Once upon a time, in a land far, far away, a team dealt with unrealistic deadlines, impossible stakeholders, and demotivated testers, who had no time to do things smarter and faster, just hammering away on the project “hamster wheel.” Then one day, as if heaven sent, a magical, but systematic approach to performance improvement, solving performance problems, and enhancing testing service delivery arrived in the form of the Four Dimensional Performance Improvement model. Marisa Müller describes this model that recognizes that performance relies on more than just people. Four dimensions of performance improvement—worker, workplace, work, and world—make up the total system. Marisa shares how her organization went about identifying and closing gaps, and provided empirical evidence that raised the understanding of the important value added by software testing. Join Marisa in exploring practical ways to apply to your own team what they did and empower you to transform testing’s value add and service delivery.
- 1. BT1 Session 6/6/201310:15AM "Improving Service Delivery
through Performance Improvement Techniques" Presented by: Marisa
Mller Micro to Mainframe Broughttoyouby:
340CorporateWay,Suite300,OrangePark,FL32073
[email protected]
2. 3. Marisa Mller Micro to Mainframe (Pty) Ltd.Marisa Mller is
director of people management at Micro To Mainframe (Pty) Ltd., a
wellestablished professional software testing services company in
Johannesburg, South Africa. MtoM provides specialized testing
services generally in the banking and finance sector. Marisa has
spent the last six years perfecting a performance improvement
process for testing teams, improving testing service delivery in
corporate environments. A seasoned HR practitioner with more than
twenty-four years of experience and Certified Performance
Technologist through ISPI, Marisas goal is to get the best work
from IT professionals. Her passion and expertise lie in performance
improvement. 4. 2013/05/31The Four Dimensions of Performance
[email protected] M Muller From Johannesburg,
South Africa 23 years in People Management 12 years specialisation
in performance management 6 years hard labour in the IT &
Testing arena perfecting performance improvement Corporate world vs
testing purist Runner Batman groupie Sci-Fi geek1 5.
2013/05/31Micro To Mainframe (Pty) Ltd Real testing done by real
people Innovators, Rule-breakers and Change-makers Unique approach
to message based testing Our mantra: Adding value to the hour Main
client base: global financial markets Areas of specialisation:
SWIFT & EMVWhat we will share with you today:Taking brilliance
to the next level: Adopting a systematic approach to performance
improvement Solving the right performance problems Innovating
Enhancing testing service delivery Its about working with people
and getting the best out of them2 6. 2013/05/31What is Human
Performance Technology? Focuses on valuable, measured
resultsConsiders larger system context of peoples
performanceProvides measurement toolsDescribes solutions
clearlySource: Performance Architecture, (2009 ISPI) Addison, Haig
& Kearny4 Dimensions:Source: Performance Architecture, (2009
ISPI) Addison, Haig & Kearny3 7. 2013/05/31The principles of
Performance Technology R What are the RESULTS we want? S Take a
SYSTEM viewpoint V Add VALUE P Establish PARTNERSHIPSSource:
Performance Architecture, (2009 ISPI) Addison, Haig &
KearnyWorkplace - Organisation Vision Leadership Strategy Products
Services Intellectual property Product and administrative support
People resourcing, performance managing delivery4 8.
2013/05/31Worker - Individual Skills Experience Thinking The way I
test Relationship Building Personal preferences Personal
development plan Individual testing strategy Your tester ethosWork
Process Generic Testing Process
ScopeRepeatPlanChangeAnalysisReflect, evaluateExecute5 9.
2013/05/31World which we function in Market indicators Trends Flags
Competitors Differentiators What products/services do our
customers/stakeholders want now?6 10. 2013/05/317 11. 2013/05/31bvx
t |xThe situation was: Workplace Impossible deadlines Unrealistic
stakeholder expectations Stakeholders not seeing value add for
testing grudge purchase Testware tools inefficient Onboarding
ineffective (people too busy get on with it) time to competence8
12. 2013/05/31The situation was: Workplace Performance management
process focused on individual Constant change, wave after wave Mr.
Price breathing down our necks Not enough resources Poor project
management Less focus on testing, more focus on money and cost
savingThe situation was: Work Constant rework New ideas &
better ways of doing things cant be implemented NO TIME
Inter-dependencies outside of testing created inefficiencies Use
Cases & functional specs not of a high standard9 13.
2013/05/31The situation was: Worker: Stressed Excessive overtime
Low motivation No time for competency development No time for
multi-skilling boredom Limited career prospects within project
Project hamster wheel No time for myself:Get me off this projectThe
situation was: World Mr. Price & Offshoring threat everywhere
Changes never ending do it this way, no, no lets do it that way
Unpredictable financial climate The banking world turned upside
down10 14. 2013/05/31The results we wanted: Solving performance
problems quickly to stop negative impact Becoming more efficient:
Identifying gaps, misalignments, duplication, overlaps at all
levelsThe results we wanted: Identifying the importance of testing
in customer-odds-are Maximising service delivery Raising the
profile of testing cost vs value add11 15. 2013/05/31Performance
Improvement processSystematic Approach:1. 2. 3. 4. 5. 6. 7.Identify
the opportunities & needs Define results Conduct performance
analysis Make recommendations Design and develop interventions
Implement according to client priority Evaluate effectiveness of
the interventions12 16. 2013/05/31Information gathering: We talked
to people Knowledge cafs One on ones 360 Degree ReviewsObservations
Read documentation Viewed data and test artifacts from QCWhat we
found People werent talking to each other gaps in communication
Undefined testing processes Problems with inputs into testing
Project team lacked synergy Individuals not positioned to their
strengths Too much wasted time spent in meetings Stakeholders
unfamiliar with testing13 17. 2013/05/31Our interventions: Defining
expectations Managing expectations Re-writing job descriptions How
we managed performance on an individual and team basis Testing
process improvements The power of 3 The testing dashboard How we
shared informationWhat worked: Work Solutions Refining test
processes eliminated duplication, overlaps and closed gaps Ensuring
everyone used the same work processes Taking the BAs, Developers
and Project Manager through the testing process Visual
representation of the testing progress14 18. 2013/05/31What worked:
Workplace solutions Testing environments Reporting structure to
stakeholders Defined SLAs better Project Managers better time and
resource planningWhat worked: Worker Solutions Re-designed the job
descriptions Expectations and review sessions new project &
role changes Onboarding process revisited Giving people context of
the project and program15 19. 2013/05/31What worked: Worker
Solutions Deciding together who was accountable for what Making
people aware of all work processes in up and down streams Forming
partnershipsGuess what? No one required additional training or
formal competency development! There were quite a few individuals
ready for promotion16 20. 2013/05/31What didnt work & how we
fixed it Expecting line management to do this on their own Being
too dictative Giving people total free-rein Telling people once and
walking away Not reinforcing the changes agreedAnd we all lived
happily ever after Workplace Test team value add realised Test team
recognition Employee recognition Stakeholder expectations managed
Communication improved & stakeholders informed Testing effort
recognised and costs justified17 21. 2013/05/31And we all lived
happily ever after Workplace (cont.) Performance management
consistent process adding value not an event Focus on improvement
Everyone participates, everyone knows how Improved performance =
improved service deliveryAnd we all lived happily ever after Work
Testing smarter & quicker Innovation Performance problem
solving enhanced identify cause and solution quickly Testing
process efficient & dynamic Interdependencies with developers
and BAs efficiently managed18 22. 2013/05/31And we all lived
happily ever after Worker Work/life balance Fighting the right
battles Motivated, engaged employees = retention of skill Team
cohesion Well rounded employees multi-skilled and competent
Sufficient career prospects = retention of skill & knowledge
Creativity stimulatedAnd we all lived happily ever after World,
finding our place: South Africa only needs to outsource the
check-box testing The brain engaged testing and analysis still
being done by SA testers SA testers still rank among the best in
the world We get to go global!19 23. 2013/05/31Key lessons learnt:
Look at the total system not only the individual (15%) Systems
thinking approach: Identify Worker, Workplace, Work, World elements
and how each impact on current performanceWhat have been our gains?
Expedient problem solving Provided empirical evidence to report on
performance issues, classifying issues related to Workers, Work and
Workplace Achieves raising profile of testing with stakeholders
Changes mindset Corrects pre-conceived ideas of value relative to
cost20 24. 2013/05/31Experiences gained: The process identifies:
What can be improved What the real problem is Where it originates
How it can be solved from each angle By involving everyone, you
create awareness Take an holistic view Dont underestimate the
importance of the human elementPerformance Improvement for dummies:
Re-write your job descriptions including elements specific to:
Functional outputs Behavioural outputs What needs to be in place
for the workplace What processes need to be in place from a work
perspectivePerformance measures need to be visible to everyone21
25. 2013/05/31COMPETENCYDESCRIPTION/ GUIDELINESExtract Test
RequirementsRead through all client project source documents and
extract the complete test requirements. PERFORMANCE MEASURE: Test
requirementsare unambiguous, measurable, consistent, complete,
concise and business driven.LEVELS OF COMPETENCY (1. Novice, 2.
Competent, 3. Expert) 1. Extract test requirements from written
documentation. Participate in peer reviews of requirements.
Document requirements, according to prescribed standards, in
testware tool. 2. Extract requirements when there is no
documentation available. Arrange meetings with BAs, SMEs, etc. to
gather requirements and arrange for signoff of requirements.
Participate in formal requirement reviews. 3. Gather complex or not
easily understood requirements from all sources. Lead formal
requirement reviews. Define business requirement, if the project
requires.EVIDENCE (DELIVERABLES)WORKPLACE / WORK IDEALWORKPLACE:
Testable requirements Clear client captured. expectations of test
requirement standard Signed-off (accepted) and format. test
requirements. Sufficient business Test requirement documentation
repository. (complete, concise, unambiguous, etc.) Access to
stakeholders. Access to research material and resources. Sufficient
time to analyze and extract requirements. WORK: Sign-off process of
business and test requirements. Versioning control of business and
test documentation.Performance Improvement for dummies: Adapt your
performance management process to include all 4 dimensions Adopt a
formal process for all new team members or for team members
changing roles22 26. 2013/05/31Expectation Sessions Elements:
Housekeeping Overview of Testing Project Onboarding Testing
Deliverables success measures, reporting, specifics in Work &
Workplace Identifying Challenges & Obstacles Consultant
expectationsReview Sessions 30, 60 & 90 day Achievements
Expectations progress and review Team fit Additional competence
required Areas for improvement Testing Consultant feedback23 27.
2013/05/31Onboarding Process Onboarding Plan created Business
domain AUT Project overview Content created Customised Topics
Onboarding Plan.Information Gathering One-on-one sessions Group
forums Practical sessions etc.Onboarding Progress reports
Individual check-list Level of competence Practical application
100% Productive Adding value Meeting expectationsOnboardingClient
sign-offPerformance Improvement for dummies: Take accountability
for: The Workplace E.g. Access to infrastructure, stable test
environment, testable AUT, testware, access to developers/BAs,
realistic time linesThe Work E.g. Well defined testing process
implemented, sign-off process of business & test requirements,
versioning control of business & test documentation, defined
& documented defect management process24 28.
2013/05/31Performance Improvement for dummies: Change the way you
report on testing stakeholder-oddsare Comprehensive view of the
testing project. Accurate and timely information allowing them to
make informed critical project decisions. Whats going to make them
look good?Dashboards Test Programme - business streams in which
testing is involved. Test Improvement - initiatives aimed at
improving testing. Defect Summary - defects raised, status,
turnaround time, issues. Test Team Execution tests passed, tests
failed, outstanding per functional area. Resource Allocation -
across different streams, breakdown of activities. Leave Schedule -
For resource planning purposes. Downtime Log - Due to environmental
issues, blocking defects, maintenance, etc25 29.
2013/05/31QuestionsConclusion Dont look at performance issues 1
dimensionally there are 4 dimensions Focus on the holistic system
we function in Real people doing real testing Getting the best out
of testers Getting the best out of yourself26 30. 2013/05/31CONTACT
DETAILS Marisa M Mller Director: People Management
[email protected] www.mtom.co.za www.swifttesting.com
www.testingemv.com Tel.no.: +27 11 547 7900 Mobile: +27 72 576
249327
