With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.

1. DT7
Concurrent Session
11/9/17 3:00 PM
Transform Test Organizations for the
New World of DevOps
Presented by:
Sumit Kumar
Capgemini
Brought to you by:
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2. Sumit Kumar
Capgemini
Director at Capgemini Sumit Kumar has more than seventeen years of experience
in testing delivery, leading testing transformation, and assisting testing
organizations adopting changes. In recent years Sumit has worked with various
mid- to large-size testing organizations to make them DevOps ready. Sumit works
through organizational restructuring, baselining testing maturity, drawing testing
transformation roadmaps, and implementing initiatives spanning across test
engineering functions, tools strategy, solutions build-up, workforce enablement,
and establishing collaborations. Sumit has constantly conceptualized and
delivered solution platforms that enable better DevOps adoption.

3. 1October 2017 © 2017 Capgemini. All rights reserved.
Transforming Test
Organizations for the New
World of DevOps
- Sumit Kumar
2© 2017 Capgemini. All rights reserved.
What To Expect In This Session

4. 3© 2017 Capgemini. All rights reserved.
About Me…….
Designing Test Organizations For DevOps
Implementation Of DevOps Ready Test
Practices and Solutions
Global Test Delivery – Distributed Agile and
DevOps QA
Part Of Capgemini Team
https://www.linkedin.com/in/sumit-kumar-a5a8154/
4© 2017 Capgemini. All rights reserved.
“IN TIMES OF RAPID CHANGE, **********
COULD BE YOUR WORST ENEMY”
EXPERIENCE

5. 5© 2017 Capgemini. All rights reserved.
IN TIMES OF RAPID CHANGE, OTHER’S
EXPERIENCE COULD BE YOUR WORST ENEMY
FRIEND
6© 2017 Capgemini. All rights reserved.
EXPERIENCE I AM LOOKING AT SHARING
TODAY….
CHANGE IMPACT STRUGGLE
ACTION PLAN
MAKING IT
REAL
WAY AHEAD

6. 7© 2017 Capgemini. All rights reserved.
CHANGE
8© 2017 Capgemini. All rights reserved.
S&P 500 charts indicate that the average company’s
tenure is shrinking. By 2030, it’s estimated
that 75 percent of the companies on the S&P
list will be new companies.
Source - http://electric-cloud.com/blog/2017/07/devops-trends-predictions/

7. 9© 2017 Capgemini. All rights reserved.
10© 2017 Capgemini. All rights reserved.
Study has proven that a successful DevOps
transformation introduces a disruptive effect —
a new competitive environment where the traditional
business model is unable to survive
Source - http://assets1.dxc.technology/cloud/downloads/DXC_Cloud_The_DevOps_Disruption_8199a-16.pdf

8. 11© 2017 Capgemini. All rights reserved.
Change The Lens
12© 2017 Capgemini. All rights reserved.

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Don’t undermine the pace of adoption
Source - Gartner
??
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Current IT State Where IT Want To Be With DevOps

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Are Testing Organizations Ready For DevOps?
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OR Is QA Killing DevOps?
REALLY!!!

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IMPACT
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12. 19© 2017 Capgemini. All rights reserved.
No Real Improvement in Quality observed
between 2016 and 2017 while DevOps adoption
has been much higher!
Testing Organizations are trying to be effective
in DevOps models
Source – World Quality Report 2017, Capgemini
20© 2017 Capgemini. All rights reserved.
>50% of the
Testing
organizations have
moved away from
being centralized
testing entity
SPEED (Test Cycle Time)

13. 21© 2017 Capgemini. All rights reserved.
“Within Eighteen months of
the introduction of Google
Maps Navigation, the makers
of stand-alone GPS devices
had lost as much as 85
percent of their market
value”
AGILITY (Requirement Stability Index)
22© 2017 Capgemini. All rights reserved.
CUSTOMER EXPERIENCE
(Production Incidents, Social Media)

14. 23© 2017 Capgemini. All rights reserved.
COMPETITION
(Revenue, Market Share)
24© 2017 Capgemini. All rights reserved.
Employees in high-performing teams are 2.2 times
more likely to recommend their organizations as a
great place to work.
TALENT
(High Performance Vs Low
Performance)
Source – 2017 State of DevOps Report From Puppet

15. 25© 2017 Capgemini. All rights reserved.
STRUGGLE
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Love for
code has
been
under
scanner

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IT leadership is not
natural
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Are there any real
Super Powers?
Rest Of IT Test Organization

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Change agents?
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Haven’t
developed
enough of
this….

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Attention is
coming late
and……
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ACTION PLAN

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We need to own this!
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Speak out

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FUNCTIONAL
ENGINEERING
TECHNICAL
SPECIALIZATION
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MODERNIZATION
INTEGRATION
ANALYTICS

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Leadership for
change
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Let’s transform
workforce
differently

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MAKING IT
REAL
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1. ORGANIZATIONAL
CHANGES
2. PROCESSES/SOLUTIONS
TRANSFORMATIONS
3. OPTIMIZING TOOLS
LANDSCAPE
4. CHANGING SKILLS
FABRIC
5. MAKING QA
SMART

23. 41© 2017 Capgemini. All rights reserved.
1. ORGANIZATIONAL CHANGES
Test Delivery
Large/Critical
Projects & Programs
Delivery
Maintenance and
Enhancements
Projects Delivery
Test Engineering
Shared Services –
Delivery
Test Capability
Centers
Community Of
Practices – Strategy
and Planning (Test
Architects)
Planning and
Effectiveness
Demand and Intake
Management
Financial
Management
Service Performance
Management
Processes & SQA
QA Head
Community of
Practice - Test
Program
Management
Vendor & Contract
Management
Strategic
Initiatives
Reporting and
Change Management
Non Functional
Testing
Performance Testing
& Engineering
Security Testing
EI Outbound/Infra
Upgrade Testing
INTRODUCED NEW
REDESIGNED
42© 2017 Capgemini. All rights reserved.
2. PROCESSES/SOLUTIONS TRANSFORMATION
DevQA Framework
BDD Component
Features
(QA)
Steps
Definition
(Dev/QA)
API
Collector
API Info
(Dev)
Validator
Report
Generator
Data Store
Expected
data
(QA)
Results
Quality Gate on Dev
Machine & Pipeline
API layer Testing reduces
UI Testing
Mandatory Maintenance of
Test Code along with App
Code
Reduced Environment &
Data Dependency

24. 43© 2017 Capgemini. All rights reserved.
3. OPTIMIZING TOOLS LANDSCAPE
Requirements Architecture & Design Development Testing Release
ShiftLeft
Test Driven Development
Automation: 80 – 100%
Unit Tests
Automation: 80 – 100%
Behavior driven development
Automation: 50 – 70%
Service Virtualization
Automation 40 – 60%
Non functional tests
Automation: 80-100%
Performance Tests
Automation; 100%Regression test
Automation 60 – 80%
Test Management/Defect Management
Automation: 70 – 100%
Sprint Acceptance Tests
Automation 40 – 50%
Exploratory tests
Automation: 30 – 40%
Functional Tests
Automation: 40 – 50%
ShiftRight
UAT Automation
40 – 60%
Continuous Monitoring
Auto: 40 – 60%
Continuous Integration
Auto: 80 – 100%
Continuous Delivery
Auto:10-60%
Environment virtualization
Auto: 40 – 60%
Tools enable solutions,
have their limitations
Evaluate
Resources
Measure
Project
Readiness
Index
Apply
Mitigation
Plan
Analyze
for
Execution
Risks
Primary Application
Upstream/Downstream
Apps
Interfaces
E2E Flow
Test Execution
Agile/DevOps Expertise
Defect Mgmt.
Programming Experience
Insurance
Products
Business Area
Negotiation
Facilitation
Leadership
Communication
Estimation On Time Delivery
PM Process
Compliance
Project Readiness Index Framework
Test Strategy
Test Creation
Automation
PlanningTeam Motivation
4. CHANGING SKILLS FABRIC PROJECT READINESS INDEX

25. Knowledge Index – 2015
Legend
< 2
>= 2 & < 4
>= 4
2.7
3.3 3.5 3.2 3.5 2.8 2.9
2.8 2.6 2.5 3.1 2.5 2.9
2.2 2.6 2.2 1.9 2.1 2.1
3.1 3.0 3.1 3.4 2.2 2.9
2.0 1.2 2.6 1.0 2.6 2.4
2.9 2.5 2.3 3.5 1.7 2.6
Test Org. PRI
CCI
Surety
Claims
CPI
CSI
F&C
Domain Score
[15%]
Application Score
[30%]
QA Skills &
Tools Score
[39%]
Soft Skills Score
[9%]
Project Management
Skills Score
[7%]
PROJECT READINESS INDEX4. CHANGING SKILLS FABRIC
Re-Baseline
46© 2017 Capgemini. All rights reserved.
Leveraging Robotic Process
Automation
Natural Language
Processing Based BOTS
BOTS with Deep Learning
Capabilities
5. MAKING QA SMART
COGNITIVE ANALYTICS DRIVEN AUTOMATION
Predictive Analytics

26. 47© 2017 Capgemini. All rights reserved.
WAY AHEAD
48© 2017 Capgemini. All rights reserved.

27. 49© 2017 Capgemini. All rights reserved.
With more than 190,000 people, Capgemini is present in over 40 countries and
celebrates its 50th Anniversary year in 2017. A global leader in consulting, technology
and outsourcing services, the Group reported 2016 global revenues of EUR 12.5 billion.
Together with its clients, Capgemini creates and delivers business, technology and
digital solutions that fit their needs, enabling them to achieve innovation and
competitiveness. A deeply multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business Experience™, and draws on Rightshore®, its
worldwide delivery model.
About Capgemini
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www.capgemini.com
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