The key objectives of organizations is to provide / derive value from the products / services they offer. To achieve this, they need to be able to deliver their offerings in the quickest time possible, and of good quality!
In order for these organizations to to understand the quality / health of their products at a quick glance, typically a team of people scramble to collate and collect the information manually needed to get a sense of quality about the products they support. All this is done manually.

So in the fast moving environment, where CI (Continuous Integration) and CD (Continuous Delivery) are now a necessity and not a luxury, how can teams take decisions if the product is ready to be deployed to the next environment or not?

Test Automation across all layers of the Test Pyramid is one of the first building blocks to ensure the team gets quick feedback into the health of the product-under-test.

The next set of questions are:
    •    How can you collate this information in a meaningful fashion to determine - yes, my code is ready to be promoted from one environment to the next?
    •    How can you know if the product is ready to go 'live'?
    •    What is the health of you product portfolio at any point in time?
    •    Can you identify patterns and do quick analysis of the test results to help in root-cause-analysis for issues that have happened over a period of time in making better decisions to better the quality of your product(s)?

The current set of tools are limited and fail to give the holistic picture of quality and health, across the life-cycle of the products.
The solution - TTA - Test Trend Analyzer

TTA is an open source product that becomes the source of information to give you real-time and visual insights into the health of the product portfolio using the Test Automation results, in form of Trends, Comparative Analysis, Failure Analysis and Functional Performance Benchmarking. This allows teams to take decisions on the product deployment to the next level using actual data points, instead of 'gut-feel' based decisions.

There are 2 sets of audience who will benefit from TTA:
1. Management - who want to know in real time what is the latest state of test execution trends across their product portfolios / projects. Also, they can use the data represented in the trend analysis views to make more informed decisions on which products / projects they need to focus more or less. Views like Test Pyramid View, Comparative Analysis help looking at results over a period of time, and using that as a data point to identify trends.

2. Team Members (developers / testers) - who want to do quick test failure analysis to get to the root cause analysis as quickly as possible. Some of the views - like Compare Runs, Failure Analysis, Test Execution Trend help the team on a day-to-day basis.

NOTE: TTA does not claim to give answers to the potential problems. It gives a visual representation of test execution results in different formats which allow team members / management to have more focussed conversations based on data points.


Outline/Structure of the Demonstration

    •    Explain why CI and CD are a necessity, and NOT a luxury.
    •    Discuss some of the factors that can make CD a reality.
    •    Discuss the current set of tools that assist in 'health-check' decision making for deploying / releasing the code in new environments.
    •    Explain the limitations of the above set of tools in the decision making process
    •    How can TTA bridge that gap (limitations discussed above)?
    •    Explain the value proposition for TTA
    •    Demo of TTA features
    •    Share the set of potential features to be added to TTA
    •    How can you help?

Learning Outcome

    •    Understand the gap in current set of tools from a big-picture perspective
    •    How can TTA that can bridge the gap?
    •    Learn the Trend and Failure Analysis capabilities of TTA
    •    Learn how TTA can become a real-time, central Testing Dashboard for your project / program
    •    A glimpse into the existing TTA Feature backlog
    •    Ways you can help evolve TTA

Target Audience

Devops, Developers, Testers, Automation Testers, Managers



schedule Submitted 7 years ago

Public Feedback

    • Sunil Mundra

      Sunil Mundra - Getting A Partner To Adopt Agile

      20 Mins
      Case Study

      Due to the business benefits which accrue from Agile, clients are demanding their IT Departments/Partners to adopt Agile. It is quite common to find a situation where the client has adopted Agile, but its Partner/Vendor has not.

      This talk is based on my consulting engagement with a client who had adopted Agile and their partner had not, and the client wanted the partner to Adopt Agile.

      The talk will cover the critical challenges encountered in getting the partner to adopt Agile, especially given the wide difference in cultures of both organizations and also the organizations being located in different continents. The talk will also cover the key learnings from this journey.

    • Shirish Padalkar

      Shirish Padalkar - Application Security - The Agile Way

      Shirish Padalkar
      Shirish Padalkar
      Lead Consultant
      schedule 7 years ago
      Sold Out!
      45 Mins

      Traditionally application security has involved upfront design and a big bang penetration test after development. This leads to the phenomenon of “bolt-on” security that translates into increased cost and complexity.

      Drawing on our experience on real-world projects, we show how security can be baked-in on an agile project. Using case studies we demonstrate how security concerns are captured during project inceptions, how developers write secure code, security testing is automated and how configuration management can help achieve secure deployments. This talk introduces several new concepts like secure by design, secure design patterns and lightweight code reviews.

    • 45 Mins
      Experience Report

      The Agile Manifesto was formulated by 17 people in 2001. We know the principles of the Agile Manifesto … but do we really understand it?

      Depending on the organisation culture, the team culture and various other factors, they reach varying levels of Agile adoption. Martin Fowler talks about the levels of adoption and the path to get better via his post on “Your Path through Agile Fluency”.

      Not surprisingly, not all Agile project implementations are successful.

      This session is going to take you through a journey to talk about some of the Myths of Agile and also behaviors that inhibit organisations and teams to reach great(er) heights in Agile Fluency to achieve Agile’s benefits.  As a result, the Agile Manifesto has remained on paper, but teams have come up with their own ‘workarounds’ - which are not truly solutions to solve a complex problem well.

      We accept it because of our “chalta-hai (it’s ok)" attitude. At the end, what are we then left with? The Agile “Chalta-Hai (It's OK)” Manifesto.

    • 90 Mins
      Case Study

      The key objectives of Organizations is to provide / derive value from the products / services they offer. To achieve this, they need to be able to deliver their offerings in the quickest time possible, and of good quality!
      In such a fast moving environment, CI (Continuous Integration) and CD (Continuous Delivery) are now a necessity and not a luxury!

      There are various practices that Organizations and Enterprises need to implement to enable CD. Testing (automation) is one of the important practices that needs to be setup correctly for CD to be successful.

      Testing in Organizations on the CD journey is tricky and requires a lot of discipline, rigor and hard work. In Enterprises, the Testing complexity and challenges increase exponentially.

      In this session, I am sharing my vision of the Test Strategy required to make successful the journey of an Enterprise on the path of implementing CD.

    • Unmesh Joshi

      Unmesh Joshi - Organizational Patterns

      Unmesh Joshi
      Unmesh Joshi
      Software Developer
      schedule 7 years ago
      Sold Out!
      45 Mins

      Organizational Patterns study by Jim Coplien done throughout 90s forms the foundation of Agile. Its important to understand these patterns and go beyond  'popular practices' like stand ups, user stories and TDD. Individuals are important and there are certain characteristics of these individuals which makes a team Agile or not. This presentation covers some of the very important patterns which form the basis of Agile, without these, any Agile project is bound to fail.

      Jeff Sutherland, creator of scrum, now actively uses Organizational patterns to explain acrum and also started an effort at to collect patterns which make Scrum work.

    • Leena S N

      Leena S N / Hiemanshu Sharma - Continuous Delivery Workshop - Setting up Deployment Pipeline

      90 Mins

      It does not matter how good our design or architecture is, at the end of the day what matters is whether our code is ready for production. But the question is, how do we make sure that our code is always production ready. As described by Jez Humble [Co-author of Continuous Delivery book] Continuous Delivery [CD] is fast, automated feedback for production readiness of our code when any change that happens to the code, Database, configurations or the infrastructure.

      During this workshop, we will give you an overview of Continuous Integration[CI] and Continuous Delivery[CD] and also talk about the key practices of CD such as:

      • Mainline Development
      • Feature Toggles
      • Build Automation
      • Deployment Automation

      As this will be a “hands-on” session, we will be using Jenkins as an example tool. We will walk you through setting up CD using Jenkins and its Build Pipeline Plugin. We will also briefly touch upon open source tools that help with deployment automation such as Chef/Puppet, Capistrano etc.


    • Pankaj Kanchankar

      Pankaj Kanchankar - Line Managers - an Endangered Species in Agile

      Pankaj Kanchankar
      Pankaj Kanchankar
      Agile Coach
      schedule 7 years ago
      Sold Out!
      45 Mins

      The matrix organization of yore relied on maximizing returns on each skillset. This lead to having line managers and practice horizontals.
      Engineering managers looking after developers and practice managers looking after the respective practices of BA, QA and PMO. This lead to having multiple lines of reporting for team member whilst on the project.
      In Agile teams, focus is on the self organising teams of empowered employees working towards common success criteria (project success is team success). Not everyone can be a PO or a Scrum Master. So is the role of so called line managers or practice managers become redundant?
      Whats their role in the agile teams?
      How their role needs to transform

      In this talk I will be addressing these questions. Bring out how some of their responsibilities are now taken up by the team or Product Owner or Scrum Master. I will also be suggesting how line managers can take this as an opportunity to morph into more meaningful roles that help the organization and teams. 

    • Khaarthigha S

      Khaarthigha S - Scaling Agile For Enterprises with Distributed Engagement Models

      Khaarthigha S
      Khaarthigha S
      Sr. Consultant
      schedule 7 years ago
      Sold Out!
      45 Mins
      Case Study

      I would like to share my experience in consulting and managing a distributed team - Identification of strategies for a transformation of "a lifeless program to a Successful Program " and journey from "Collective Inception to Collective delivery" 

      This becomes challenging especially with a complicated -distributed engagement model for our client which is a reputed and huge enterprise with presence in every corner of the world.

      In a complete globalized world, the major bottleneck for a huge enterprise is the effective functioning of globally distributed teams despite using Agile,lean.

      In my presentation, I am going to share the approaches that we tried to address the pain points including the following:

      1. Not even able to plan the Iteration planning meeting - Iteration planning not producing the outcome despite hours of planning meeting
      2. Manage dependencies between teams for a collective delivery
      3. Communication channel between teams  (Change how you communicate/coordinate)
      4. To bring the organic coherence between teams despite the cultural difference
      5. To also worry about the unknown interfaces & disastrous scenarios
      6. Different team communities with different process and practices impacting the other team’s delivery
      7. To sustain the work ecosystem for all the teams
      8. Inoffensive collective Retrospective for a constructive learning
      9. Major Natural pain point – “its not the distance, it’s the time zones”
      10. Above all, Conflict Resolution

      Eg: one part of approach which we tried was "Mountaineer-Diver Model". 


      Impacts of above are listed below:

      • Dynamic Dependecy resolution between teams ( instead of long hours of call for each dependency)
      • Collective , Objective planning for all the teams by matching the dependencies so that the delivery is not affected and also "All teams walking in same speed"
      • More common understanding and project focus in all teams (Frustration with the team members reduced)
      • All members from different teams directly interact and work even they are distributed ( as they spend some time physically working together as "integration teams")
      • As a result of above -> 2 key metrics improved :
        • Velocity of all teams improved
        • Development and Testing complete even before the deadline -> Delivery before the scheduled date
        • Very less time spent in meetings for conflict & dependency resolutions, planning , etc.. 

       "Project execution was the key success". 

      This will help in approaching the issues pragmatically , dynamically and also help understand how its better to make a hybrid out of multiple tools rather than using only one single process tool.  


    • Sridharan Vembu

      Sridharan Vembu - Turning around a twice-failed distributed enterprise program into success

      Sridharan Vembu
      Sridharan Vembu
      Head Engineering
      schedule 7 years ago
      Sold Out!
      45 Mins
      Experience Report

      The common myth about agile methodology is, it is suited for smaller, co-located teams, would not scale up for big enterprises and is best suited for smaller, less complex programs.

      In this talk, I intend to share how we went about setting up, executing and successfully delivering probably one of the most complex and strategic programs for one of our customers. This program was the first ever successful adoption of the fully distributed agile implementations for the customer.

      Context: The client is the leading Telecom Operator in the UK, having their captive and other strategic partners based out of India. The program was highly strategic for the client and the predicted ROI was high.

       - The implementation was tried twice by different vendors for more than an year, but failed to deliver; root causes were not analyzed

       - The Program Sponsor had one last chance to try and deliver the platform successfully, against a very tight schedule

       - Continued Operational risk with the legacy system in place 

      Outcome of our engagement:

       - Core functional application ready in pre-production by the end of first release cycle (4 months from engagement start); fully ready to functionally scale easily and quickly

       - Adoption of the technical and execution approach to other related programs within the portfolio 

      Our Approach:

       - Outcome of initial assessment of the existing codebase was to go with re-write from scratch; was a really hard sell, but was the RIGHT thing to do

       - Re-define the release cycle: extend development period by embedding integration testing as part of development cycle and cut down on the low level design phase

       - Need-basis colocation of functional SMEs with development team 

       - Direct access to Product Owners: weekly video calls, must-attend iteration show-cases, etc

       - Remove unnecessary operational overheads, in terms of people as well as organizational processes

       - Well-defined, pragmatic strategy for Integration testing (major constraints - lead time for test data preparation, limitation in re-usability of test data, lack of e2e functional understanding within team)

        - Smart seeding of other vendor team members (with good functional/domain understanding) into the core team

        - Zero compromise on basic hygienic practices: IPMs, Showcases, communicate negative-news-first with alternate solutions/workarounds, strict removal of wastes, inclusive decision making, highest degree of code coverage, sanity test suite, e2e basic automation suite   

        - Building trust between distributed teams: cross-pairing, align on core work hours across time zones, joint showcases and retrospectives (shared responsibility)

      Challenges faced:

        - Big push to release the core functional platform into production in 3 months (immediate next release)

        - Working out of other vendor premises: seen as threat to their business, lack of cooperation and collaboration   

        - Product Owners based out of UK, no easy / frequent access

        - Functional SMEs/designers based out of different location

        - Release cycle that was in place: 8 weeks of design, 4 weeks of development and 8 weeks of testing!

        - Distributed and isolated testing teams

        - Highly manual and time-consuming E2E testing processes

        - Multiple interfacing systems, both upstream and downstream 

        - Client development team based out of UK, different execution approach, lack of trust between the teams

      In summary, I would like to share the unique aspects of the execution approach that made this program a real success for the customer, though some of the approaches might be tried out in different environments and project situations.