POWERING CHANGE WITH A MODERN COE. Rich Woll Vice President, Services

Transcription

1 POWERING CHANGE WITH A MODERN COE Rich Woll Vice President, Services

2 Agenda Forces of Change Automation Lessons Learned Modern Test Management Moving Forward as an Automation Leader

3 Forces of Change Heterogenous Environments not everything comes from Big Blue Complexity integration of disparate systems Agile and DevOps new methodologies for implementing software Cloud Applications we don t control everything within our four walls Citizen Developer now everyone is a developer and every company is a software company &

4 Evolution of SAP SAP is shifting from a monolithic, primarily onpremise solution to a true hybrid platform. This changes how we test and govern. NOW

5 Evolution of SAP SAP is now a Hybrid Architecture, a mixture of cloud and on-premise solutions, and it s integrating with everything with business process that reside in: IOT Social networks Mobile devices Cloud solutions Business networks FUTURE

6 HCM Growth Continues SuccessFactors now has more than 47 million users on the platform, more than 6,200 client accounts, and the core HR business is growing at 51% year over year. - SAP Operating in the cloud is driving change. They tell us whether they are going to change.

7 Software Updates Are Multiplying More Teams, More Changes at Higher Frequencies for Each Release Cycle Federated services further compound this challenge.

8 Across All Packaged Apps

9 Across All Packaged Apps 2019 Scheduled Updates 4 Scheduled Updates 5 Scheduled Updates 12 Scheduled Updates 3+ Scheduled Updates

10 Change: Not Just an IT Problem The huge shortage of skilled developers is preventing many firms from developing apps. Gap is > 745,000 workers with digital skills according to Accenture study 72% of large companies and 49% of SMEs are suffering tech skills gaps

11 Agile Development is a Philosophy Agile is a set of values and principles that guide a development methodology. In its essence, it is about individuals and interactions rather than processes and tools. It represents a complete cultural shift, but the benefits are huge because we are reducing time to value and, if done correctly, driving risk out of the intermediate and final outcomes.

12 Agile is About Adapting The word agile has become sloganized; meaningless at best, jingoist at worst. We have large swaths of people doing flaccid agile, a halfhearted attempt at following a few select software development practices, poorly. Andy Hunt Programmer, Consultant, Co-author of The Agile Manifesto

13 Realistic Expectations Real-world oriented is a nod to the idea that we need to base all our decisions and direction on actual evidence: feedback from the real world, under actual conditions. Anything else is just some unfortunate combination of a fantasy and wishful thinking. working software, our ultimate deliverable. But not at the expense of a working, functional team and overall organization. The software, the team, the users, the sponsors all form one system. And we need to make sure the whole system works, for all the participants. Andy Hunt Programmer, Consultant, Co-author of The Agile Manifesto

14 Automation Creation Is Everyone s Job Automation professionals focus shifts from creating project-based automation to developing continuous automation for maintenance and scalability. Project- Based Business Provides Requirements Testers Document Requirements and then Automate Automation Team builds/edits End-to-End Tests Automation Team Runs Tests Continuous Business Users and Agile Teams Provide Documentation and Automation Automation is Shared Across the Organization Automation is Run Continuously

15 Project-Based Automation Staff Attrition and the Roller Coaster Effect Automation begins around a specific project Internal competency is built Teams move on, back to their day jobs Knowledge isn t shared or stored ROI is slowed or eliminated

16 Automation Building COE Value Build on Success to Maximize ROI and Reduce Risk Strategy Define goals and set automation adoption roadmap Project Demonstrate automation success with initial project achieve rapid ROI When you scale automation, you re building competency in your organization as well as reducing TCO for testing, while driving our risk. Competency Build a testing and automation core competency for enterprise enablement Scale Achieve continuous unattended testing and quality at scale Extend Automation Move from automation for individual projects to enterprise-wide deployment

17 Why Isn t Everyone Successful? Automation Isn t a Project Lack of Skilled Resources Unrealistic Expectations Business Misaligned

18 A Center by Any Other Name Automation COE (Center of Excellence) Testing COC (Center of Competency) Whatever you call it, some form of testing program management is required to secure, optimize and scale across an organization DevOps Team Quality Center of Excellence Testing COC Testing COP (Center of Practice) Automation Factory Test Management Office DevOps Delivery & Standards Organization

19 Modern Automation Teams Structures Agile Distributed (Scrum/Kanban/XP) Federated with Distributed Agile Teams Federated with the Business User

20 Agile Distributed (Scrum/Kanban/XP) No centralized testing organization Each development team is responsible for testing. Largely self-governing Each Sprint team has a business analyst, a developer and a tester Passed tests move directly to production (Continuous Delivery) or to pre-prod (Continuous Deployment)

21 Pros & Cons: Agile Distributed + - oquality is everyone s job ofaster delivery oability to make quick changes ominimal documentation ono end-to-end test library ono one owns testing of systems

22 Federated with Distributed Agile Teams Federated Flexible

23 Federated with Distributed Agile + - o Speed and flexibility o Centralized oversight & control o High automation reuse o Multiple automation contributors o Significant culture shifts o Team members need ongoing training to work independently o Version control and change management maturity required o Test orchestration and scalability

24 Real Results One Worksoft customers goal was to drive 100% system availability for critical applications. They recently achieved these results using a Federated approach: 50,000 mock orders completed with Worksoft Certify ZERO level-one production defects Shift-Left sprint 1 automation achieved

25 Federated CoE with Business Users The Worksoft Paradigm Business users drive capture of a business process for test creation More traditional but output leverages automation to be more feasible and practical Business users capture business processes while performing normal job functions Captures feed documentation creation used by CoE for test creation.

26 Federated with Business Users + - o Accelerate new automation efforts o Accelerate creation of accurate documentation o Accelerate Automation creation is accelerated o Business has insight into what is tested o Business users may not be willing participants o Centralized automation team a bottleneck risk o COE resource funding o Errors in Captured data become errors in automation

27 Real Results A large S/4HAHA upgrade and a sizeable acquisition have caused Worksoft customer Cardinal Health to under take several IT consolidation/optimization projects with these results using a Federated/Business Users approach with Worksoft automation. 85% reduction in mass configuration efforts 40% reduction in automation maintenance 60% reduction in regression test execution 90% automated in sprint test coverage

28 Controlling Change Build a COE and long-term applications services and management strategy to align with changing business processes and technology needs - Gartner Recommendations, Predicts 2019: RPA Evolution, Gartner December 2018

29 RPA Operating Model With Robotic Process Automation, some are forgetting the lessons learned from test automation. The Testing COE is not dead, but evolving. RPA Federated Organization Sample Model 2/3 Resources in Business 1/3 Resources in IT RPA should be part of an automation CoE. You can t forget things like: Maintenance Security Tool Standards/Cost Control User Training Integration Business Business Units External Vendors IT BPM CoE

30 Testing Leadership is Still Needed! Facilitation of inter-team communication across many agile projects Presenting an aggregate view of testing to the high-level management Personal support, mentoring, and professional development for testers Being an escalation point for testers Budgeting or forecasting for testing as a service Be an advocate of QA throughout the organization Recruitment of QAs and automation engineers Providing technical expertise: proper use of test techniques Ensuring teams implement and follow best practices to prevent defects COMMUNICATE ADVOCATE ESCALATE RECRUIT FORECAST

31 Important Considerations Develop An Automation Roadmap beyond initial projects Measure Enlist Key stakeholders from both business and IT Advocate QA and Automation throughout the organization while documenting results Measure the right business outcomes and a consistent financial return Identify Think The forces of change and their frequencies Automation beyond testing for maximum ROI Assess The organization s maturity and build the proper structure Expertise Ensure qualified and enabled personnel are deployed

32 How Worksoft Can Help Automation Roadmap Best Practice Reviews Expert Services Mentoring Training Strategic Consulting Automation Development

33 Thank you. Rich Woll Vice President, Services