How We Transformed the Traditional Software QA by Getting Rid of the Central QA group

W7     Start Time : 11:00     End Time : 11:45

LISTEN: Hussein’s intro

The journey started in 2011 within Thomson Reuters Eikon; a large organisation (> 2000 software engineers worldwide) in charge of building Eikon a world class product largely used by professional users of the financial markets (> 130 000 positions). To accelerate our business growth and delight our customers, the business model has moved to having one unique platform based product. This model aims at improving the time to market by getting fast and short release cycles with much more features.

To support this change with the Quality Assurance group, many challenges were coming up quickly: e.g. for a large scale system which is evolving fast, how to keep a very high quality of the product, how to maintain a very high performance and stability of the platform, how to remove the testing bottlenecks, How to test as early as possible and catch quickly the bug impacting our customers, etc.

The previous traditional QA model (e.g. independent QA team, Iterative waterfall cycle, main regression was manual, test management, etc.) became outdated and didn’t satisfy the new challenges. We decided to change our QA model by getting rid of the central group and putting in place Agile approaches. Below few main goals and areas we focused on by leading the related changes in terms of organisation, methods of work and processes:

  • The Quality is first in the lines of code => We moved the quality ownership to development
  • Test early in the process at the same time a coding => We moved testers onto same “Delivery” teams as developers and product owners and sit physically the testers in the middle of the developers
  • Remove the testing activities bottlenecks: Few manual and much more automation testing, we reduced the manual testers and hired more automation engineers and implemented the continuous testing
  • Lead the transformation by the metrics => Defined clear quality goals shared across the delivery organisation and provide the related metrics in an accessible and transparent way

Different challenges appeared, some are related to the method of works and process (e.g. how to ensure a right test coverage without test management, how to leverage the automaton testing, how to put in place the continuous integration and deployment, etc.) and some are organisational (how to drive the developer quality mindset, how to assign quality accountability and keep transparency, how to manage the transformation of traditional QA roles in an Agile world, etc.)

  • Speaker

  • Frederic Mingot - , Thomson Reuters, France

    I’ve been working in software development for over 20 years holding various position in R&D including coding and testing financial applications.

    Over the last 10 years, I enjoyed managing development and QA teams. I love working with diverse people with various cultures and roles.
    More recently, I have been working on transforming QA teams to adopt Agile practices which fits very well with my consistent overall goal of making things work better and more efficiently.

  • Hussein Jibaoui - , Thomson Reuters, France

    Head of Quality Office for Thomson Reuters Eikon, with over 14 years of experience in software testing and Quality Assurance.

    Previously Consultant for ALTRAN CIS where I worked in various industry sectors; Insurance (AXA), Finance & Banking (ING Direct, Société Générale, Reuters), Telecom (Bouygues telecom, SFR), Pharmaceuticals (Servier).

    Passionate about software testing and convinced that testing is scientific research which requires continuous improvement and a curious mindset. Energetic, engaged and creative, my goal when working with software engineers is to develop their quality mindset by providing helpful, engaging and practical approaches. Extensive experience in offshore testing, cross cultural and worldwide team management, Software Quality metrics and QA Agile transformation.