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Keep in mind the following additional considerations for managing an agile performance test cycle: The best advice is to remember to communicate all significant information and findings to the team. No matter how long or short the time between performance builds, performance testing will always lag behind. Too many performance-testing tasks take too long to develop and execute to keep up with development in real time. Keep this in mind when setting priorities for what to performance-test next. Choose wisely. Remember that for the vast majority of the development life cycle, performance testing is about collecting useful information to enhance performance through design, architecture, and
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development as it happens. Comparisons against the end user focused requirements and goals only have meaning for customer review releases or production release candidates. The rest of the time, you are looking for trends and obvious problems, not pass/fail validation. Make use of existing unit-testing code for performance testing at the component level. Doing so is quick, easy; helps the developers detect trends in performance, and can make a powerful smoke test. Do not force a performance build just because it is on the schedule. If the current build is not appropriate for performance testing, continue with what you have until it is appropriate, or give the performance tester another task until something reasonable is ready. Performance testing is one of the single biggest catalysts to significant changes in architecture, code, hardware, and environments. Use this to your advantage by making observed performance issues highly visible across the entire team. Simply reporting on performance every day or two is not enough the team needs to read, understand, and react to the reports, or else the performance testing loses much of its value.
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Performance testing in an agile project environment allows you to manage the testing in a highly flexible way. In particular, this approach allows you to revisit the project vision and reprioritize tasks based on the value they add to the performance test at a given point in time.
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7 Managing the Performance Test Cycle in a Regulated (CMMI) Environment Objectives
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Become familiar with a performance test management approach appropriate for CMMI, auditable, and highly regulated projects. Learn how to maximize effectiveness without sacrificing control or compliance. Learn how to provide managers and stakeholders with progress and value indicators. Learn how to provide a structure for capturing information within the schedule, not in addition to it. Learn how to apply an approach designed to adapt to change without generating excessive rework, management, or audit concerns.
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In today s software-engineering industry, the complexity and critical nature of some of the systems necessitates regulatory oversight. It is always a challenge to balance the pressure of oversight with staying flexible enough to engineer a system effectively and efficiently. There is no reason why regulatory compliance and flexibility cannot work well together you need only expand the task list and accept some tradeoffs in the schedule and engineering resources. Capability Maturity Model Integration (CMMI) is used here as a paradigmatic example of a process generally viewed as anything but flexible. CMMI is frequently seen as a heavyweight approach, generally more appropriate for safety-critical software and software that is subject to regulatory standards and/or process audits. CMMI was created by the Software Engineering Institute at Carnegie Mellon University and is defined as follows: Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization. The nature of performance testing makes it difficult to predict what type of test will add value, or even be possible. Obviously, this makes planning all the more challenging. This chapter describes an industry-validated approach to planning and managing performance testing. This approach is sensitive to the need for auditability, progress tracking, and changes to plans that require approval without being oppressively procedural.
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