Evolving an organization to use more agile techniques often means re-evaluating the role of dedicated QA teams common in waterfall development processes. In software organizations that develop a large platform with a group of agile development teams, there is still a need to ensure quality at a product and platform level. As one solution to this, this talk introduces the idea of Platform QA, a dedicated team of QA specialists with responsibility to the entire product, and the platform that delivers it. Platform QA is a feature team that works on a backlog of quality risks and has ultimate ownership of shared artifacts such as end to end (BDD) tests and QA environments. This talk discusses differences between waterfall QA, platform QA and embedded QA, examples shared from my own experience, and conditions where this solution may make sense as a transitional or target organizational structure.

 
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Outline/Structure of the Experience Report

  1. Agile and Large Scale Scrum ideas of Product
    1. Expansive product definition
    2. One product built by one team on a shared backlog
    3. Business Driven Development tests as product definitions
  2. Platform
    1. Bratton definition of platform (from The Stack)
    2. Platform as the system(s) that deliver the product
  3. Three team structures for quality
    1. Waterfall QA
    2. Embedded QA
    3. Platform QA and Tools relationship
  4. Platform QA as a transition or a destination
    1. Stealth or bottom-up transition

Learning Outcome

Recognize scale / co-ordination problems and some Large Scale Scrum solutions to that

Identify different QA structures, and understand the tradeoffs involved

Target Audience

Testers, Managers, Developers, anyone interested in team structure and quality

Prerequisites for Attendees

Familiarity with Agile techniques and terminology at an introductory or intermediate level. Working in a large organization. Testing software, their's or others'.

schedule Submitted 4 months ago

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  • Joel Tosi
    By Joel Tosi  ~  3 months ago
    reply Reply

    Hi Adam, thanks for the submission.  It is interesting, and while I personally wonder if this is a solution to a symptom or a solution to a problem, I think it is worth exploring

    I like these aspects of the submission, and they should be retained:

    • Good explanation of different options, where they fit, what to look for

    I think the submission could be improved by:

    • I struggle with if, after attending this session - I could make a decision or would have something to try.  I'm missing that bridge between ' interesting observation' and 'try this Monday at work'

    Could you help with the latter?

    Best,

    Joel

    • Adam Burke
      By Adam Burke  ~  1 month ago
      reply Reply

      Hi Joel

      I've put up a blog post on Platform QA

      https://www.linkedin.com/pulse/platform-qa-adam-burke/

      Appreciate the talks for the conference are long ago closed, but if you were curious about it, this provides some more detail.

      Cheers

      Adam

    • Adam Burke
      By Adam Burke  ~  3 months ago
      reply Reply

      Hi Joel

      Thanks for the thoughtful comments and perceptive question.

      I think this is a solution that applies when there is
      + A large organization of multiple software teams
      + Delivering a single product
      + Needing greater coherence and quality across systems and teams
      + Over a medium- to long-term period
      + Avoiding putting in place heavy project-management overhead at that product/platform layer

      On the specific evolution we went through - we went from waterfall, then embedded, then to platform QA. We were organized around component teams (the definition of components broadened over time). This supported a growth path through little or poor test automation (under waterfall), much more investment in component-level tests (embedded QA), to shifting to a maintenance and improvement relationship with component and integration automated tests.

      Organizationally, we shifted over time to a product/platform view and a more explicit product owner - but we never had buy-in from upper levels of management to implement practices like LeSS or feature teams as a sudden shift. (I suspect this isn't unusual.)

      I do feel that this is a solution that applies to particular circumstances, and don't want to overgeneralize from one organization, or propose it as a panacea. I even wonder whether some of the coherence and platform-focus problems it addresses would be lesser in other processes and contexts, but also that these are common problems. I have seen similar dynamics in shifts to feature teams (tragedy of the commons), and I also think it manages that shift.

      There are some similarities with team structures described in the "Google Way of Testing", which seem very google-specific, lack the product aspect, and also I haven't worked there. There are also a lot of organizations with traditional QA end-of-lifecycle teams that could benefit from reconceptualizing what QA is. Lastly I think this help incrementally teach an organization that they deliver a product, by creating specific artifacts that describe that product (the BDD tests) and people aligned with its delivery by a platform.

      Hope that helps
      Adam


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    Vered Netzer - agile Leadership - why the army is the most agile organisation I've ever been in

    Vered Netzer
    Vered Netzer
    Transformation Leader
    Thoughtworks
    schedule 4 months ago
    Sold Out!
    20 Mins
    Talk
    Executive

    It is time to talk about ‘agile Leadership’.

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