, timely before test execution, with the goal of keeping the test activities of the project's critical path.

A tester is involved in project planning: A tester is involved in the analysis and mitigation of overall project risks. Note that TMap does not describe this responsibility towards project planning explicitly. By determining and communicating the projects risks and its mitigation measure for the test process, the tester contributes to the mitigation of project risks.

The Checklist helps to compose a checklist for assessing the test basis. Testers are actively involved in optimizing the test basis more than a testability review , in which the object under test is described.

The test process needs to ensure and support the cycle of review - defect reporting rework - evaluate the test basis. The test team is involved in the evaluation of the project.

The lessons learned from the test process are valued and used for the set up of future projects. The test team has an undisputed part in all relevant development activities, being accepted and valued.

TMap Chapters 5. Checkpoint C 1 2 The principal stakeholder agrees with the documented test strategy. The test strategy is based on a product risk analysis. TMap Guidelines P. There is a differentiation in test levels, test types, test coverage and test depth, depending on the analyzed risks.

The stepwise determination of the test strategy is described in the chapter. TPI and TMap Next integrated What to improve and how to do that 4 For retests and regression testing a simple strategy determination takes place. All relevant stakeholders agree with the defined and documented test strategy.

Related Post: NEXT BOOK GAME S

The overlap or gaps in test coverage between test levels or test types are well considered. The test strategy includes adequate test design techniques.

The process of creating the test strategy is evaluated regularly and, where necessary, adapted for future use. The test strategy itself is evaluated against metrics on incidents that occur in production. The organization of the test process is addressed in several chapter of TMap. The roles, tasks and responsibilities are described in 8. The different structures of an organization can be found in 8. Checkpoint C 1 People involved know where to find the persons or department responsible for test services.

TMap Guidelines 8. TPI and TMap Next integrated What to improve and how to do that 2 There is a structure of control and accountability within the test organization. Test tasks and responsibilities are defined and documented and are assigned to a person or organizational unit. The products and services of the test organization are clear to its clients. Different persons or departments that provide test services reconcile the organizing of their test work.

The test organization provides the agreed test resources and services to the projects. A well considered choice has been made as where and how to position the test organization.

The test policy is followed. The products and services of the test organization are regularly evaluated; new services are added when they are cost-effective. The test organization is held accountable for success and failure of test assignments. The test organization performance is regularly compared with external suppliers or similar test organizations. The major part of this Key area is described in the activities of the Planning phase 5. Checkpoint C 1 Every team member is aware of decisions being made and of internal progress.

The test team actively gathers relevant information from stakeholders. It is possible to trace back points of action, agreements and decisions of the test team. The test team deliberates with stakeholders about progress, product quality and risks and signals proactively potential delays as well.

The test team identifies which information needs to be shared with which stakeholder. The test team participates in relevant meetings with other stakeholders. The test team has the different communication means necessary to its disposal to communicate with its stakeholders using an appropriate form. Best practices and lessons learned regarding communication and its efficiency are evaluated during and at the end of a test project for future purposes. The organization investigates the use of new means of communication and defines policies.

The reporting frequency and content matches the basic demands of stakeholders for the decision making process. Reporting is done in writing. Fulfilling the reporting demands of stakeholders, needed for an efficient decision making process, is balanced against the effort for providing it.

The reporting contains trends and recommendations concerning test process progress and project risks. The reporting contains trends and recommendations concerning test goals and product risks. Setting up, planning, monitoring, controlling and steering the test process is described in the sections Planning phase 5. Checkpoint C 1 At the start of the test project a test plan is created. The test plan includes at least the test assignment, the test scope, the test planning, the roles and responsibilities.

TMap Guidelines Ch. The test plan is agreed with the principal stakeholder. Each test activity is monitored and when necessary adjustments are initiated. The test plan is agreed with the relevant stakeholders. Anticipated Deviations of the test plan are discussed with the principal stakeholder and other relevant stakeholders.

Adjustments to the test plan are documented. The test lead has a delegated mandate for the re- allocation of resources. TPI and TMap Next integrated What to improve and how to do that O 1 Test process management is regularly evaluated, internally by the test organization and with stakeholders.

Lessons learned from earlier test projects are used for improving test process management. Estimation techniques can be found in Chapter 11 Estimation techniques. The planning aspects of the test process are described in the sections about Planning and Control Chapters 5 and 6. Checkpoint C 1 2 For test effort estimation, simple techniques are used such as ratios.

For each test activity there is an indication of the period in which it runs, the resources required and the products to be delivered. Activities to be identified are: The dependencies between test phases or test activities are plotted in a test planning.

A certain overlap of test phases and test activities is allowed.

Test Process Improvement | TMap

Test estimations and test planning are discussed with the principal stakeholder. To be as accurate as possible, at least two estimating techniques are used. TMap Guidelines Metrics are used to support the estimating and planning activities.

The test planning includes a testability review of the test basis and the evaluation of the test project. The test planning includes the conservation of testware for future reuse. A set of estimation techniques and principles are maintained at an organizational level.

The how, what and why of collecting, analyzing and management of statistical information is addressed in chapter 12 Metrics. Checkpoint C 1 In the test process metrics are defined and used to estimate and control the test project. The necessary input for the metrics is recorded uniformly and the defined metrics are systematically stored. The input data for metrics is provably accurate.

TMap Guidelines 13 Metrics TPI and TMap Next integrated What to improve and how to do that E 1 The required effort to collect, analyze and value the necessary data is measured against the benefits. Collecting metrics does not conflict with the progress and quality of the test process. In the test process metrics are defined and used to measure the efficiency of the test process. Conclusions coming from analyzed metrics are discussed with stakeholders and are acted upon.

The way metrics contribute to the information need is monitored. Changes in information need lead to new or optimization of metrics. Chapter 12 Defects management describes the different aspects of handling defects.

Checkpoint C 1 2 The defect lifecycle is defined including a retest and applied. The following items are recorded for each defect: For further handling of defects the responsibilities are defined.

TPI and TMap Next integrated What to improve and how to do that 4 All those involved in assessing and solving defects have access to the relevant defect management tool. The defect management tool enforces the authorization structure for status transitions of defects. The defect administration lends itself for extensive reporting possibilities, which means that reports can be selected and sorted in different ways.

Trends are identified.

For this, more information is recorded about a defect, the subsystem, priority, program and version, test basis and version, root cause, all status transitions and problem solver. A set of guidelines for defect management is provided by the line organization or project management, and used for each test project. Defect management is the responsibility of the line or project organization, where the test process provides the necessary data.

Defects are analyzed for common properties and recommendations are made to avoid future defects. The handling of testware products of the test process, both input and output is described with the activity in the planning phase Organizing the management 5. Checkpoint C 1 The test basis, the test object and all testware are identified by name and version. Each test case is related to a test basis document in a transparent way.

The test team has access to all items under testware management. The procedure by which testware, the test basis and the test object are managed is explicitly laid down and known to the test team.

The test basis, the test object and all testware are referenced by name and version. Traceability is provided between test cases and the requirements. Testware management is supported by a logical storage structure, roles and an authorization structure. It is agreed at test project start and rethought during the test project which testware will be conserved at the closure of the test project.

Guidelines for conserving testware for reuse are available and the reuse of testware is measured. TPI and TMap Next integrated What to improve and how to do that 3 At the end of the project, the testware that will be handed over to maintenance is easily separable from the testware that is not going to be maintained.

TMap in itself is a methodology and guideline for testing and can be used as such. How the methodology can be practiced and applied is described as well in detail. The test process follows a documented 6 Acceptance and system tests test method: The test method fits the development method applied by the project. The test projects consider the implemented test method to be of practical use.

The test method describes for all test activities the goal, the responsible role, any techniques to be used and preconditions. A complete and comprehensive set of templates is provided as part of the test method. Mandatory, conditional and optional elements of the test method are indicated. Test teams structurally provide feedback regarding the test method. The implemented test method is continuously enhanced and improved. The tasks, responsibilities, skills, competences are described as a supporting process in chapter 8.

The supporting 'roles' for testing are described in chapter 16 Test roles. Testers are familiar with the adopted test method and they apply it. All required expertise - whether industry, business or technical - is available to the test team. Testers are regularly evaluated on specific testing skills as well as general IT abilities in an employee performance appraisal.

Testers can explain the rationale behind chosen techniques that have been applied. TPI and TMap Next integrated What to improve and how to do that 3 Test personnel enjoy their job and have a good relationship with other skill groups in the project.

Test tasks are defined, allocated and executed in line with expectations. Testers actively participate in Special Interest Groups, attend test seminars or read test literature to keep their skills up to date.

TMap Next and TPI Next Related

Test functions are part of the organizations Human Resource Management and personal career development. Testers strive towards accountability and responsibility for their own work and continuous improvement of their work process.

Deriving test cases form the test basis requires specific techniques. They are described in detail in chapter 14 Test design techniques. Checkpoint C 1 2 The test cases are recorded on a logical level.

The test cases consist of a description of: The test cases provide insight into which part of the test basis, describing a specific system behavior, is subject to the test. TPI and TMap Next integrated What to improve and how to do that E 1 The test cases are understandable to and maintainable by peers within the test organization. The coverage level of the test basis as reached by the test cases - is known. Formal test design techniques are used to design test cases.

Checklists are used for the testing of quality characteristics for which no test cases can be designed. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. The test strategy is used to achieve adequate balance between analyzed product risks, test coverage and available efforts and resources, involving all stakeholders. The method of the test strategy is maintained well to ensure easy and valid application.

Tapani Aaltio: The test strategy is based on product risk analysis. All relevant stakeholders agree with the documented test strategy. The overlap and gaps in test coverage between test levels or test types are well considered. The process of creating the test strategy is evaluated regularly. The test strategy is evaluated against metrics on indicents that occur in production. Investigate possible overlaps between different test levels. Consider combining test levels, if possible.

Define the role of Test and Evaluation Coordinator, to co-ordinate and monitor all test and evaluation activities.

TPI NEXT® Foundation

Optimizing Tapani Aaltio: Requirements Management and Project management Tapani Aaltio: Time Tapani Aaltio: Back-up Slides Tapani Aaltio: You just clipped your first slide! Clipping is a handy way to collect important slides you want to go back to later. Now customize the name of a clipboard to store your clips. Visibility Others can see my Clipboard.

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