From the test factory to QA coaching

The transformation of test processes within an IT system house offers a deep insight into the change from control authority to coach. Ten years ago, the focus was strongly on strict specifications and the acceptance of classic test manuals. With the introduction of agile methods and the founding of communities of practice, an open culture was established in which testers and developers worked more closely together. This shift to a collaborative approach not only promotes quality, but also an understanding of mutual responsibilities. The findings from this transformation show that the key to improvement lies in constructive exchange, which increases agility and efficiency in the long term.

Podcast Episode: From the test factory to QA coaching

In this episode, I talk to Stefan and Christian from the IT system house of the Federal Employment Agency about their remarkable transformation. They talk about the transformation of their central testing department into an agile QA coaching service for projects. The Testfactory has developed from a controlling function into an advisory partner that is actively integrated into project phases. It is clear how important the exchange between testers and developers is to ensure quality from the outset. Their approach of integrating feedback from users shows that technical processes must be alive and adaptable.

"We have to open up somehow and have looked to recruit people from every area of the IT system house for a community of practice." - Stefan Brehovsky, Christian Ulrich

Stephan Brehovsky studied materials science at FAU Erlangen-Nuremberg and has been working in software development and testing for 25 years. He has been working for the IT system house of the Federal Employment Agency (BA) since 2009. As an IT architect, he and his team are responsible for advising and supporting projects and procedures in the IT system house with regard to the test process.

Christian Ulrich studied business informatics at the Technical University of Nuremberg. He has been working in quality assurance at the Federal Employment Agency's IT system house since 2008. Since 2016, he has also been coaching agile projects with regard to quality assurance. In addition, he designs workshops such as test methods, risk-oriented tests or exploratory testing and conducts these in-house. He also leads a CoP for the further development of the BA test strategy.

Highlights der Episode

• The change from control to coaching improves collaboration in projects.
• Test manuals have been made leaner and more agile to increase acceptance.
• Early integration of quality assurance is crucial for project success.
• Testing and development teams need to work together more closely to exploit synergies.
• Regular communication with stakeholders ensures relevance and adaptation of test plans.

Transformation to QA coaching

Introduction

"From test factory to QA coaching" is a topic that sheds light on the transformation of quality assurance in the IT system house of the Federal Employment Agency. The focus of this change is the development from classic test approaches to a consulting QA partner in projects. In large organizations and authorities such as the Federal Employment Agency, quality assurance plays a crucial role in ensuring effective and reliable IT solutions.

The Testfactory ten years ago: A central test department with classic approaches

A decade ago, the Testfactory was a central department within the organization that took classic approaches to quality assurance. Here are some important aspects of this phase:

• The original role as a central test factory with a control function: At that time, the test factory functioned mainly as a control body that watched over quality assurance and made decisions.
• The comprehensive test manual in Word format as a guide: A comprehensive test manual in Word format served as a guide for quality assurance activities. This manual likely contained detailed processes, guidelines and regulations for teams to follow.
• The perception of the department as a "supervisor" and its challenges: The test factory may have been perceived by the teams as an authoritarian body that watched over their work and gave instructions. This role may have led to conflict or resistance.
• The lack of acceptance and low practical use of the test manual: Despite the extensive test manual, there may have been a low level of acceptance and practical applicability in the projects. Teams may have neglected the manual or had difficulty implementing it effectively.

This phase marks the starting point of the transformation from a rigid test factory to a more flexible QA coaching approach. By reflecting on this past, valuable insights can be gained into how quality assurance has evolved in large organizations. During this time, however, a test manager in agile projects was not yet widespread, which further limited the flexibility and adaptability of quality assurance processes.

The change brought about by agility: Introduction of new ways of working in the IT system house since 2014

The agile transformation at the Federal Employment Agency's IT system house marked a decisive turning point in quality assurance from 2014 onwards. Previously, the focus had been on rigid control mechanisms and extensive documentation that were neither up-to-date nor practical. The introduction of agile methods initiated a paradigm shift that not only fundamentally changed the way we work, but also the role of the QA department.

Foundation of a Community of Practice (CoP)

A central component of this transformation was the establishment of a Community of Practice (CoP). This community of voluntary members from different areas of the IT system house serves as a platform for exchanging experiences, identifying problems and jointly developing solutions. The CoP promotes cooperation and ensures that knowledge about quality assurance is widely distributed and jointly developed.

Revision of the test manual

The previously extensive test manual has been greatly reduced in size and simplified. Instead of a confusing Word document, a lean version is now maintained on the Confluence platform. The content is more easily accessible there and can be dynamically adapted - a big step forward compared to the previous "thick ham". Only legally prescribed minimum requirements remain binding, while many details have been made more flexible.

Introduction of testing quadrants

Another significant advance is the introduction of testing quadrants as a modern concept for structuring tests. This model divides tests into different categories:

• Development tests (unit tests, component tests)
• Integration testing
• System testing
• Acceptance tests

This clear categorization makes quality assurance more holistic and covers all phases of the development cycle. This makes it easier for teams to develop and implement suitable test strategies. In this context, software testing plays a crucial role as it is shaped by AI and agile transformation.

Impact on the QA department

Agility not only means faster processes, but also more collaboration and shared learning. The community of practice and the new test plan with the testing quadrants are visible results of this cultural change towards more openness and service orientation in the IT system house's QA department.

The new role of the QA department: from control mechanism to coaching partner

The QA department has evolved from a pure control mechanism to a coaching partner for projects. Here are some important points about this development:

1. transition to an advisory and support function

Instead of just controlling, the QA department now proactively offers advice and support.

2. Early contact with projects

By getting involved in projects at an early stage, test plans can be better supported and the selection of service providers can be accompanied.

3. No direct involvement in project teams due to limited capacity

Due to limited resources, the focus is on the service concept in order to provide the best possible support for projects.

This shift towards the coaching role shows a shift from pure testing to actively shaping quality assurance processes in the projects. However, this coaching role also requires a certain degree of agility and adaptability in order to effectively support the teams and managers.

Development testing and shift left approach: integrating new concepts into quality assurance

The integration of development testing and the shift left approach play a crucial role in the further development of quality assurance in large organizations such as the IT system house of the Federal Employment Agency. Here are some important aspects to consider:

1. Consideration of development tests

Development tests are now increasingly being integrated within the testing quadrants of the test plan. This means that tests are carried out at an early stage of the development process in order to detect and correct errors at an early stage. These development tests are an essential part of agile software testing, which not only increases quality but also changes the roles in the team.

2. Goal of early quality management ("shift left")

The shift left approach aims to implement quality management as early as possible in the development cycle. By identifying and eliminating errors at an early stage, costs can be reduced and the overall quality of the product improved.

These new concepts help to increase the efficiency and effectiveness of quality assurance and ensure that potential problems can be identified and rectified at a very early stage. The integration of development tests and the shift left approach thus support the continuous improvement of test processes and make a significant contribution to increasing product quality.

Transformation challenges: acceptance problems and legal requirements

In the process of transformation from test factory to QA coaching, various challenges can arise that need to be overcome:

• Dealing with legal requirements despite agilization and a leaner approach: Compliance with legal requirements and regulatory requirements is often a hurdle, especially in an agile environment. It is important to ensure that legal requirements are complied with despite the switch to agile working methods. This requires careful coordination and adaptation of processes to take the legal framework into account.
• Overcoming initial skepticism about change through open communication: In any transformation, teams encounter resistance and skepticism towards change. It is crucial to maintain open communication and involve employees early in the process. Transparent information, training and workshops can allay concerns and increase acceptance of change.

By proactively addressing these challenges, organizations can successfully transform their quality assurance departments and make the transition from rigid test factories to flexible QA coaching partners.

Successes from projects: Improved collaboration and coaching effectiveness

The transformation from the classic test factory to QA coaching has sustainably improved collaboration with the project teams. Instead of acting as a controlling authority, the QA department now acts as an advisory partner, which leads to a more open and productive exchange.

Important aspects of this development:

• Collaboration at eye level: The QA department is no longer the "supervisory authority", but a supporting service provider. This role change enables project teams to receive support at an early stage in the creation of test plans and the selection of service providers.
• Flexible support instead of rigid control: Instead of mandatory tests and rigid specifications, QA coaching offers customized support. This flexibility is positively received by the teams and promotes acceptance of the quality assurance measures.
• More effective communication: The introduction of a Community of Practice (CoP) creates a continuous dialog between QA managers and project members. Feedback flows directly into the further development of the test guidelines, making them more practical and easier to apply.
• Sustainability through coaching: The role of the coach not only supports compliance with quality standards, but also promotes independent quality thinking in the teams. As a result, quality assurance is not perceived as external control, but as an integral part of the project work.

These successes are an example of how a formerly centralized test factory can be transformed into a modern, agile QA coaching system - with clear benefits for everyone involved and a noticeable improvement in collaboration.

Outlook for the future: further potential for quality assurance at the Federal Employment Agency's IT system house

The continuous improvement of quality assurance (QA) remains a central challenge at the Federal Employment Agency's IT system house. The team sees significant development potential in increased communication and cooperation between the development and testing teams. The previous separation of these areas is to be overcome in favor of a more integrative approach.

The focus is on the following aspects:

• Intensifying the exchange between developers and testers
• The different perspectives and competencies are to be brought together in a more targeted manner in order to create synergies. The aim is for developers not only to carry out their own tests (e.g. unit tests), but also to actively participate in the QA process and for testers to be involved in the development process at an early stage.
• Vision of an integrative QA landscape
• In large public authority environments with complex structures, a holistic understanding of quality is to be established that takes into account both classic test techniques and modern agile methods. QA is understood as the joint responsibility of all those involved. Agile development](https://www.richard-seidl.com/en/blog/agile-development-impact-testing) in particular, which is fundamentally changing testing methods, plays a decisive role here.
• Digitalization of QA processes
• The use of digital tools for documenting, coordinating and tracking tests is becoming increasingly important. Platforms such as Confluence already form the basis for leaner and more flexible test manuals. In the future, further automation and digital solutions will be integrated to increase efficiency and transparency.

These developments are aimed at sustainably strengthening quality assurance and adapting it to the dynamic requirements of large IT projects. The IT system house is thus providing impetus for a sustainable QA culture in official contexts.

Conclusion: From rigid test factory to agile QA coaching team - a successful model for other organizations?

The transformation from the classic test factory model to an agile QA coaching team at the Federal Employment Agency is an impressive example of how change management can be successfully implemented in large, regulated organizations.

Important findings from this transformation process:

• Agile principles as the key: The integration of agile methods not only changed the way of working, but also improved acceptance and collaboration. Instead of a controlling "supervisory authority", the focus is now on an advisory, supportive role.
• Flexibility and service orientation: The QA team sees itself as a partner to the project teams, providing support at an early stage and developing solutions together. This promotes open communication and reduces resistance to quality requirements.
• Balance between regulation and agility: Even in a strictly regulated environment, it is possible to establish lean processes that meet legal requirements and at the same time create room for innovation.

Organizations from other authorities or large companies can learn from this example and pursue similar approaches. The path from test factory to QA coaching opens up opportunities for modern, effective quality assurance that both meets the requirements of large institutions and motivates and involves employees.

The transformation success illustrates that change is achievable through consistent change management and agile values - an inspiring model for the future of quality assurance.