Positive client impact along many dimensions, including throughput, agility, quality…
Effectively doubled throughput by developing and operating an ALM platform at an e-commerce giant.
Increased deployments 5-fold and ensured fast feedback loops at a large dental benefits company.
Enabling Business Growth
E-Business (B2B2C) company * IT organization of over 500 people
Director – Technology, leading a 30+ member organization, including Platforms, DevOps, Automated QA and Performance Engineering
- Scattered de-coupled systems and tools used to build and deploy software
- Significant number of production patches
- Inability to make informed decisions based on testing information
- Automated solutions scattered and ad-hoc, hindering velocity and increasing cost of ownership.
- Implemented an integrated ALM Platform to:
- Continuously build and deploy software across environments
- Drive test planning, test execution, and effective triage
- Identify projects, releases & deployments that were ‘at risk’
- Help in making timely decisions.
- Implemented a Unified Automation Solution that could be leveraged during development sprints through system integration testing
- Developed a Visualization Dashboard focused on progress, coverage and quality to actively manage scope and product risk on every release.
- Doubled software delivery throughput by employing the platform
- Architected a test management system that housed over 15000 tests with a reuse factor of 2.5
- Increased the effectiveness of the automation function, while reducing maintenance time by 30%
- Automated tests accounted for over 10% of the defects found post-sprint
- Over time, this led to a 20% reduction in production patches.
Technology & Tools
- Windows and Web applications
- C# based ALM platform with REST APIs
- C# based test automation solution
- HP ALM test management system
- QlikView based metrics dashboards.
Enabling Continuous Delivery
Large Dental Benefits Administrator * IT organization of over 300 people
Principal Consultant, leading an 18-month multi-workstream transformation effort
- Need to scale delivery systems to support technology refresh and business growth
- Unable to deploy code easily after every build, even as scrum teams operated in sprints
- Environments not available when needed, with increasing sprawl
- Quality feedback slow or missing
- Results of performance testing not trusted by stakeholders
- Declining reliability of claims processing systems in production.
- Architected a future-state deployment pipeline and release process
- Defined a purpose-driven approach to managing environments
- Implemented automated deployment across the enterprise
- Developed a functional test automation solution that would support BDD, and could be used across the development lifecycle
- Established the practice of goal-oriented performance engineering
- Delivered extensive on-boarding, training and coaching to upskill various parts of the IT organization.
- Code can be deployed after every build
- Number of deployments per month increased 5-fold
- Environment use was tied to the deployment pipeline, reducing number by 35%
- Automated regression increased over 400% across multiple applications
- Scrum teams using BDD and automated acceptance tests every sprint
- Use of production-enabled workload model and statistical approach led to improved accuracy of performance engineering efforts
- Significant increase in stability and reliability
- Built a culture of DevOps incrementally over time.
Technology & Tools
- Windows-based Web applications, Salesforce, Oracle Revenue & Billing, BI/Analytics stack comprised of Informatica ETL, SSRS/SSIS, Cognos and Tableau
- TFS, TFS-Git and Microsoft RMS for automated deployment
- C# and Selenium based test automation solution
- Neoload for performance testing
- Dynatrace for performance and production monitoring.
Diversified Financial Services company * IT organization of over 1500 people * QA of over 200 people
VP – Technology, leading a 100-member organization supporting 50+ applications
- Inconsistent delivery by a globally distributed organization leading to lack of business trust
- Increasing trend of QA & test cost and cycle time while supporting increased growth
- Major issues being identified late in the lifecycle.
- Redesigned the global organization with a 70/30 onshore-offshore mix and consolidated operations from 7 to 4 locations
- Built a highly-experienced 20-member team of quality and system architects, to lead cross-functional projects and ensure effective systems integration
- Implemented a risk-based QA practice to understand the failure impact on core business features. Ensured end-to-end scenarios were validated prior to business acceptance, which helped identify major integration issues.
- Established a Test Automation Center of Excellence with a dual-shore model – a scripting center focused on delivering executable automation and a capabilities team focused on developing and maintaining a modular automation framework.
- Grew the QA team by just 11% to support a 35% development team growth
- Reduced blended labor cost by over 10%
- Reduced test cycle time to 20% of project cycle time, from around 25%
- New software defects in production reduced by 35%
- First pass run-rate improved significantly while automated coverage increased by 30%
- Through these results and active collaboration, increased trust with the business stakeholders.
Technology & Tools
- Mainframe, Java and web applications
- HP Quality Center for Test Management
- QTP and Selenium for Test Automation.