Simplot Australia Catalyst Business Transformation Program ... · Simplot Australia Catalyst...
Transcript of Simplot Australia Catalyst Business Transformation Program ... · Simplot Australia Catalyst...
Simplot Australia
Catalyst Business Transformation Program
Phase 1.2 – Sales and Distribution
Challenges and lessons of testing
Gabor Devenyi, Program Test Manager
Agenda
2 About the program and Phase 1.2 Sales and Distribution
1 A few words about Simplot
2
3 How we did testing, challenges
4 Lessons learnt, what went well
Simplot Australia
� Food manufacturing for Retail and Foodservice
� Over 2000 employees, $1.5B Sales
3
� 8 factories across Australia, third party warehouses
� Fully Owned by JRS Simplot (US)
� Some of our customers Our 3PL partners
Catalyst Business
Transformation Program
� Not just an IS project (PRMS -> JD Edwards Upgrade, Cognos Business Intelligence; Demantra Demand and Tradespend Management system), it is a BUSINESS PROGRAM
� Improving the way the business works
4
� Improving the way the business works
� Simplifying processes
� Accessing information more easily
� Doing business with our customers and suppliers more easily and effectively.
What and When
1.3: Manufacturing & Procurement Pilot
1.4: Manufacturing & Procurement - Australia
Phase 2:International, Grower Management,
Product Lifecycle Mgmnt, Advanced
Procurement, Product Data & Labeling,
HR & Payroll,
20
11
-
20
12
5
General Accounting
Non-Stock Procurement
Job Costing & Fixed Assets
1.2: Sales & Distribution�Pricing
�Inventory Management
�Customer & Product Master
�Customer Order
�Load Planning
�Warehouse
�Transport
�Accounts Receivable
Demand & Trade Spend
2009 - 2010
20
11
Phase 1.2
From Order → Cash
DemandRetailEDM Customer Logistics Logistics Accounts Logistics
Sales & Distributionusing JDE, Demantra & Cognos
6
Customer & Product
Master
Pricing AllocationInventory
MgmntCustomer
OrderLoad
Planning
Warehouse
Pick/Pack
Transport Deliver Goods
Customer
Pays
Demand
Customer
Service
Retail
Foodservice
International
Finance
EDM
Sales
Customer
Service
Sales
Logistics Logistics
Freight AP
Accounts
Receivable
Logistics
‘behind the scenes’
Business Intelligence
Testing at Simplot in late
2007
� Maturity of Testing was low
� V-Model was introduced as a NEW model in 2007
� Resources – 1 Test Analyst was hired in 2007
7
� No Test Policy/Strategy, no Test Plans, no Testing tools, only test cases in MS Word and MS Infopath
Challenges
� JDE vendor had no experience in testing (“all testing is the responsibility of the customer”)
� Resources: Phase 1.1 had no Test Analysts. While other similar projects have 40+ full time test analysts, we didn’t have
8
have
� Phase 1.2 had 4 Test Analysts + 1 Test Manager
� Sequential model (W-model)
� Base documentations: BPDSS (configuration worksheets), BPD (high level business processes), FS for developments only
Catalyst Testing W-Model
UATUATUATUAT
• 1) UAT
• 2) Business simulation
Catalyst Test StrategyMaster Test Plan
Non-Functional Tests
• Stress & Volume
• PerformanceSITSIT
De
fect
re
test
ing
&
Re
gre
ssio
n t
est
ing
of
JDE
1.1
9
Unit testing
• Development Unit Testing
• Functional Unit Testing
• Performance
• 3CS
SITSIT
•1) SIT Shakeout
•2) SIT E2E
•3) SIT E2E with Security
De
fect
re
test
ing
&
Re
gre
ssio
n t
est
ing
of
JDE
1.1
Functional Leads
� Representatives from the business with lots of business experience (not necessarily project experience)
� Wearing different hats in the project lifecycle
10For all Australian sites for HQ Operations, Retail and Food Services and
Manufacturing
� Business Analysts
� Test Analysts
� Trainers
� Had to be trained on what is testing, why do we need it, what is UAT, SIT, QC, regression testing, defect severity?
Superusers
� Business resources with a high level knowledge of the System in one or more functional areas.
11For all Australian sites for HQ Operations, Retail and Food Services and
Manufacturing
� Superusers help to ensure the smooth operations in each site, office and department through the Go Live period and beyond.
� An integral link to Business Reality
Testing skills
training
System
training
UAT 1 & 2 Business
Rules &
Process
training
Coaching
skills
training
Deliver End
User training
12
What and how
of User
Acceptance
Testing
How to use
JDETest the
system and
enhance your
JDE skills
Learn what are
the processes
& business
How to train
&/or coach
people in the
workplace
Support the
trainer in the
delivery of end
user training
sessions)
Participation
Required
What we could have done better
� Security testing � Should have started earlier with bringing in experts (we learned on the fly)
� Continuous issues with number of QC licenses �strategically the SaaS model could have been better
� Same reporting across multiple projects � they were
13
� Same reporting across multiple projects � they were similar, but some developers had different understanding of what a status means
� Performance testing is expensive � we didn’t do proper risk vs. cost analysis or didn’t calculate ROI. We made a call based on infrastructure and gut-feel. We were lucky that one of our test analysts could use a tool to write basic performance test scripts
What we learnt
�Active business involvement right from the start is critical
�Don’t underestimate the effort involved – the devil’s in the detail!
�Regular, concise and meaningful communication – keep
people in the loop but don’t overload them
�Areas that sought information and were proactive were
14
�Areas that sought information and were proactive were better prepared for the change
�Superusers are invaluable
�Focus on Business Processes (what is required to run the Business)
Things that went well
� Find the right approach (Simplot’s testing maturity is low – even standard sequential model was new to lot of the people)
� Right people for the right job (You put in quality people, you get quality results) – not just testing
� Business Involvement in Testing
� One single source of truth – Quality Center (if we have a
15
� One single source of truth – Quality Center (if we have a defect/issue, document it – don’t rely on e-mails)
� Never forget the importance of testing and communicate it
� Work closely with the Project Managers and the Functional Leads
� Daily reporting in UAT with
� Statistics (progress, defects, “usual” reports)
� Priorities (what area should be in focus by Business impact/risk)