Test Summary Report / Test Sign-off Report

The Test Summary Report (TSR) of Test Sign-off Report provides a test execution summary for the testing phase (e.g. Sys, UAT) and a recommendation of the readiness to progress to the next phase (e.g. Production).

The purpose of the TSR is to share the testing results, outstanding defects & issues, assessment of the risks & conclusion and a recommendation based on the confidence of the testing team.

The Test Summary Report document should state a recommendation from the testing team highlighting the testing experience and reasons for the decision to progress to the next phase or to continue in the current phase. It should also specify the overview of the test conditions tested/not tested and their results, Defects closed & their severity, any outstanding Defects along with the impact, variances from the Test Plan, any Test Cases removed from the planned testing and Change Requests added to the overall testing scope.

Another important section is to mention the status of the Test Entry and Test Exit criteria and any reasons, exceptions taken during the testing phase if the criteria was not met.  

The Risk section highlights the risks identified in the Test Plan, their realisation and any impacts.

 

It should mention the Test Estimation variance in terms of actual and planned test effort.

The last sections cover the builds deployed, any downtime  for the testing team.

Test Summary sign-off responsibility lies with all the project stakeholders identified in the Test Plan. e.g. all these or some of them can be involved in the sign-off stage – Project Manager, Development Manager, Business Analyst, Test Manager, Business Manager and few more (if applicable).

So, overall Test Sign-off document provides a clear idea to the stakeholders about the Testing phase and testing team’s viewpoint which helps them to take the next action in the software life cycle.

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Test Summary Report / Test Sign-off Report

CoE - Leadership Team

The CoE Leadership Team is responsible for setting the strategic goals in-line with the CoE vision. Other main functional areas include,

• Approving all the policies that govern the processes and provides guidelines for the smooth functioning of the CoE.
• Initiatives flow from the Leadership team downwards. Any new initiatives required for improving the CoE functions are discussed and understood at this level before showing them the green signal to implement them.
• Financial approvals and proper allocation of funds is being controlled at the Leadership Team level. The Operations layer has to justify the funding by delivering the expected results.
• The roadblocks preventing the smooth functioning of the CoE are escalated to the leadership team if can’t be handled by the Operations team. The Leadership team has the responsibility to clear them off.
• Maintaining Progress in the CoE operations helps in achieving the desired results and keeping in pace with the Business requirements. The Leadership team continuously monitors the progress across different domains and take required actions, if required to correct the issues.
• As Leadership team sits on top, the issues beyond the control of CoE teams are escalated to the Leadership team. These issues could be internal to CoE or external to it.
• The Leadership team governs and directs the smooth implementation of the process within the CoE like Development or Testing processes.
• The Leadership team also acts proactively to identify any gaps visible in the CoE functioning and suggests improvements to overcome those gaps.
• Overseeing of the various policies and processes lies with the Leadership team. The team make sure that there is a smooth deployment and integration of the new policies or processes with the already existing processes.

CoE | Center of Excellence Model

The CoE Model at the Technology level is explained in the diagram by taking a Software Testing example. The top layer represents the Test Specialists who have the required Testing expertise. The examples could be Automation Tester, Mobile Tester, Performance Tester or ManualTester.

 

These experts based on their role possess a skill-set covered in the Testing Knowledge layer. There is a mapping of Resources with the skill-set to have a clear picture of available resources and their expertise. The bottom later Engagement is talking about the different projects where the specialised Testing resources can be or are allocated.

To explain it in a generic way, consider there is a centralised pool of resources having different skill-set. There could be a number of resources sharing the same expertise as sometimes multiple resources are required for the same knowledge. Whenever, there is a Project requirement, they are allocated to that project based on the project requirements by matching their skill-set. Those resources are now a part of the project and no other project can take them unless they are not being utilized 100%. Once, the project is completed or there is no work for the respective resource, he or she returns to the main resource pool and becomes available again for allocation. It helps in the better management of the resources and there is no pressure on the project to consume them even without any work as most of the time happens. Another advantage of CoE – It brings maturity to the processes and improve the project efficiency.

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CoE | Center of Excellence Model

Testing Reviews - Static Testing

A Review is a structured approach to examine a document by one or more people with the aim of identifying and removing defects. The primary advantage of the Review process in the Software Development Life Cycle is to identify gaps/defects as early as possible, thereby reducing the cost of fixing them if found later in the life cycle. It’s too expensive to fix the defects when the software has been built.

The Reviews are helpful in finding the various types of defects like Deviations from the standards, Requirements defects, Incorrect specifications, Design defects and few more.

Review Process can be very formal or just a casual/informal process. It depends upon the need for the Review process like legal requirements, audit or maturity of the software development  process. The Basic Review process includes the first step of document to be studied by the reviewers. Then identifying and communicating the defects found, to the Author. Later, the Author fixes the defects and updates the document.

The moral formal review can follow a complete cycle, starting from Planning, Allocating Roles, defining the Entry & Exit criteria, Preparation, Review meeting, Fixing Defects and Follow-up.

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Testing Reviews - Static Testing

Formal Reviews – Roles and Responsibilities

In the Static testing, formal reviews help in identifying the defects by following a structured and detailed approach. There are various roles being played to carry out the entire process.

Manager

The Manager takes care of the management part and normally doesn’t get involved in the actual review activity unless he/she has a technical knowledge. The manager decides what is to be reviewed, the time required for the review activities and to make sure or find out if the objectives have been met.

Moderator

The Moderator carries out the activities related to planning, organising & running the meeting and follow-ups. The success of the Review process very much lies with the Moderator and it is the moderator who puts the stamp on the release of the final document.

Author

The Author writes the original document to be reviewed and carries out the related activities of developing that document and fixing of defects.

Reviewers

Reviewers have the required knowledge to review the document and come up with the identified defects. They represent different business and technical areas to contribute effectively to the review process.

Scribe

The Scribe notes down all the happenings along with the identified defects in the Review meeting.

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Formal Reviews – Roles and Responsibilities

How much Documentation to do in Agile?

In the Agile world, there is always a doubt about the amount of Test Documentation required. I’ve seen in various projects that it totally depends upon the Agile team, their understanding of Agile methodologies and project timelines. Sometimes, teams are doing too much of documentation and sometimes not at all. The best solution is to find the mid-way where the timelines are followed and the documentation is kept to a minimum level for a better understanding. For example, if one doesn’t have a Test Plan and just working on the Test Cases then like waterfall nobody knows what is the testing approach. It may not be a heavy document as normally in the Waterfall project but enough to cover the important testing areas.

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How much Documentation to do in Agile?

Maintenance or Enhancement Testing

Maintenance/Enhancement Testing falls under the BAU (Business As Usual) scope. As software goes live and deployed into the Production environment, sometimes it’s necessary to change it. There are number of reasons like,

• Migration to the new infrastructure


• More features required


• Bugs/Defects identified in the Production environment


• Planned upgrade.

Once it’s identified that a change is required in the system, the relevant change could fall under Maintenance or Enhancement ticket (if a minor change, otherwise it becomes a Project). Maintenance Testing involves testing that change to make sure the system is working correctly after the required change. Regression testing is the primary type of testing being done under Maintenance change. If there are time constraints, a call can be taken to prioritise the Testing based on the primary impacted areas.

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Maintenance or Enhancement Testing