What Is Continuous Testing?
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Core Elements of Continuous Testing
WHITE PAPER CORE ELEMENTS OF CONTINUOUS TESTING Today’s modern development disciplines -- whether Agile, Continuous Integration (CI) or Continuous Delivery (CD) -- have completely transformed how teams develop and deliver applications. Companies that need to compete in today’s fast-paced digital economy must also transform how they test. Successful teams know the secret sauce to delivering high quality digital experiences fast is continuous testing. This paper will define continuous testing, explain what it is, why it’s important, and the core elements and tactical changes development and QA teams need to make in order to succeed at this emerging practice. TABLE OF CONTENTS 3 What is Continuous Testing? 6 Tactical Engineering Considerations 3 Why Continuous Testing? 7 Benefits of Continuous Testing 4 Core Elements of Continuous Testing WHAT IS CONTINUOUS TESTING? Continuous testing is the practice of executing automated tests throughout the software development cycle. It’s more than just automated testing; it’s applying the right level of automation at each stage in the development process. Unlike legacy testing methods that occur at the end of the development cycle, continuous testing occurs at multiple stages, including development, integration, pre-release, and in production. Continuous testing ensures that bugs are caught and fixed far earlier in the development process, improving overall quality while saving significant time and money. WHY CONTINUOUS TESTING? Continuous testing is a critical requirement for organizations that are shifting left towards CI or CD, both modern development practices that ensure faster time to market. When automated testing is coupled with a CI server, tests can instantly be kicked off with every build, and alerts with passing or failing test results can be delivered directly to the development team in real time. -
Devops and Testers White Paper
White Paper DevOps and Testers DevOps is part of an overall approach that organizations use to deliver software frequently and with high quality. The most obvious outcome of successful DevOps implementations is the reduction in the time it takes for software changes to transition from an idea to production. What Does DevOps Mean If you are an experienced DevOps Automated tools and processes practitioner, we hope that you are used in system configuration, for Testers might still find the article useful. If the build process, testing, the Background you are not a tester, we hope that deployment to test, staging and The DevOps movement (for want you will at least see the tester’s production environments, post- of a better label) is progressing perspective. deployment monitoring, evaluation, rapidly. Like many other and operations. movements in the industry, the What Is DevOps? speed of adoption accelerates Is DevOps Just About faster than the definition of the Simplistically, DevOps is a label movement itself. DevOps is still to describe an ecosystem in Tools? not well defined and the nuances which development teams and At one level, the goal of DevOps of culture, the emergent capability systems operations teams work is to eliminate bottlenecks in of new technologies, and range of more closely together. In the the delivery pipeline through (mostly successful) case studies so-called delivery pipeline, from automation. But the automation means that the issues at hand are committing source code to putting of staged processes still still widely debated.1 code into production, developers requires governance. Most accommodate and automate some automated processes are not Depending on who you talk to, of operations activities. -
Rugby - a Process Model for Continuous Software Engineering
INSTITUT FUR¨ INFORMATIK DER TECHNISCHEN UNIVERSITAT¨ MUNCHEN¨ Forschungs- und Lehreinheit I Angewandte Softwaretechnik Rugby - A Process Model for Continuous Software Engineering Stephan Tobias Krusche Vollstandiger¨ Abdruck der von der Fakultat¨ fur¨ Informatik der Technischen Universitat¨ Munchen¨ zur Erlangung des akademischen Grades eines Doktors der Naturwissenschaften (Dr. rer. nat.) genehmigten Dissertation. Vorsitzender: Univ.-Prof. Dr. Helmut Seidl Prufer¨ der Dissertation: 1. Univ.-Prof. Bernd Brugge,¨ Ph.D. 2. Prof. Dr. Jurgen¨ Borstler,¨ Blekinge Institute of Technology, Karlskrona, Schweden Die Dissertation wurde am 28.01.2016 bei der Technischen Universitat¨ Munchen¨ eingereicht und durch die Fakultat¨ fur¨ Informatik am 29.02.2016 angenommen. Abstract Software is developed in increasingly dynamic environments. Organizations need the capability to deal with uncertainty and to react to unexpected changes in require- ments and technologies. Agile methods already improve the flexibility towards changes and with the emergence of continuous delivery, regular feedback loops have become possible. The abilities to maintain high code quality through reviews, to regularly re- lease software, and to collect and prioritize user feedback, are necessary for con- tinuous software engineering. However, there exists no uniform process model that handles the increasing number of reviews, releases and feedback reports. In this dissertation, we describe Rugby, a process model for continuous software en- gineering that is based on a meta model, which treats development activities as parallel workflows and which allows tailoring, customization and extension. Rugby includes a change model and treats changes as events that activate workflows. It integrates re- view management, release management, and feedback management as workflows. As a consequence, Rugby handles the increasing number of reviews, releases and feedback and at the same time decreases their size and effort. -
Continuous Delivery with Spinnaker Fast, Safe, Repeatable Multi-Cloud Deployments
Continuous Delivery with Spinnaker Fast, Safe, Repeatable Multi-Cloud Deployments Emily Burns, Asher Feldman, Rob Fletcher, Tomas Lin, Justin Reynolds, Chris Sanden, Lars Wander, and Rob Zienert Beijing Boston Farnham Sebastopol Tokyo Continuous Delivery with Spinnaker by Emily Burns, Asher Feldman, Rob Fletcher, Tomas Lin, Justin Reynolds, Chris Sanden, Lars Wan‐ der, and Rob Zienert Copyright © 2018 Netflix, Inc. All rights reserved. Printed in the United States of America. Published by O’Reilly Media, Inc., 1005 Gravenstein Highway North, Sebastopol, CA 95472. O’Reilly books may be purchased for educational, business, or sales promotional use. Online edi‐ tions are also available for most titles (http://oreilly.com/safari). For more information, contact our corporate/institutional sales department: 800-998-9938 or [email protected]. Acquisitions Editor: Nikki McDonald Interior Designer: David Futato Editor: Virginia Wilson Cover Designer: Karen Montgomery Production Editor: Nan Barber Illustrator: Rebecca Demarest Copyeditor: Charles Roumeliotis Technical Reviewers: Chris Devers and Jess Males Proofreader: Kim Cofer May 2018: First Edition Revision History for the First Edition 2018-05-11: First Release The O’Reilly logo is a registered trademark of O’Reilly Media, Inc. Continuous Delivery with Spin‐ naker, the cover image, and related trade dress are trademarks of O’Reilly Media, Inc. While the publisher and the authors have used good faith efforts to ensure that the information and instructions contained in this work are accurate, the publisher and the authors disclaim all responsi‐ bility for errors or omissions, including without limitation responsibility for damages resulting from the use of or reliance on this work. Use of the information and instructions contained in this work is at your own risk. -
IBM Developer for Z/OS Enterprise Edition
Solution Brief IBM Developer for z/OS Enterprise Edition A comprehensive, robust toolset for developing z/OS applications using DevOps software delivery practices Companies must be agile to respond to market demands. The digital transformation is a continuous process, embracing hybrid cloud and the Application Program Interface (API) economy. To capitalize on opportunities, businesses must modernize existing applications and build new cloud native applications without disrupting services. This transformation is led by software delivery teams employing DevOps practices that include continuous integration and continuous delivery to a shared pipeline. For z/OS Developers, this transformation starts with modern tools that empower them to deliver more, faster, with better quality and agility. IBM Developer for z/OS Enterprise Edition is a modern, robust solution that offers the program analysis, edit, user build, debug, and test capabilities z/OS developers need, plus easy integration with the shared pipeline. The challenge IBM z/OS application development and software delivery teams have unique challenges with applications, tools, and skills. Adoption of agile practices Application modernization “DevOps and agile • Mainframe applications • Applications require development on the platform require frequent updates access to digital services have jumped from the early adopter stage in 2016 to • Development teams must with controlled APIs becoming common among adopt DevOps practices to • The journey to cloud mainframe businesses”1 improve their -
Enterprise Devops: Continuous Delivery Services Accelerate Innovation and Application Release End-To-End
Services Flyer Application Delivery Management Enterprise DevOps: Continuous Delivery Services Accelerate innovation and application release end-to-end Many organizations recognize DevOps as the collaborate. Adding Continuous Deployment ■ Management of Organizational Change best way to deliver value faster, reduce risk, and and Release is more than adding automated to drive adoption and cultural change achieve outcomes for both the organization infrastructure provisioning. It is about chang- and customers. Many have taken a bottom-up ing how apps and ops teams work together. All Our approach is iterative. We: approach: adopt an initial set of capabilities, these changes necessitate not just new tech- ■ Assess your current capabilities depending on their needs, and expand from nology but alignment of processes, teams, and Develop a prioritized roadmap of there. While this seems like a reasonable ap- KPIs. In fact, it is in the latter components that ■ proach, it suffers from one serious drawback: the tough challenges lie. activities, clearly identifying quick adopting one DevOps capability after another wins as well as mid- and long-term in a piecemeal manner is incredibly challenging DevOps spans the entire IT Value Chain, and initiatives and usually does not deliver on the end-to-end driving adoption of the necessary changes ■ Accelerate implementation using the DevOps promise. across technology, process, culture, and over- Model Office as the reference point all mindset is key to success. ■ Combine coaching with Management Micro Focus® Enterprise DevOps: Continuous of Organizational Change consulting Delivery Services bring a top-down approach Our Approach to assist with the adoption of any new to complement the bottom-up one you have At Micro Focus Professional Services, we have DevOps practices, processes, and tools likely taken. -
Towards Embedded System Agile Development Challenging Verification, Validation and Accreditation
Towards Embedded System Agile Development Challenging Verification, Validation and Accreditation : Application in a Healthcare Company Clément Duffau, Bartosz Grabiec, Mireille Blay-Fornarino To cite this version: Clément Duffau, Bartosz Grabiec, Mireille Blay-Fornarino. Towards Embedded System Agile Develop- ment Challenging Verification, Validation and Accreditation : Application in a Healthcare Company. ISSRE 2017- IEEE International Symposium on Software Reliability Engineering, Oct 2017, Toulouse, France. pp.1-4. hal-01678815 HAL Id: hal-01678815 https://hal.archives-ouvertes.fr/hal-01678815 Submitted on 9 Jan 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Towards Embedded System Agile Development Challenging Verification, Validation and Accreditation Application in a Healthcare Company Clement´ Duffau Bartosz Grabiec Mireille Blay-Fornarino AXONIC and I3S AXONIC I3S Universite´ Coteˆ d’Azur, CNRS Sophia Antipolis, France Universite´ Coteˆ d’Azur, CNRS Sophia Antipolis, France [email protected] Sophia Antipolis, France [email protected] [email protected] Abstract—When Agile development meets critical embedded to survive. Moreover, with limited human resources, quality systems, verification, validation and accreditation activities are improvement with Agility usage remains to be demonstrated. impacted. Challenges such as tests increase or accreditation The remainder of this paper is organized as follows. -
Drive Continuous Delivery with Continuous Testing
I Don’t Believe Your Company Is Agile! Alex Martins CTO Continuous Testing CA Technologies October 2017 1 Why Many Companies Think They’re Agile… They moved some Dev projects from waterfall to agile They’re having daily standups They have a scrum master Product owner is part of the team They are all talking and walking agile… And are talking about Continuous Delivery BUT… QA is STILL a Bottleneck… Even in DevOps Shops A 2017 survey of self- …of delays were occurring at proclaimed DevOps 63% the Test/QA stage of the practitioners found that … cycle. “Where are the main hold-ups in the software production process?” 63% 32% 30% 16% 22% 21% 23% http://www.computing.co.uk/digital_assets/634fe325-aa28-41d5-8676-855b06567fe2/CTG-DevOps-Review-2017.pdf 3 Challenges to Achieving Continuous Delivery & Testing IDEA Requirements 64% of total defect cost originate in the requirements analysis and design phase1. ? ? of developers time is spent 80% of teams experience delays in development and QA Development 50% 3 finding and fixing defects2 due to unavailable dependencies X X Security 70x required manual pen 30% of teams only security scan 50% more time spent on security test scan cost vs. automation10 once per year9 defects in lower-performing teams8 X X X 70% of all 63% of testers admit they 50% of time 79% of teams face prohibitive QA / Testing testing is still can’t test across all the different spent looking for restrictions, time limits or access manual4 devices and OS versions5 test data6 fees on needed 3rd party services3 ! Release 57% are dissatisfied with the time it takes to deploy new features7 ! ! Ave. -
Your Continuous Testing with Spirent's Automation Platforms
STREAMLINE Your Continuous Testing With Spirent’s Automation Platforms DE RELE VE AS LO E P E T A ING T R G ES E T T S N U I O U IN T N E CO STAG Table of Contents Agile 3 What is Continuous Test (CT)? 4 What Hinders CT Implementation? 5 The Chasm 6 The Bridge 7 Spirent Velocity Framework 8 Lab as a Service (LaaS) 9 Test as a Service (TaaS) 10 CT Implementation Best Practices 11 Summary 12 2 of 12 Agile software development practices gained momentum in the late 90s. Agile emphasizes close collaboration between business stakeholders, the development team, and QA. This enabled faster software delivery, better quality and improved customer satisfaction. By employing DevOps practices, the pace and benefits are amplified. 3 of 12 What is Continuous Test (CT)? Continuous Test (CT) enables CT haed Cotuous terato ad Deery ee network testing to be more effectively performed by DEVELOP ITEATE STAGE ELEASE development teams by enabling them to take advantage of the QA team’s knowledge of real world customer use cases and environments. This is known as “shift left” because testing is moved earlier in the development cycle. With “shift left” tests are run as early as possible to accelerate understanding of AUTOMATE TESTS ORCHESTRATE TEST ENVIRONMENTSEXECUTE TESTS EARLIER problem areas in the code and where development attention is required. Why Do You Need CT? The combination of earlier and faster testing shortens time to release while improving quality and customer satisfaction. 4 of 12 What Hinders CT Implementation? Deficient or non existent Insufficient test Lack of test results Inadequate understanding of tools for creating resources for timely analysis tools hinder customer environments and automated tests test execution assessment of test results use cases by developers EW SOFTWAE DEVELOP ITEATE STAGE ELEASE SOFTWAE BILD ELEASE The promise of DevOps can’t be fully realized until Continuous Testing (CT) is factored in. -
Continuous Delivery: the First Steps
Continuous Delivery: The First Steps By Dave Jabs. Article as published in Article Reprint AccuRev Article Reprint Continuous Delivery: The First Steps Continuous Delivery: The First Steps Continuous delivery integrates many practices that in their totality might seem daunting. But starting with a few basic steps brings immediate benefits. Here’s how. Software development groups that achieve high performance in teams unused to it and, frequently, changes to processes and tools. development and delivery provide a strategic advantage to their For continuous delivery to be done properly, it also requires organi- business. However, many organizations struggle with delivering zational changes. Achieving excellence in continuous delivery isn’t software in a timely manner. The set of practices called “continu- easy, but the reward is enormous: Development teams will be able to ous delivery” is gaining favor as an important part of the work of move at velocities not previously thought possible. delivering new software on time. Continuous delivery defines a set of practices that aim to eliminate mechanical impediments and Steps to Continuous Delivery deliver software with greater velocity to respond to market needs. The overarching concept of continuous delivery is not new; in fact, the first Agile principle states, “the highest priority is to satisfy the customer Continuous Delivery as a Pipeline through early and continuous delivery of valuable software.” Despite this Let’s start by outlining what continuous delivery is. One of my familiarity, many companies—even those committed to Agile processes— favorite definitions comes from Jez Humble of Thoughtworks, whose struggle to just get started. book is the seminal text on the discipline. -
Agile Playbook V2.1—What’S New?
AGILE P L AY B O OK TABLE OF CONTENTS INTRODUCTION ..........................................................................................................4 Who should use this playbook? ................................................................................6 How should you use this playbook? .........................................................................6 Agile Playbook v2.1—What’s new? ...........................................................................6 How and where can you contribute to this playbook?.............................................7 MEET YOUR GUIDES ...................................................................................................8 AN AGILE DELIVERY MODEL ....................................................................................10 GETTING STARTED.....................................................................................................12 THE PLAYS ...................................................................................................................14 Delivery ......................................................................................................................15 Play: Start with Scrum ...........................................................................................15 Play: Seeing success but need more fexibility? Move on to Scrumban ............17 Play: If you are ready to kick of the training wheels, try Kanban .......................18 Value ......................................................................................................................19 -
Agile Test Automation Strategy for Anyone and Everyone!
Agile Test Automation Strategy For Anyone and Everyone! Gerard Meszaros [email protected] Much Ado About Agile 2011 1 Copyright 2011 Gerard Meszaros My Background •Software developer 80’s •Development manager Embedded •Project Manager ----- Telecom •Software architect 90’s •OOA/OOD Mentor •Requirements (Use Case) Mentor ----- I.T. •XP/TDD Mentor •Agile PM Mentor 00’s •Test Automation Consultant & Trainer Gerard Meszaros •Lean/Agile Coach/Consultant [email protected] Product & I.T. Much Ado About Agile 2011 2 Copyright 2011 Gerard Meszaros Agenda • Motivation – The Agile Test Problem – The Fragile Test Problem • Approaches to Test AutomationRough timings for Agile Test Automation Strategy Time per slide: 1.4 # of Slide # • Test Automation Strategy # Topic Time Slides Start End Motivation 11.2 8 2 9 Exercise 1 - Automation Motivation 10 1 10 10 Intro to Automation 7 5 11 15 Exercise 2 - Why not Record & Playback? 10 1 16 16 Why Automated Tests are Fragile 8.4 6 17 22 How Agile Automation Changes Things 9.8 7 24 30 Intro to Example-Driven Development 7 5 32 36 Managing Scope vs Detail in Examples 15.4 11 38 48 How to specify workflows 8.4 6 50 55 Exercise 3 - Workflow Tests (Keyword-Driven) 15 1 56 56 Using Data-Driven Tests to specify business rules 8.4 6 55 60 Exercise 4 - Business Rules Test (Data-Driven) 15 1 61 61 How Tests Interact With the SUT 7 5 62 66 Test-Driven Architecture 5.6 4 67 70 Legacy Systems (if time permits) 19.6 14 71 84 The Role of Unit Tests 8.4 6 85 90 Test Automation Strategy 14 10 91 100 180.2 97 Much