This document provides guidance on test estimation techniques. It discusses common issues in test estimation related to process, environment, resources and other factors. Several test estimation techniques are described at a high level, including SMC (Simple, Medium, Complex), top-down, bottom-up and test point analysis. Factors affecting test estimation and an example test estimation tool are also referenced. The author aims to help avoid missed deadlines by defining an estimation criterion.
The document outlines the key steps in a software testing life cycle including test plan preparation, test case design, test execution and logging, defect tracking, and test reporting. It provides details on each step such as how test plans define the overall testing approach and objectives, test cases define what to test and expected results, and defects identified during testing are tracked, assigned a severity, and prioritized for resolution.
This document contains the resume of Neeraj Kumar summarizing his skills and experience as a Software Test Engineer. He has over 1.8 years of experience in manual and automation testing using tools like Selenium WebDriver, HP ALM, and SQL. He is proficient in test case design, execution, defect reporting, and has experience with Agile methodologies. His technical skills include Java, PL/SQL, shell scripting, and he is ISTQB certified. He has worked on projects for clients like Titan and Adrenalin testing recruitment and resume parsing software.
An application that looks stunning but performs poorly can cause business impact, customer dissatisfaction and higher maintenance costs.
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Tool Support for Testing as Chapter 6 of ISTQB Foundation 2018. Topics covered are Tool Benefits, Test Tool Classification, Benefits of Test Automation, Risk of Test Automation, Selecting a tool for Organization, Pilot Project, Success factor for using a tool
The document summarizes the role of testing in the software development life cycle (SDLC). It discusses SDLC models like waterfall and V-model and covers the software testing life cycle. This includes test planning, use case scenarios, test cases, test types like unit, integration, and system testing. It also discusses test deliverables like scenarios and test cases and the bug life cycle.
This is chapter 4 of ISTQB Specialist Mobile Application Tester certification. This presentation helps aspirants understand and prepare the content of the certification.
The document describes the six phases of a formal review process:
1. Planning involves assigning a moderator and scheduling the review.
2. Kick-off is an optional meeting to align participants on the document and time commitment.
3. Preparation includes checking documents at a defined rate, usually 5-10 pages per hour.
4. The review meeting logs defects, discusses severity, and decides if exit criteria are met.
5. Rework is done by the author to address defects found before another review.
6. Follow-up ensures all defects were adequately addressed before the document is finalized.
The document outlines the key steps in a software testing life cycle including test plan preparation, test case design, test execution and logging, defect tracking, and test reporting. It provides details on each step such as how test plans define the overall testing approach and objectives, test cases define what to test and expected results, and defects identified during testing are tracked, assigned a severity, and prioritized for resolution.
This document contains the resume of Neeraj Kumar summarizing his skills and experience as a Software Test Engineer. He has over 1.8 years of experience in manual and automation testing using tools like Selenium WebDriver, HP ALM, and SQL. He is proficient in test case design, execution, defect reporting, and has experience with Agile methodologies. His technical skills include Java, PL/SQL, shell scripting, and he is ISTQB certified. He has worked on projects for clients like Titan and Adrenalin testing recruitment and resume parsing software.
An application that looks stunning but performs poorly can cause business impact, customer dissatisfaction and higher maintenance costs.
We present an overview on the fundamentals of software testing in this presentation.
Tool Support for Testing as Chapter 6 of ISTQB Foundation 2018. Topics covered are Tool Benefits, Test Tool Classification, Benefits of Test Automation, Risk of Test Automation, Selecting a tool for Organization, Pilot Project, Success factor for using a tool
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The document discusses strategies for software testing. It defines different levels of testing including unit testing, integration testing, system testing, and validation testing. It also discusses different testing approaches such as test-driven development, behavior-driven development, and agile testing. The document provides details on unit testing, integration testing, system testing, and validation testing. It discusses testing strategies, testing methods including black box testing and white box testing, and the differences between black box and white box testing.
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The correct answer is c. The quality of the information used to develop the tests is a factor that influences the test effort involved in most projects. Factors like requirements documentation, software size, life cycle model used, process maturity, time constraints, availability of skilled resources, and test results all impact the test effort.
This document discusses predicting defects in the system testing phase using a model based on a six sigma approach. The research aims to establish a defect prediction model to determine the number of defects to be found before testing begins. The model would help with resource planning, test coverage, and meeting deadlines. The research applies a define-measure-analyze-design-verify process to build the model using regression analysis on data from previous projects. Factors like requirements errors, design errors, and code errors are analyzed to determine their relationship to defects found during testing. The initial results found several significant factors that could be used to reliably predict defects.
1. The document describes various testing documents created at different levels of a project testing process. Test policy, strategy, and methodology documents are created at higher levels, while test plans, cases, procedures, scripts, and reports are created at the project level.
2. It provides details on different testing documents - test policy defines testing objectives, test strategy defines the testing approach, and test methodology provides the testing approach for a specific project. It also describes how test plans are created, test cases are designed based on requirements, and the different levels of test execution.
3. The key testing documents created are test policy, strategy, methodology, plan, cases, procedures, scripts, and reports. Test cases are designed based
The document describes the fundamental test process, which can be divided into 5 basic steps: test planning and control, test analysis and design, test implementation and execution, test evaluating exit criteria and reporting, and test closure activities. It provides details on the main tasks for each step, including developing test plans, analyzing test basis, designing and implementing tests, executing tests, evaluating whether exit criteria are met, and closing test activities.
This document discusses the software testing life cycle (STLC). The STLC is a systematic process that follows a series of phases to ensure software quality. It aims to identify defects early. The main phases discussed are test planning, test case development, test execution, and test closure. A test plan is a key document that describes testing areas and activities. It outlines the test strategy, objectives, schedule, resources, and deliverables. The test plan serves as a guide for testing and helps determine timelines, estimate resources, and avoid issues.
The document discusses improving software testing processes at XYZ Company. It begins with objectives to analyze the existing testing process, identify areas for improvement, and reduce costs. It then provides background on software testing, including definitions, the purpose of testing, and why test process improvement is needed. The document outlines steps for test process improvement, including determining goals, analyzing the current situation, and implementing changes. It reviews literature on test process improvement models, focusing on the Test Process Improvement (TPI) model as a framework with key areas, maturity levels, checkpoints, and improvement suggestions.
Business value assurance / Advanced DWH testingPrashanth BS
The document discusses challenges faced during data warehouse testing at different stages of the software development life cycle. It addresses issues like lack of skilled testers, insufficient test data, poor understanding of requirements, time constraints, and challenges of testing different phases like ETL and performance testing. It also asks questions about tools that can be used for testing data quality, completeness, reconciliation and bulk data as well as performance analysis.
The document provides an overview of the software testing life cycle (STLC) which includes test planning, test development, test execution, result analysis, defect management, and summarized reports. It then describes each phase in more detail, outlining key activities, participants, and deliverables. For example, test planning involves preparing test strategies and plans, estimating effort, and identifying risks. Test development consists of writing test cases and scripts, setting up environments, and reviewing test artifacts. The document also defines common testing terms like test plans, test cases, defect priority and severity levels.
This document discusses various types of software testing performed at different stages of the software development lifecycle. It describes component testing, integration testing, system testing, and acceptance testing. Component testing involves testing individual program units in isolation. Integration testing combines components and tests their interactions, starting small and building up. System testing evaluates the integrated system against functional and non-functional requirements. Acceptance testing confirms the system meets stakeholder needs.
The document discusses test management which includes test planning, test process, test reporting, and test metrics. It provides details on developing a test plan, test case specification, requirement traceability matrix, and executing test cases. The key aspects of test management are test standards, infrastructure management, and people/team management. Test metrics such as requirements volatility, review efficiency, productivity, and defect ratios are used for test oversight and decision making. A test summary report communicates the results of testing to stakeholders and includes test coverage, outstanding defects, and an overall assessment of the testing effort.
Common Testing Problems – Pitfalls to Prevent and MitigateDonald Firesmith
The document describes common testing problems that can occur during software development. It details 77 specific problems organized under general testing problems and testing type specific problems. Each problem includes a description, potential symptoms, consequences if unaddressed, causes, and recommendations to prevent or mitigate the problem. The first problem discussed is having no separate test plan, which can lead to inadequate planning and inefficient, ineffective testing. The document provides guidance for practitioners to improve testing practices.
The document discusses various types and stages of software testing in the software development lifecycle, including:
1. Component testing, the lowest level of testing done in isolation on individual software modules.
2. Integration testing in small increments to test communication between components and non-functional aspects.
3. System testing to test functional and non-functional requirements at the full system level, often done by an independent test group.
4. The document provides details on planning, techniques, and considerations for each type of testing in the software development and integration process.
The document describes the software testing life cycle (STLC) process which includes test planning, test development, test execution, result analysis, defect management, and summarized reports. It then provides more details on each step, including objectives, participants, and deliverables. It also defines test strategy and test plan documents, describing their purpose and typical components.
This document proposes an approach called "Estimator Metrics" for estimating quality assurance time and resources for a software project. It involves identifying impact elements, assigning degrees and risk priorities to those elements, and calculating an impact factor. Quality assurance activities are then defined and assigned degrees, risk priorities, and resultant factors to estimate the time required for each activity. As an example, it provides estimates for requirements review and test case design for an eInsurance project based on this approach. The estimates show the estimated hours and person-days required for each activity. The total estimated time required for all quality assurance activities is provided.
This document contains the syllabus for a course on software verification, validation, and testing (CSE 565). It lists the topics that will be covered each week, including testing techniques like requirements-based testing, exploratory testing, structure-based testing, integration testing, and usability testing. It also covers testing at different stages like unit testing, integration testing, and system testing. The document provides an overview of the areas and concepts that will be learned throughout the course.
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http://www.hcltech.com/enterprise-transformation-services/overview~ More on ETS
It is not only desirable but also necessary to assess the quality of testing being delivered by a vendor. Specific to software testing, there are some discerning metrics that one an look at, however it must be kept in mind that there are multiple factors that affect these metrics which are not necessarily under the control of testing team. The SLAs for testing initiatives can, and should, only be committed after a detailed understanding of the customer’s IT organization in terms of culture and process maturity and after analyzing the various trends among these metrics. This white paper lists some of the popular testing metrics and the factors one must keep in mind while reading in to their values.
Excerpts from the Paper
The estimates and planning for testing is based on certain assumptions and available historical data. However if there are higher number of disruptions (than anticipated) to testing in terms of environment unavailability or higher number of defects being found and fixed, the quality time available for testing the system would be less and hence higher number of defects slip through the testing stage. We must ensure that the data on defects on all subsequent stages are also available and are accurate. Production defects are usually handled by a separate Production support team and testing team is at times not given much insight in to this data. Also, since multiple projects and/or Programs would be going live, one after another, there are usually challenges in identifying which defects in Production can be attributed to which Project or Program. Inaccuracies in assignment would lead to inaccurate measure of test stage effectiveness.
Test Management as Chapter 5 of ISTQB Foundation. Topics covered are Test Organization, Test Planning and Estimation, Test Monitoring and Control, Test Execution Schedule, Test Strategy, Risk Management, Defect Management
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
This document discusses a business model for providing renewable energy to rural communities through partnerships between various stakeholders. The key stakeholders identified are village communities, NGOs, microfinance institutions, original equipment manufacturers, and government/state bodies. The model aims to improve rural livelihoods and alleviate poverty by providing energy access and creating new income opportunities through microloans to fund the installation of renewable energy technologies. Challenges and opportunities of this model are also analyzed.
This document provides an overview of how tools from psychology can be applied to improve project management. It discusses the Myers-Briggs Type Indicator (MBTI) personality assessment and describes two personality types: ENFP and ISTJ. It also summarizes Rational Emotive Behavior Therapy (REBT) and how modifying beliefs can impact consequences. The document suggests project managers would benefit from understanding these psychological tools to improve team dynamics and expectations management.
The document presents the Influential and Inspirational Powers (IIP) model, a new self-evaluation tool for project managers. The IIP model maps levels of influence and inspiration on a grid with four quadrants based on two situations: 1) how team members are influenced and inspired by the project manager, and 2) how the project manager is influenced and inspired by the team. The tool is meant to help project managers identify strengths, weaknesses, and ways to improve team motivation, productivity, and innovation. A survey of project stakeholders provided initial support for the model.
This document discusses strategies for managing everyday conflicts at work. It suggests that minor unresolved conflicts can lead to major losses in productivity, satisfaction and focus within teams. Conflict is inevitable in team environments but can be minimized through awareness and effective conflict resolution strategies. The document explores how individual personality traits and interpersonal skills influence conflicts, and provides models for resolving conflicts at different levels from individual to team to organizational.
This technical paper explores the importance of soft skills like leadership for project managers. It discusses how leadership is crucial for project success as it helps integrate team members and motivate them. The paper outlines different leadership styles and techniques for developing leadership skills, including coaching and mentoring. Effective coaching and mentoring through situational leadership can help individuals and teams achieve their goals while also benefiting the overall organization.
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Explore the strengths and weaknesses of each Zodiac Sign to understand yourself and others better. Discover detailed insights with MyPandit and enhance your personal growth and relationships.
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Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It comprises the theoretical analysis of the body of methods and principles associated with a branch of knowledge. research is integral to every aspect of business operations. It supports informed decision-making, identifies opportunities and threats, enhances customer understanding, improves efficiency, fosters innovation, aids in strategic planning, refines marketing strategies, manages risk, boosts employee satisfaction, enhances financial performance, and informs policy formulation. This comprehensive understanding and application of research allow businesses to operate more effectively and sustainably in a competitive environment. Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It encompasses the principles, procedures, and techniques used by researchers to collect, analyze, and interpret data. Essentially, research methodology provides the blueprint for the entire research process, ensuring that the study is carried out in a structured, reliable, and valid manner.
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Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
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2. Contents
1.1 Abstract 3
1.2 Audience: 3
1.3 Area of Application: 3
1.4 Issues and Challenges: 3
1.4.1 Issues While Estimating - Process 3
1.4.2 Issues While Estimating – Environment & Tools 3
1.4.3 Issues While Estimating – Testing Resources 3
1.4.4 Issues While Estimating – Others factors 4
1.5 Content 4
1.5.1 There are various issues which creep up while estimating 6
1.5.2 Issues While Estimating – Environment & Tools 6
1.5.3 Issues While Estimating – Testing Resources 6
1.5.4 From the above we have got a basic idea about the facts related to Test estimations. 6
1.6 Now in the following sections I’d be explaining the above mentioned
estimation techniques in detail. 7
1.6.1 SMC Method 7
1.6.2 Test Initiation: 7
1.6.3 Test Planning and Design: 7
1.6.4 Test Execution: 7
1.6.5 Test Closure: 8
1.6.6 Top Down Method 8
1.6.7 Bottom Up Method 8
1.6.8 Test Point Analysis(TPA) 9
1.6.9 Details about Test Case Point are as follows: 9
1.6.10 Test Scripts can be defined in following three Complexity Levels: 9
1.6.11 Breakdown between Testing Phases: 9
1.6.12 Factors affecting Test Estimation 10
1.7 Conclusion 10
1.8 References: 10
1.9 About the Author 11
2|Page
3. 1.1 Abstract
We have executed many projects Large Projects, Small Projects etc. Sometimes we
miss our testing deadlines because there is no defined criterion that is used to build
our execution test plan. To help avoid such missing our deadlines we have prepared
these Test Estimation guidelines. In this paper I present the various Test estimation
techniques which will help us in proper execution of the Testing projects and also one
estimation model created by me which is being widely used in my present organization.
This is a paper submitted under “Program Management Tools” track.
1.2 Audience:
Test Management Professionals — Managers, Architects, Test Leads, Software Test
Engineers
Quality / SEPG Management Professionals — Managers, QA Leads, Software QA
Engineers
Project Management Professionals — Managers, Leads, Software Engineers
1.3 Area of Application:
Testing Projects
1.4 Issues and Challenges:
Major Issues : Estimation method / Process, Environment & Tools, Testing to be
performed, Complexity of the application under tests
Minor Issues : Test Resource, Other factors
1.4.1 Issues While Estimating - Process
Requirement Stability, Change Requests, Finalize types of testing ,Follow the test
process,Non-availability of test cases and test data, Timely reviews of the test cases
and other artifacts, Coordination with various teams/modules/interfaces, Scope
changes
1.4.2 Issues While Estimating – Environment & Tools
Separate Environment, Environment not similar to the deployment environment,
Downtime of the environment available during testing, Availability of test management
tools, Availability of test automation tools.
1.4.3 Issues While Estimating – Testing Resources
Management commitment towards completion and following the test life cycle,
Common and realistic expectation toward the testing goal from all the stakeholder in
project, Availability of key resources, Application knowledge among the test team,
Connect / Attitude between the development and testing team, Correct resolution on
the defect fixes, Clear Communication
3|Page
4. 1.4.4 Issues While Estimating – Others factors
Complexity of the application under tests, incorrect assumptions during estimation,
Ownership of testing, Independent Development Vendor Customer
Timeline assigned for testing, Development timeline and release of code for testing,
Availability of correct test data during test execution, Geographical location of testing
team involved, Not doing periodic re-estimation.
1.5 Content
Test Estimation is a prediction based on probabilistic assignments and is a continuous
process, which should be followed and used through out the project life cycle.
Effective software estimation helps track and control cost/effort overruns. Estimations
cover following broad areas
Estimate size
Estimate cost & effort
Determine the schedule
Assess risks
Now this brings us to a basic question that how can we do Test Estimations?
Test Estimations can be done as shown in the Fig 1.
Fig. 1
4|Page
5. There are various types of Test Estimations as shown in Fig. 2:
Fig. 2
Software Test Estimation – Overview as shown in Fig 3
Fig. 3
5|Page
6. 1.5.1 There are various issues which creep up while estimating
Major Issues
Estimation method / Process
Environment & Tools
Testing to be performed
Complexity of the application under tests
Minor Issues
Test Resource
Other factors
1.5.2 Issues While Estimating – Environment & Tools
Separate Environment
Environment not similar to the deployment environment.
Downtime of the environment available during testing
Availability of test management tools
Availability of test automation tools
1.5.3 Issues While Estimating – Testing Resources
Management commitment towards completion and following the test life cycle
Common and realistic expectation toward the testing goal from all the stakeholder in
project
Availability of key resources
Application knowledge among the test team
Connect / Attitude between the development and testing team
Correct resolution on the defect fixes
Clear Communication
1.5.4 From the above we have got a basic idea about the facts
related to Test estimations.
There are various software test estimation techniques:
Simple Medium Complex(SMC) Method
Top Down Method
Bottom Up Method
Test Point Analysis(TPA)
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7. 1.6 Now in the following sections I’d be explaining
the above mentioned estimation techniques in
detail.
1.6.1 SMC Method
This model will consider the test functions / test conditions and their Complexities
(Simple, Medium, and Complex) as the basis for estimation and the effort involved for
the following test activities can be estimated using this model. Following test activities
could be covered
Test Initiation
Test Planning & Design
Test Execution
Test Closure activities
1.6.2 Test Initiation:
Effort estimate for the following activities can be done using SMC model under
Initiation Phase:
Knowledge Transfer
Application Familiarity
Requirements Analysis
Functional Decomposition
1.6.3 Test Planning and Design:
Effort estimate for the following activities can be done using SMC model under Test
Planning & Design Phase:
Test Plan
Preparation of Scenarios, Test Cases, Test Data.
Test Case, Test Data Reviews
Preparation of Execution Plan
Test Ware Re-work & Reviews
Prepare and Review of Zero-day checklist
1.6.4 Test Execution:
Effort estimate for the following activities can be done using SMC model under Test
Execution Phase:
Verify zero day check list
Creation of test bed
Test Execution
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8. Review of Incident logs
Update the Incident report
1.6.5 Test Closure:
Effort estimate for the following activities can be done using SMC model under test
closure Phase:
Closure Metrics Preparation
Closure meeting
Archive project data (Project Closure Activities)
Test / Project Management
I’m attaching a Sample SMC Sheet which I had used for one of my test projects.
SMC.xls
1.6.6 Top Down Method
In this method, the Overall effort estimate for the project is determined first in FP or
Line of code method. The estimation procedure is as follows:
Get the total size in FP
Define the lower level project test component.
Based on experience and productivity data from previous projects,
obtain the effort estimate
Overall effort estimate = productivity *size
1.6.7 Bottom Up Method
This is also known as “divide and conquer” technique. It is hierarchical decomposition
of the test effort into stages, activities and tasks.
Planning
Test environment & configuration
Test case creation
Test execution
Again decompose the above activity in smaller packages which can be estimated in
short period of time.
Estimate the total effort by understanding the duration and effort of each activity.
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9. 1.6.8 Test Point Analysis(TPA)
Test Point Analysis can be used to objectively prepare an estimate for black box
testing (excluding performance testing). Test Case Point Analysis methodology is
based on Test Case Points. Test Case Point is a Verification Point used to verify that
the value on AUT matches with the expected value. This O/p value can be I/p data for
other verification points. Following factors will have influence on number of Test Case
Points:
Complexity: It relates to the number of conditions in a function. More conditions almost
mean more test cases and therefore a greater volume of testing work.
Interfacing: The degree of interfacing of a function is determined by number of data
sets maintained by a function and the number of other functions, which make use of
those data sets.
Uniformity: The extent to which the structure of a function allows it to be tested using
existing or slightly modified specifications, i.e. the extent to which the information
system contain similarly structured functions.
1.6.9 Details about Test Case Point are as follows:
Low Complexity Test Case Point: A Test Case Point having 1 to 3 Steps is considered
as Low Test Case Point.
Medium Complexity Test Case Point: A Test Case Point having 3 to 4 Steps is
considered as Medium Test Case Point.
Critical Complexity Test Case Point: A Test Case Point having 5 to 6 Steps is
considered as Critical Test Case Point.
1.6.10 Test Scripts can be defined in following three Complexity
Levels:
S. No. Level Definition
1 Critical If a Test Script is having 6 to 8 Test Case Points Or
Verification Points.
2 Medium If a Test Script is having 4 to 5 Test Case Points Or
Verification Points.
3 Low If a Test Script is having 1 to 3 Test Case Points Or
Verification Points.
1.6.11 Breakdown between Testing Phases:
%
Testing Phase
age
Preparation (includes Functional Understanding) 10
Test
Scripting Specification (includes Test Conditions, Test Data
40
identification, Test Script preparation)
Test Script Execution and Defect Management
Test (includes Smoke, System, Integration, End to End and 45
Execution Regression Test)
Completion (includes UAT) 5
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10. 1.6.12 Factors affecting Test Estimation
Productivity Figure: It is based on knowledge and skill of test team members and is
therefore specific to the individual organization. Productivity figure mentioned in these
guidelines needs to be verified for couple of projects before implementation across
GSI.
Environmental Factor: Following environmental factors should be consider for test
effort estimation:
Test Tools: It reflects the extent to which testing is automated, or the extent to which
automation tools are used for testing.
Development Testing: It reflects the extent to which the development testing is down,
a development test plan is available and test team is familiar with the actual test cases
and test results
Test Base: It reflects the quality of system documentation upon which the test under
consideration is to be based.
Test Environment: It reflects the extent to which the test infrastructure in which the
testing is to take place has previously been tried out.
Testware: It reflects the extent to which the tests can be conducted using existing
testware.
Multiple Browsers: Effort estimation for testing on multiple browsers is more then
testing on one browser.
1.7 Conclusion
The estimation technique guidelines explained in the earlier section can be enhanced
to cover the various environmental factors. Pilot these guidelines for couple of projects
in your organization and compare the estimated effort and actual effort. As we get
proficient with its implementation we’ll find that Estimated and Actual efforts are
getting closer which will result in better execution of the testing projects.
I’m also attaching a sample Testing Estimation Sheet created by me and which I’ve
used extensively. This estimation tool has been successfully implemented in my
previous organizations also.
Test Estimation
Tool.xls
[Note: The attached template is just a snapshot of the actual tool.]
1.8 References:
The whole content has been written based upon my past experiences in various
organizations. The views may differ based upon circumstances. Feel free to get back
to me at sundershyam30@yahoo.com in case of any clarifications.
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11. 1.9 About the Author
Shyam Sunder is a PMP® Certified Test Manager. Shyam has got total IT Testing
Experience of 12.5 Years and has worked in various reputed organizations like IIS
Infotech, HCL Technologies, Sapient etc. Shyam is strong in the area of Test
Management, Software Testing areas and Client relationship management. He is well
versed in testing areas and has been actively involved in IV&V along with his testing
delivery projects. The strong testing background which Shyam inculcated in previous
organizations is being put into forte in Sapient which is reaping rich dividends of his
testing acumen and expertise. Shyam has a consistent track record of successful
product introduction and implementation. And is Productive as both individual
contributor and Project Manager. Shyam also possesses excellent communication and
relationship-building skills.
Shyam has been a regular contributor in Testing Forums like Quality Assurance of
India (QAI), Software Testing Conferences (STC), Step-in-Summits etc with his
papers, presentations and workshops. Shyam’s recent presentation was in STeP-In
Summit Feb’10 and his topic was “Test Estimation”
E-mail: sundershyam30@yahoo.com
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