By Caroline Julien: Software Quality Assurance (SQA) and Software Maturity Specialist
March 14, 2024
In the first part of this series of articles, we asserted that the TMMi approach can indeed be integrated into an agile context, and that the benefits of doing so can be significant.
Without delving into fine details, the information we present today will help to better highlight how this "marriage," which may not seem intuitive at first, can be successful.
We will also look at other elements that can contribute to success when aiming to improve the maturity of processes with TMMi.
TMMi and Agility
Because agility is less focused on test processes, integrating TMMi into an already established agile approach can bring interesting benefits. Indeed, some essential testing practices are sometimes forgotten or neglected in agility, and TMMi will be there to support their implementation.
TMMi does not aim to impose a rigid framework, and it allows for alternative solutions adapted to the context; it can help highlight the practices that might have the most value for the "agile" company, in light of its own business objectives.
For example, establishing a test policy is essential from the second maturity level of TMMi. Keeping in mind the agile mentality of useful and minimal documentation, TMMi will not seek to impose a heavy and rigorous level of documentation. A document gathering the elements of the test policy and strategy, as well as information related to higher-level tests, will complement the processes already in place while satisfying several TMMi objectives.
Agile activities facilitate the integration of TMMi effectively. This includes ceremonies such as daily stand-ups, iteration reviews, and retrospectives. Likewise, the adoption of risk-based testing and the monitoring of key metrics via a dashboard improve compliance with TMMi objectives, especially in the area of "test monitoring and control" at level 2 and support the goals of level 3.
Risk mitigation is another important aspect of agility that can be supported by the TMMi framework. Indeed, the risk evaluation for the product can be conducted using a streamlined approach compared to a sequential lifecycle, such as the “risk poker” technique. This method, adaptable during agile collaboration sessions, is inspired by "planning poker" but focuses on identifying and analyzing risks.
Thus, the objectives of maturity levels 2 and 3 blend well with agile processes. Levels 4 and 5, which are largely different from the previous levels as they deal more with process management than the development approach, will be less relevant in their entirety for agile organizations, while still offering additional improvement avenues that can add value at the product quality level.
Therefore, used with more flexibility and less formality, the various objectives of levels 4 and 5 can be very useful. Companies will be advised to choose from these higher maturity levels the practices and improvements that can be adapted to their context and provide real added value.
In any case, aiming for continuous improvement of processes can only be beneficial and profitable for the company seeking to improve.
Success Factors
Whether the company seeking to gain maturity is agile or not, certain success factors can be taken into account.
To start, the commitment of management or managers to the process is essential. Without this, the chances of success will unfortunately be greatly reduced.
Writing, adopting, and communicating a test policy to everyone, based on the company's business and quality values, will also be essential to start well.
To maximize the chances of success, it is also suggested to organize the changes in the form of a project and to dedicate a certain percentage of resources and efforts to it. Setting short and long-term goals, the commitment and participation of developers, and the institutionalization of changes will be other important elements to consider.
It will also often be necessary, during the process, to evaluate the progress concerning the previously determined objectives, including those found in the test policy; if necessary, repeating TMMi assessments to evaluate the current state of maturity progression can be useful.
Conclusion
In summary, harmonizing TMMi with agile practices proves not only feasible but also fruitful for companies seeking excellence in their testing processes. This synergy, although seemingly counterintuitive at first, reveals its potential when implemented with care and adaptability.
Are you considering evolving your test processes towards greater maturity? Are you curious to know how TMMi can integrate into your agile context? Contact us. We will be pleased to guide you towards operational excellence and uncompromising quality.
Join us in this journey towards improvement : experts@zentelia.com
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