Ownership TransferVinod Sankaranarayanan
schedule 2 years agoSold Out!
Getting a different team to take over an application brings in challenges from multiple perspectives. There will be differences around processes, engineering as well as culture. Larger transfers would also involve changes to infrastructure. For long, the industry has done a disservice to this field by calling it Knowledge Transfer. Knowledge Transfer, is but a subset of the scope of activities involved in this exercise. We propose to rename this as Ownership Transfer.
In specific - we put this process into practice with one of our customers. After more than 5 years of supporting the platform, ThoughtWorks worked with The customer teams to transfer knowledge and context back to the customer. A few highlights on the application.
• More than 80% of all online ticket sales are done through this application
• More than 400,000 visits a day
• Close to 5 billion USD of ticket sales
• More than 70 VMs supporting the production application
• Upwards of 300 VMs supporting other development and testing environments
A few highlights on the program,
• More than 150 IT members involved in the program
• A ramp-down was part of the process to get the final numbers to about 60
• The transfer had to occur from Bangalore back to London
• Infrastructure had to re-optimised from Bangalore over to London
• Two organisations were involved viz. ThoughtWorks and the customer
Since both Bangalore and London were following agile practices, the teams decided to utilise core agile concepts to effect the transfer. This became all the more important as business required critical features to be delivered on a continuous basis.
Before we started off on this exercise, we created a methodology to effect the transfer. This methodology is fairly context agnostic and should support a healthy, sustainable and mature way to transfer ownership. The transition itself was about a year long and involved multiple aspects around agile such as remote pairing, program MVP and above all, continuous delivery and non-disruption to business through the process.
The session will introduce a framework that can be applied to most Ownership Transfer situations. In particular, this will be of interest to groups who are looking to transfer ownership from one team to another. These could be from a development team to a support team, or from one vendor to another as well. This will also provide insights on transferring ownership across distributed teams.
Testing at the Speed of Trust: Agile Practices That Build Confidence in Software QualityVenkat Moncompu
schedule 2 years agoSold Out!
Faster time-to-market and shortening cycle times are the goals of any software development engagement. Test automation is often seen as the means to reduce time-to-market. Test automation is the bedrock of agile software delivery – faster feedback from testing. However, customers constantly challenge testing teams on the benefits realized from test automation. The return on investment (ROI) is often perceived as falling short of expectations due to ineffective articulation of benefits. This suggests a deeper problem that is often overlooked, one of fundamental distrust, which needs to be addressed effectively. Successful test automation strategies deliver value differently than conventional project metrics triad—cost, scope, and schedule—they supplement them in ways that require you to think laterally.
Risk and value are orthogonal, i.e. it requires a significant effort to bring congruity between these two outcomes expected from the test project management. For successful test automation engagements, realization of one of these outcomes cannot be expected to follow by the successful management of the other.
Establishment of trust is a necessary condition for the realization of these outcomes. Testing covers the risks, but often fails to articulate the delivered value. Addressing the trust deficit requires us to understand the values that stakeholders seek, but often overlooked. A better understanding of trust involves demonstration of two significant attributes – Competence and Credibility. Demonstration of these attributes results in Confidence. Confidence in a product, and therefore its value, increases as testing progresses. Value delivered incrementally and risk managed iteratively is the beneficiary of this orthogonality.
• Address the challenges that testing teams face through impact mapping, value-stream mapping, and Lean testing techniques to influence the outcomes.
• Put in context test optimization against cost of quality (CoQ), balancing testing against risks, and apply industry best practices to articulate the value of testing to build confidence and credibility.
• Help the testing teams and stakeholders to view testing, especially test automation, differently and eventually, to test at the speed of trust.