Business Analysis meet Test Analysis
-
date post
21-Oct-2014 -
Category
Business
-
view
2.576 -
download
0
description
Transcript of Business Analysis meet Test Analysis
WHOSE TECHNIQUE IS IT ANYWAY?Leveraging business analysis deliverables for test
analysis
www.businesschange.co.za10 November, 2009 1
Testing Interest Group (TIG) Networking Evening in Cape Town
10 November, 2009
Presented by Joe Newbert
The brief
Plumbers fix leaks, builders make walls, architects draw lines,
drivers drive, testers do test case design
“If they can get away with it, they would prefer not using any techniques at all!” Leo van der Aalst
Matching & prioritising test case design techniques against the business analysis modelling techniques and artefacts produced
10 November, 2009 www.businesschange.co.za 2
The demonstrable way
Strategy
• Think
Tactics
• Plan
Execution
• Do
Are testing techniques the only way to realise the agreed test strategy?
10 November, 2009 www.businesschange.co.za 3
Testing mindset
Where’s the balance of your thinking?
10 November, 2009 www.businesschange.co.za 4
System Elements
System
Procedures
Documents
Hardware
Software
Database
People
A regularly interacting or interdependent group of items forming a unified whole
10 November, 2009 www.businesschange.co.za 5
Strategy
Test Goals
• A test goal is a success criterion for the test assignment specified in the customer’s language.
Test Risks
• A product risk is the chance that the product fails in relation to the expected damage if it does so.
Test Approach
• Is the distribution of the test effort and test intensity over the combinations of characteristics and object parts
Aimed at finding the most important defects as early as possible and at the lowest costs.
10 November, 2009 www.businesschange.co.za 6
Tactics
Test Basis
• All documents from which the requirements of a component or system can be inferred.
Design Techniques
• A set of tools that provide instruction how to move from a requirement or design artefact to test cases
Test Cases
• A set of conditions or variables under which a tester will determine whether a software system is working correctly or not
If an unsuitable technique is selected or no techniques are used, all of the previous steps will have been in vain
10 November, 2009 www.businesschange.co.za 7
Business Analysis Range
Strategic Analysis
• Identify business transformation
• Support strategic analysis
• Understanding of strategy development
Business Analysis
• Straddles the gap
• Investigate situations
• Recommend actions
IT systems analysis
• Analysing and specifying IT system requirements
• Data, process and function modelling
The extent of the Business Analyst’s role and responsibilities
10 November, 2009 www.businesschange.co.za 8
Holistic approach
Process
•Are they well defined?
•Are there workarounds
•Are there unnecessary overheads?
People
•Do they understand their role?
•Do then have the required skills?
•How motivated are they?
Organisational context
•Is there a good support structure?
•Are roles well defined?
•Is cross-functional working effective?
Analyse all aspects of the operational business
10 November, 2009 www.businesschange.co.za 9
Business Analysis Techniques
Elicitation Techniques
Analysis Techniques
DeliverablesRequirements Management
The techniques listed hereon are only a subset of the techniques used by practitioners of business analysis.
10 November, 2009 www.businesschange.co.za 10
Elicitation Techniques
Document Analysis
•Document analysis is a means to elicit requirements by studying available documentation.
Focus Groups
•A focus group is a means to elicit ideas and attitudes about a specific product or service in an interactive group setting.
Interviews
•A systematic approach designed to elicit information from a person or group of people by talking to an interviewee.
Requirements Workshops
•A structured way to scope, discover, define, prioritize and reach closure on requirements for the target system.
Observation
•Observation is a means of eliciting requirements by conducting an assessment of the stakeholder’s environment.
Survey/Questionnaire
•A means of eliciting information from many people, sometimes anonymously, in a relatively short period of time.
Work with stakeholders to identify and understand their needs and concerns, and understand the environment in which they work
10 November, 2009 www.businesschange.co.za 11
Analysis Techniques
Benchmarking
•Benchmark studies are performed to compare the strengths and weaknesses of an organization against its peers and competitors.
Brainstorming
•The aim of brainstorming is to produce numerous new creative ideas, and to derive from them themes for further analysis.
Decision Analysis
•To support decision-making when dealing with complex, difficult, or uncertain situations.
Root Cause Analysis
•The purpose of root cause analysis is to determine the underlying source of a problem.
Prototyping
•Prototyping details user interface requirements and integrates them with other requirements such as use cases, scenarios
Interface Analysis
•Identify interfaces between solutions components and define requirements that describe how they will interact.
Identify a business need, refine and clarify the definition of that need, and define a solution scope that can feasibly be implemented
10 November, 2009 www.businesschange.co.za 12
Deliverables
Functional Decomposition
Business Rules Analysis
Data Dictionary and Glossary
Scope Modelling Process
ModellingData Modelling
Non-functional Requirements
Analysis
Sequence Diagrams
Scenarios and Use Cases
Metrics and Key Performance
Indicators
Organization Modelling
State Diagrams
Is the appropriate output result from a particular business analysis task
10 November, 2009 www.businesschange.co.za 13
Requirements Management
Acceptance Criteria
•To define the requirements that must be met in order for a solution to be considered acceptable.
Estimation
•Estimating techniques forecast the cost and effort involved in pursuing a course of action.
Risk Analysis
•To identify and manage areas of uncertainty that can impact an initiative, solution, or organisation.
Lessons Learned Process
•Document successes, opportunities for improvement, failures, and recommendations for improving performance
Problem Tracking
•An organized approach to tracking, management, and resolution of defects, issues, problems, and risks.
Structured Walkthrough
•Performed to communicate, verify and validate requirements.
How business analysts manage requirements, delivery, conflicts, issues and changes
10 November, 2009 www.businesschange.co.za 14
Deliverable Prioritisation
Organisation
Process
Data
Behaviour
Rules
Which are the fundamental Business Analysis techniques to deliver?
www.businesschange.co.za10 November, 2009 15
Organisation
CEO / Board
Procurement Fulfilment
Inbound
Manufacture
Outbound
Marketing & Sales
Customer Services
Finance
Debtors
Creditors
Functional decomposition of the organisational hierarchy, alluding to the core value chain
10 November, 2009 www.businesschange.co.za 16
Process model
Representing processes of an enterprise, so that the current process may be analyzed and improved in future.
10 November, 2009 www.businesschange.co.za 17
Data
A data model provides the details of information to be stored
10 November, 2009 www.businesschange.co.za 18
Behaviour
A state diagram describes the behaviour of systems as a series of events
10 November, 2009 www.businesschange.co.za 19
Business Rules
ID Definition Type State Source
BR-1 Delivery time windows are 15 minutes, beginning on each quarter hour.
Fact Static DeliveryManager
BR-2 All meals in a single order must be paid for using the same payment method.
Constraint Static Corporate Accounting Manager
BR-3 Order price is calculated as the sum of each food item price times the quantity of that food item ordered, plus applicable sales tax, plus a delivery charge if a meal is delivered outside the free delivery zone.
Computation Dynamic Cafeteria policy; state tax code
A statement that defines or constrains some aspect of the business to assert structure or to control or influence behaviour
10 November, 2009 www.businesschange.co.za 20
Test Case Design
Test Case
Test Techniques
Test Strategy
Test Basis
The assembling of appropriate data to process through the system to assess functional and quality of service requirements
10 November, 2009 www.businesschange.co.za 21
TCD Prioritisation
Pairs Wise
Path Flow
Formal
Boundary Value
Analysis
Equivalence Class
Partition
Decision Logic Table
Exploratory
Experience and
intuition
Error Model
Which Test Case Design technique should I use first?
10 November, 2009 www.businesschange.co.za 22
Business Analysis meets Test Analysis
Pairs Wise
Path Flow
BVA ECP DLT
Organisational Context
Business Process Model
DataModel
State Chart Diagram
Business Rule Definitions
Leveraging business analysis techniques for test analysis and quality assurance?
10 November, 2009 www.businesschange.co.za 23
Observations & conversation
Do TA’s and BA’s collaborate? Would model delivery be more effective together?
Do TAs get out enough? Are only PMs, BAs and DEVs allowed to talk to users?
Is the TA emerging? The BA has emerged from IT Software stigma,
Where is Testing today, where is it moving to?
10 November, 2009 www.businesschange.co.za 24
Done
joe.newbert
http://za.linkedin.com/in/newbert
www.twitter.com/newbert
www.slideshare.net/newbert
Here’s how we can connect
10 November, 2009 www.businesschange.co.za 25