Theory of Test Planning
Two days
The budget for software testing may represent anywhere from 10% to 80% of the total project budget. An average proportion of the budget has been established at 40% and this budget needs spending wisely. The planning of testing is a major project activity in its own right and demands significant study. The test team leader needs to be able to plan the testing just as the project leader plans the project as a whole. Testing is the established Quality Control technique for projects, and as such needs appropriate planning.
Objectives:
- to cover the required basic team leader skills
- to put the test planning into the correct perspective with the rest of the project work
- to be able to create detailed plans for the testing of a system
- to be able to estimate the resources required
- to be able to package the test plan for presentation to the project leader
Intended for: Software team leaders, designers, senior programmers, programmers, professional testers, systems auditors and analyst/programmers
Key points:
The Philosophical Approach
Role of the professional tester, the case for professionalism when there are so many reasons for systems failure. The range of skills required, career advancement and the Peter Principle. Importance of good service to the user. The code of conduct.
Planning Testing
Importance of planning. Successful techniques, PERT, CPM, NETWORK. Deliverables-oriented planning. Constraints and units while creating the plan. Checklist approach; personal planning. Practical; create realistic testing plan for small project.
Estimating
Basic rules and methods of estimating, formulae, metrics, database and other methods. Aggregating estimates to produce resource requirements. Establishing standards and estimates for standard tasks. Practical work on estimating various testing activities.
Activity specifications
The specification of testing activities, matching team skills to required activities. The use of the Activity Assignment form to specify work. Practical work assigning activities.
Scheduling Work
The allocation of staff to activities. The problem of elapsed time against actual work time. Scheduling the work. Completing the schedule for various resources. Implementing the schedule and keeping it up to date. Practical work.
Monitoring and Control
Monitoring progress and product quality. Standards to use, ISO 9000, BS 7925. The 90% done syndrome, focus on deliverable items, corrective action, monitoring where time goes, activity analysis, controlling unproductive time. Compliance with standards using reviews, walkthroughs, meetings and presentations. The finished product reflects the care of the team leader.
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