Traditionally, testing transformation initiatives have focused on the software testing phases of the project, emphasizing the right input criteria, outlining the right collaboration and reporting tools, and establishing a solid change management and sign off criteria.
However, testing transformation must focus on one end goal – delivery quality. That implies that traditional transformation approaches fall short by focusing on testing the software, and not addressing the overall organizational dynamics that must be addressed to meet the goal of delivery quality. Note that I did not use the word “high quality” but quality. That’s because quality goals are achieved by meeting the requirements. The requirements define the thresholds and acceptance criteria. Anything below the threshold is quality not met. Using terms like high quality and low quality tend to soften the edge and reduce the attention that must be given to this problem.
Hence quality must be measured at all stages of the organizational process. The following diagram defines the correct scope of testing transformation:
Hence traditional testing transformation approaches miss the following:
- Ensuring that the CIO portfolio is aligned to the business
- Validating what is being tested as the goal
- Ensuring that other stakeholders are working towards the same goal
- Emphasizing zero defects stakeholder
The simplistic approach of Assess – Define – Implement – Refine leaves open several issues which must be interpreted at run time. The right approach starts with an assessment which defines the maturity by organizational units, application portfolios or business processes, and then defines the complexity of change as well to arrive at a roadmap.
To read more about the principles of testing transformation, please view our whitepaper on Guiding Principles and Dimensions of Testing Transformation.
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