- Risk based testing (RBT) is an approach that uses product risks to guide the testing process and reduce risks. It involves identifying product risks, analyzing their likelihood and impact, and using risk levels to prioritize test design and execution.
- Implementing RBT involves 10 steps: selecting RBT, identifying stakeholders, identifying risks, extending risk identification, rating impact, rating likelihood, creating a risk matrix, selecting test approaches and techniques, designing test cases with traceability to risks, and risk-based reporting and defect correction.
Practical Application Of Risk Based Testing MethodsReuben Korngold
This document summarizes the experience of National Australia Bank implementing a risk-based testing methodology. The methodology provides a formalized approach to evaluating requirement risks and using those risks to plan testing efforts. It involves workshops to determine likelihood and impact of failures for each requirement. This information is then used to prioritize testing order and guide the scope of testing, focusing on high-risk areas first. The methodology aims to find important problems quickly while reducing low-value testing and justifying testing costs and efforts to stakeholders based on business and technology risks.
Risk-based testing is a commonly-performed technique for prioritizing tests that must be performed in a short time frame. However, this technique isn't perfect and has some risks in itself. This presentation lists 13 ways a tester can be "fooled by risk."
The document discusses the challenges of implementing risk-based testing for complex software systems. It explains that while risk-based testing aims to prioritize tests based on risk, determining the appropriate test scope for changes in a complex system with many configurations and dependencies is difficult. The key challenges identified are understanding the system dependencies, collecting relevant data over time to learn how changes impact the system, and ensuring tests and manual exploratory testing sessions adequately capture this information. While risk analysis, automated testing frameworks, and exploratory testing can help guide scope selection, it remains a complex problem with no simple solution.
Requirements Driven Risk Based TestingJeff Findlay
The document discusses quality requirements and risk-based testing in software development. It introduces ISO 9126 as an international standard for evaluating software quality. It states that the risk of failure increases when problem areas are undefined. It advocates linking quality attributes to risk factors to prioritize efforts and enable measurable gap analysis. Requirements should respect risk mitigation to drive quality outcomes, and risk-based testing helps pinpoint potential problem areas to reduce risks.
risk based testing and regression testingToshi Patel
Risk-based testing prioritizes and focuses testing efforts based on identified risks. It aims to uncover defects in critical areas through early risk identification and guiding subsequent testing activities. Regression testing ensures that changes to a system do not introduce new defects by re-executing test cases. It helps reduce quality risks and improves customer confidence through systematic analysis of software changes and their impacts.
Risk based testing prioritizes test efforts based on risk scores to find critical defects earlier. It aims to test high-risk areas first, then medium-risk, and finally low-risk areas. Risk is defined as the probability of a fault occurring multiplied by the damage caused. Probability and damage are determined based on factors like complexity, usage frequency, and business criticality. The goal is to reach an acceptable level of risk where quality is good enough.
Risk-Based Testing - Designing & managing the test process (2002)Neil Thompson
This document provides an introduction to risk-based testing. It discusses how risk-based testing can help determine how much testing is enough by prioritizing tests that address risks. It also discusses when a product may be considered "good enough" by balancing sufficient benefits, critical problems, and whether improving the product would cause more harm than good. The testing contribution to the release decision is to demonstrate delivered benefits and resolution of critical problems through testing records to provide confidence in the assessment.
Practical Application Of Risk Based Testing MethodsReuben Korngold
This document summarizes the experience of National Australia Bank implementing a risk-based testing methodology. The methodology provides a formalized approach to evaluating requirement risks and using those risks to plan testing efforts. It involves workshops to determine likelihood and impact of failures for each requirement. This information is then used to prioritize testing order and guide the scope of testing, focusing on high-risk areas first. The methodology aims to find important problems quickly while reducing low-value testing and justifying testing costs and efforts to stakeholders based on business and technology risks.
Risk-based testing is a commonly-performed technique for prioritizing tests that must be performed in a short time frame. However, this technique isn't perfect and has some risks in itself. This presentation lists 13 ways a tester can be "fooled by risk."
The document discusses the challenges of implementing risk-based testing for complex software systems. It explains that while risk-based testing aims to prioritize tests based on risk, determining the appropriate test scope for changes in a complex system with many configurations and dependencies is difficult. The key challenges identified are understanding the system dependencies, collecting relevant data over time to learn how changes impact the system, and ensuring tests and manual exploratory testing sessions adequately capture this information. While risk analysis, automated testing frameworks, and exploratory testing can help guide scope selection, it remains a complex problem with no simple solution.
Requirements Driven Risk Based TestingJeff Findlay
The document discusses quality requirements and risk-based testing in software development. It introduces ISO 9126 as an international standard for evaluating software quality. It states that the risk of failure increases when problem areas are undefined. It advocates linking quality attributes to risk factors to prioritize efforts and enable measurable gap analysis. Requirements should respect risk mitigation to drive quality outcomes, and risk-based testing helps pinpoint potential problem areas to reduce risks.
risk based testing and regression testingToshi Patel
Risk-based testing prioritizes and focuses testing efforts based on identified risks. It aims to uncover defects in critical areas through early risk identification and guiding subsequent testing activities. Regression testing ensures that changes to a system do not introduce new defects by re-executing test cases. It helps reduce quality risks and improves customer confidence through systematic analysis of software changes and their impacts.
Risk based testing prioritizes test efforts based on risk scores to find critical defects earlier. It aims to test high-risk areas first, then medium-risk, and finally low-risk areas. Risk is defined as the probability of a fault occurring multiplied by the damage caused. Probability and damage are determined based on factors like complexity, usage frequency, and business criticality. The goal is to reach an acceptable level of risk where quality is good enough.
Risk-Based Testing - Designing & managing the test process (2002)Neil Thompson
This document provides an introduction to risk-based testing. It discusses how risk-based testing can help determine how much testing is enough by prioritizing tests that address risks. It also discusses when a product may be considered "good enough" by balancing sufficient benefits, critical problems, and whether improving the product would cause more harm than good. The testing contribution to the release decision is to demonstrate delivered benefits and resolution of critical problems through testing records to provide confidence in the assessment.
This document summarizes a full-day tutorial on fundamentals of risk-based testing presented by Dale Perry of Software Quality Engineering on April 29, 2013. The tutorial is intended to provide an overview of risk-based testing and how it can be used to prioritize testing efforts. It discusses determining product risks, analyzing risks, developing test plans based on risks, and evaluating results. The document also provides background on the presenter Dale Perry and the training organization Software Quality Engineering.
Neil Thompson - Value Inspired Testing: Renovating Risk-Based Testing and Inn...TEST Huddle
This document discusses value-inspired testing and innovating testing approaches. It proposes renovating risk-based testing by collating current risk-based testing variants, using a context-driven mix of risk principles, grading test coverage rather than truncating tests, and balancing risk against benefits to provide net value. It also suggests innovating testing by considering evolution in nature as a value flow, appreciating the concept of memes and evolving "memeplexes" in testing, and finding an emergent path between too much chaos and too much order. The document argues that by taking a holistic and evolving approach, testing will continue to innovate rather than become obsolete.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: Richard Taylor
Agile teams don’t need traditional metrics: we do everything so quickly that we only need to know our velocity and cycle time". Is this an extreme claim, or is it realistic? When it's possible to implement a completely pure and simple Agile methodology, and react to all feedback almost immediately, it might be true. It's certainly true that some of the metrics which work well in other types of project lifecycle aren't useful in an Agile one. But are test metrics irrelevant in a large Agile project, with multiple teams and a formal release mechanism? What happens when an Agile project has to comply with standards, or with regulatory requirements, to produce proof of product quality? And even if those things aren’t true, aren't there some things we can measure that will tell us how good our Agile testing is, and how it might get better? This presentation should be helpful to anybody who is, or will be, testing in or managing an Agile project team. In it, Richard Taylor explains how to make some of his favourite test metrics useful in an Agile environment and why some others might better be avoided. Various types of coverage, effectiveness and weighted defect measures are explained and demonstrated. Richard shows how we can present both product and process metrics in a way that gives their message clearly to all interested people, including those from the business and from management who aren’t IT specialists.
Talk for the Project Quality Day at Eclipse Conference Europe 2015. A presentation on how to perform risk based testing, using Jira, Jubula and Mylyn (and Spago4Q), appplied to a real-world use case, the SpagoWorld Shop
IT Quality Testing and the Defect Management ProcessYolanda Williams
This document provides an overview of defect management processes. It discusses defining defects, defect prevention, discovery, resolution and process improvement. The key aspects covered are:
- Defining goals as preventing defects, early detection, minimizing impact and process improvement.
- Activities like root cause analysis, escape analysis and process metrics.
- The defect lifecycle of prevention, discovery, resolution and continuous improvement.
- Examples of defect analysis and status reporting including metrics like density, backlog and mean time to repair.
The document summarizes a session focused on improving processes in the customer transaction domain. Participants brainstormed ideas and voted on themes to identify issues, then conducted a root cause analysis to discover connections. Actions were agreed upon to take ownership of activities like creating domain-level roadmaps, identifying current products and capabilities, analyzing overlaps to decrease complexity, and reviewing scrum team products to align them with roadmaps. Over 50 people participated in the session to provide feedback and discuss topics.
This document provides an overview of risk-based testing (RBT) including the process, examples, and benefits. It discusses how to identify risks, analyze them by considering likelihood and impact, and then mitigate risks through testing. The key aspects of RBT covered include building a risk matrix, prioritizing testing based on risk level, and applying RBT at different scales from large changes to small quick tasks. Overall, RBT is presented as a systematic approach to make testing more efficient and ensure the most critical risks are addressed.
The document discusses defect management processes. It defines defects, describes different types of defects and their severity. It outlines the key steps in a defect management process: testing for defects, logging defects found, investigating defects, prioritizing defect resolutions, correcting defects, and reporting resolved defects. Traceability from requirements to testing is important. Defect metrics can help improve processes by identifying where and how defects are introduced and resolved. Collaboration between developers, testers, and other roles is essential for effective defect management.
Testing fundamentals in a changing worldPractiTest
This document discusses testing fundamentals in an agile environment. It emphasizes that testing is a team responsibility and should be integrated throughout the development process, with automated and non-functional testing. Frequent testing and integration is needed to provide early feedback and reduce dependencies. Documentation needs are reduced as testing shifts from a separate phase to being embedded in development.
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
Kasper Hanselman - Imagination is More Important Than KnowledgeTEST Huddle
The document discusses the need for software testing to adapt to today's complex, networked world. It argues that most testing still focuses on structured functional testing as if for standalone software, rather than integrated systems. It recommends that testers specialize in areas like usability, security, and gain domain expertise. Testers need to be flexible and creative in their approaches. The testing process also needs to align more with project management methods and tools to effectively deliver results.
Many projects implicitly use some kind of risk-based approach for prioritizing testing activities. However, critical testing decisions should be based on a product risk assessment process using key business drivers as its foundation. For agile projects, this assessment should be both thorough and lightweight. PRISMA (PRoduct RISk MAnagement) is a highly practical method for performing systematic product risk assessments. Learn how to employ PRISMA techniques in agile projects using risk-poker. Carry out risk identification and analysis, see how to use the outcome to select the best test approach, and learn how to transform the result into an agile one page sprint test plan. Practical experiences are shared and results achieved employing product risk assessments. Learn how to optimize your test effort by including product risk assessment in your agile testing practices.
StarWest 2012 - Agile Defect Management: Focus On PreventionDavid Jellison
Efficient agile organizations focus on defect prevention rather than downstream defect discovery, because discovering defects during or after testing adds to development costs. Delaying discovery and repair of defects can make an agile team feel like they are operating in a mini-waterfall. Sharing his experience with Scrum/ Kanban teams, Leveraging the lean concept of limiting work in progress, David Jellison describes how grouping defects into two major categories—work-in-progress defects and escaping defects—reduces development costs and improves reliability in the field. Dave illustrates how to manage problem discovery early and minimize the existence of escaping defects. Treating escaping defects as the exception rather than the norm results in a much smaller defect backlog and increased customer satisfaction. This approach encourages increased collaboration between quality engineers and developers, and shifts the focus of team measures from defect counts to product delivery velocity and cycle time, with increased confidence in quality as the work is completed.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: An Tran Thien Le
Many testers are not clear about their roles in their Agile teams, especially if they have been familiar with the traditional waterfall testing model. This presentation aims to clarify typical tester’s roles and responsibilities on Agile projects. It suggests useful testers’ mindset in working in Agile teams. The presentation also shares ways to collaborate with key stakeholders including customers (or product owners), developers, and other members in Agile teams. Having proper understanding of their roles and responsibilities together with applying their skillsets, testers would do a better job in Agile projects.
Mats Grindal - Risk-Based Testing - Details of Our Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Risk-Based Testing - Details of Our Success by Mats Grindal. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document discusses IBM's approach to advanced defect management. It introduces two of IBM's analytical predictive capabilities: the IBM Defect Reduction Method, which classifies and analyzes defects to find and fix them early, and the Test Planning and Optimization Workbench, which delivers an optimized test strategy and project planning through defect predictions. Using these capabilities, IBM has achieved substantial gains for clients such as reduced costs, accelerated schedules, improved quality, and lower risks. The document provides examples of how IBM has helped validate testing estimates and select accelerators for clients to reduce production defects.
This document discusses agile defect management, distinguishing between functional defects found during testing of a specific user story, and regression defects found during broader testing. Functional defects are fixed immediately or approved as open, and a user story cannot be completed until its defects are addressed. Regression defects are prioritized in the product backlog. The goal is to finish user stories' functionality first before addressing other defects based on priority.
Learn software testing with tech partnerz 3Techpartnerz
Software configuration management identifies and controls all changes made during software development and after release. It organizes all information produced during engineering into a configuration that enables orderly control of changes. Some key items included in a software configuration are management and specification plans, source code, databases, and production documentation.
Test beyond the obvious- Root Cause AnalysisPractiTest
Kevin Wilkes - Senior Test Consultant at QualiTest and Richard Morgan - UK Delivery Manager at QualiTest, Co-present "Test beyond the obvious- Root Cause Analysis" at OnlineTestConf.com
The document discusses the importance of software and IT quality from an investor's perspective. It covers:
1) The need for consistent tools and approaches to assess a company's IT maturity to understand risks.
2) How quality assurance throughout the investment lifecycle can add value by mitigating risks.
3) Dimensions of IT risk assurance including value, maturity, and risk tolerance.
4) Examples of how software quality audits in practice can identify weaknesses, assure documentation, and agree on corrective actions to improve quality.
This was our final presentation for the EY Trajectory Program. This was the presentation we created in conjunction with the Third Party Risk Management workstream and the Regulatory Compliance workstream. We presented our findings to a panel of EY partners and senior managers in NYC.
This document summarizes a full-day tutorial on fundamentals of risk-based testing presented by Dale Perry of Software Quality Engineering on April 29, 2013. The tutorial is intended to provide an overview of risk-based testing and how it can be used to prioritize testing efforts. It discusses determining product risks, analyzing risks, developing test plans based on risks, and evaluating results. The document also provides background on the presenter Dale Perry and the training organization Software Quality Engineering.
Neil Thompson - Value Inspired Testing: Renovating Risk-Based Testing and Inn...TEST Huddle
This document discusses value-inspired testing and innovating testing approaches. It proposes renovating risk-based testing by collating current risk-based testing variants, using a context-driven mix of risk principles, grading test coverage rather than truncating tests, and balancing risk against benefits to provide net value. It also suggests innovating testing by considering evolution in nature as a value flow, appreciating the concept of memes and evolving "memeplexes" in testing, and finding an emergent path between too much chaos and too much order. The document argues that by taking a holistic and evolving approach, testing will continue to innovate rather than become obsolete.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: Richard Taylor
Agile teams don’t need traditional metrics: we do everything so quickly that we only need to know our velocity and cycle time". Is this an extreme claim, or is it realistic? When it's possible to implement a completely pure and simple Agile methodology, and react to all feedback almost immediately, it might be true. It's certainly true that some of the metrics which work well in other types of project lifecycle aren't useful in an Agile one. But are test metrics irrelevant in a large Agile project, with multiple teams and a formal release mechanism? What happens when an Agile project has to comply with standards, or with regulatory requirements, to produce proof of product quality? And even if those things aren’t true, aren't there some things we can measure that will tell us how good our Agile testing is, and how it might get better? This presentation should be helpful to anybody who is, or will be, testing in or managing an Agile project team. In it, Richard Taylor explains how to make some of his favourite test metrics useful in an Agile environment and why some others might better be avoided. Various types of coverage, effectiveness and weighted defect measures are explained and demonstrated. Richard shows how we can present both product and process metrics in a way that gives their message clearly to all interested people, including those from the business and from management who aren’t IT specialists.
Talk for the Project Quality Day at Eclipse Conference Europe 2015. A presentation on how to perform risk based testing, using Jira, Jubula and Mylyn (and Spago4Q), appplied to a real-world use case, the SpagoWorld Shop
IT Quality Testing and the Defect Management ProcessYolanda Williams
This document provides an overview of defect management processes. It discusses defining defects, defect prevention, discovery, resolution and process improvement. The key aspects covered are:
- Defining goals as preventing defects, early detection, minimizing impact and process improvement.
- Activities like root cause analysis, escape analysis and process metrics.
- The defect lifecycle of prevention, discovery, resolution and continuous improvement.
- Examples of defect analysis and status reporting including metrics like density, backlog and mean time to repair.
The document summarizes a session focused on improving processes in the customer transaction domain. Participants brainstormed ideas and voted on themes to identify issues, then conducted a root cause analysis to discover connections. Actions were agreed upon to take ownership of activities like creating domain-level roadmaps, identifying current products and capabilities, analyzing overlaps to decrease complexity, and reviewing scrum team products to align them with roadmaps. Over 50 people participated in the session to provide feedback and discuss topics.
This document provides an overview of risk-based testing (RBT) including the process, examples, and benefits. It discusses how to identify risks, analyze them by considering likelihood and impact, and then mitigate risks through testing. The key aspects of RBT covered include building a risk matrix, prioritizing testing based on risk level, and applying RBT at different scales from large changes to small quick tasks. Overall, RBT is presented as a systematic approach to make testing more efficient and ensure the most critical risks are addressed.
The document discusses defect management processes. It defines defects, describes different types of defects and their severity. It outlines the key steps in a defect management process: testing for defects, logging defects found, investigating defects, prioritizing defect resolutions, correcting defects, and reporting resolved defects. Traceability from requirements to testing is important. Defect metrics can help improve processes by identifying where and how defects are introduced and resolved. Collaboration between developers, testers, and other roles is essential for effective defect management.
Testing fundamentals in a changing worldPractiTest
This document discusses testing fundamentals in an agile environment. It emphasizes that testing is a team responsibility and should be integrated throughout the development process, with automated and non-functional testing. Frequent testing and integration is needed to provide early feedback and reduce dependencies. Documentation needs are reduced as testing shifts from a separate phase to being embedded in development.
The document discusses moving from a defect reporting approach in software testing to a defect prevention approach using lean principles. It notes that preventing defects from the beginning is far more effective than finding faults later. It asks questions about the current state of testing and defect handling to determine opportunities to focus more on prevention activities like exploratory testing earlier and removing the root causes of defects.
Kasper Hanselman - Imagination is More Important Than KnowledgeTEST Huddle
The document discusses the need for software testing to adapt to today's complex, networked world. It argues that most testing still focuses on structured functional testing as if for standalone software, rather than integrated systems. It recommends that testers specialize in areas like usability, security, and gain domain expertise. Testers need to be flexible and creative in their approaches. The testing process also needs to align more with project management methods and tools to effectively deliver results.
Many projects implicitly use some kind of risk-based approach for prioritizing testing activities. However, critical testing decisions should be based on a product risk assessment process using key business drivers as its foundation. For agile projects, this assessment should be both thorough and lightweight. PRISMA (PRoduct RISk MAnagement) is a highly practical method for performing systematic product risk assessments. Learn how to employ PRISMA techniques in agile projects using risk-poker. Carry out risk identification and analysis, see how to use the outcome to select the best test approach, and learn how to transform the result into an agile one page sprint test plan. Practical experiences are shared and results achieved employing product risk assessments. Learn how to optimize your test effort by including product risk assessment in your agile testing practices.
StarWest 2012 - Agile Defect Management: Focus On PreventionDavid Jellison
Efficient agile organizations focus on defect prevention rather than downstream defect discovery, because discovering defects during or after testing adds to development costs. Delaying discovery and repair of defects can make an agile team feel like they are operating in a mini-waterfall. Sharing his experience with Scrum/ Kanban teams, Leveraging the lean concept of limiting work in progress, David Jellison describes how grouping defects into two major categories—work-in-progress defects and escaping defects—reduces development costs and improves reliability in the field. Dave illustrates how to manage problem discovery early and minimize the existence of escaping defects. Treating escaping defects as the exception rather than the norm results in a much smaller defect backlog and increased customer satisfaction. This approach encourages increased collaboration between quality engineers and developers, and shifts the focus of team measures from defect counts to product delivery velocity and cycle time, with increased confidence in quality as the work is completed.
Ho Chi Minh City Software Testing Conference January 2015
Software Testing in the Agile World
Website: www.hcmc-stc.org
Author: An Tran Thien Le
Many testers are not clear about their roles in their Agile teams, especially if they have been familiar with the traditional waterfall testing model. This presentation aims to clarify typical tester’s roles and responsibilities on Agile projects. It suggests useful testers’ mindset in working in Agile teams. The presentation also shares ways to collaborate with key stakeholders including customers (or product owners), developers, and other members in Agile teams. Having proper understanding of their roles and responsibilities together with applying their skillsets, testers would do a better job in Agile projects.
Mats Grindal - Risk-Based Testing - Details of Our Success TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Risk-Based Testing - Details of Our Success by Mats Grindal. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
This document discusses IBM's approach to advanced defect management. It introduces two of IBM's analytical predictive capabilities: the IBM Defect Reduction Method, which classifies and analyzes defects to find and fix them early, and the Test Planning and Optimization Workbench, which delivers an optimized test strategy and project planning through defect predictions. Using these capabilities, IBM has achieved substantial gains for clients such as reduced costs, accelerated schedules, improved quality, and lower risks. The document provides examples of how IBM has helped validate testing estimates and select accelerators for clients to reduce production defects.
This document discusses agile defect management, distinguishing between functional defects found during testing of a specific user story, and regression defects found during broader testing. Functional defects are fixed immediately or approved as open, and a user story cannot be completed until its defects are addressed. Regression defects are prioritized in the product backlog. The goal is to finish user stories' functionality first before addressing other defects based on priority.
Learn software testing with tech partnerz 3Techpartnerz
Software configuration management identifies and controls all changes made during software development and after release. It organizes all information produced during engineering into a configuration that enables orderly control of changes. Some key items included in a software configuration are management and specification plans, source code, databases, and production documentation.
Test beyond the obvious- Root Cause AnalysisPractiTest
Kevin Wilkes - Senior Test Consultant at QualiTest and Richard Morgan - UK Delivery Manager at QualiTest, Co-present "Test beyond the obvious- Root Cause Analysis" at OnlineTestConf.com
The document discusses the importance of software and IT quality from an investor's perspective. It covers:
1) The need for consistent tools and approaches to assess a company's IT maturity to understand risks.
2) How quality assurance throughout the investment lifecycle can add value by mitigating risks.
3) Dimensions of IT risk assurance including value, maturity, and risk tolerance.
4) Examples of how software quality audits in practice can identify weaknesses, assure documentation, and agree on corrective actions to improve quality.
This was our final presentation for the EY Trajectory Program. This was the presentation we created in conjunction with the Third Party Risk Management workstream and the Regulatory Compliance workstream. We presented our findings to a panel of EY partners and senior managers in NYC.
This document provides an overview and results of an assessment of Ernst Bank's third party risk management, cybersecurity, and regulatory compliance conducted by Trilogy Consulting.
The assessment found auditing gaps in vendor contracts, limited review depth of vendors and subcontractors, and undefined roles and responsibilities. In cybersecurity, asset management could be improved, the risk mitigation strategy enhanced, and awareness/training made more robust. Regulatory compliance operational structure, accountability, security controls, training, and documentation/monitoring could also be strengthened.
Trilogy recommends updating contract requirements, developing ongoing monitoring of third and fourth parties, defining a risk management committee and employee training programs. In cybersecurity, implementing routine employee training, coordinating
Operational Risk: Solvency II and the external factors’ analysisIgnacio Reclusa
This document discusses how to properly assess operational risk under Solvency II by considering processes, capabilities, and external factors. It provides an example assessment of the seven main risk categories (product, marketing, actuarial, etc.) by scoring each attribute (processes, capabilities, external factors) from 1-10 and calculating a total risk score. By only considering processes previously, the insurance company underestimated operational risk exposure by 1.2 million euros compared to the more comprehensive three-attribute approach. The document advocates analyzing external factors at the macroenvironment, industry, and competitor levels to fully capture relevant risks.
The document summarizes key points from a session on risk management:
1. The session discussed tools and techniques for risk response planning, including strategies for negative risks and contingent response planning.
2. It provided examples of different types of risks like secondary risks that can arise from implementing a risk response plan.
3. Residual risks that remain after risk responses have been implemented were also explained.
The document discusses project risk management and outlines the key steps: plan risk management, identify risks and opportunities, perform qualitative and quantitative risk analysis, plan risk responses, implement responses, and monitor risks. It defines risks as uncertain future events that could negatively impact objectives and opportunities as uncertain future events that could positively impact objectives. The risk assessment process determines the probability of a risk occurring and its potential impact. A risk matrix is provided as an example to assess risks based on probability and impact. The goal of risk management is to reduce risks and exploit opportunities to increase the likelihood of project success.
The document discusses risk management fundamentals and processes. It defines risk management as the systematic process of identifying, analyzing, and responding to project risks. The key components of risk management are risk identification, qualitative and quantitative analysis, response planning, and monitoring. Effective risk management protects schedules, budgets, and requirements from uncertainties and prevents issues.
The document outlines the key steps for conducting a business risk assessment:
1) Identifying threats and vulnerabilities to critical business activities and supporting resources.
2) Understanding the potential impact of identified risks disrupting the business.
3) Prioritizing risks and identifying mitigation actions to reduce the likelihood and impact of disruptions.
The risk assessment process involves identifying risks, analyzing their potential impact and likelihood of occurring, and planning mitigation actions to manage the most significant risks.
Project risk management involves identifying potential risks, analyzing their likelihood and impact, and developing responses to address threats and opportunities. The key processes include planning risk management, identifying risks, performing qualitative and quantitative risk analyses to prioritize risks, and planning risk responses. Qualitative analysis involves assessing probability and impact, while quantitative analysis uses numerical methods to evaluate risk exposure and determine contingency reserves. Risks are continually monitored and the risk register updated throughout the project life cycle.
Risk management involves 6 steps:
1) Determining the scope of risks within the next 6 months.
2) Selecting a risk management team of around 9 people from the improvement team and stakeholders.
3) Identifying risks through brainstorming of weak areas, critical aspects, and previous problems.
4) Analyzing risks by removing ambiguities, enumerating consequences, setting likelihood and impact priorities, and selecting top risks.
5) Planning to mitigate risks by reducing likelihood and impact through actions assigned to responsible parties.
6) Planning periodic risk reviews to monitor effectiveness and address changes.
This document provides an overview of a training course on PMI-RMP certification. It outlines the 10 chapters that will be covered in the course, including introductions to risk management frameworks and processes. It also describes the eligibility criteria for the PMI-RMP exam, including prerequisites and experience requirements. Details are provided about the exam structure, including the number of questions, duration, grading approach, and domains covered relating to risk strategy, stakeholder engagement, risk processes, monitoring and reporting, and specialized risk analysis.
The document discusses auditing risk processes in ISO 9001:2015. It introduces the concept of risk and discusses why risk is an important but complex topic. It then covers auditing risk in the ISO standard, including the impact of outcomes, different audit methodologies, and how to apply auditing to risk threads. Finally, it discusses risk management processes and three perspectives on risk: within processes, related to products and services, and technical risks. The document provides information to help auditors understand and evaluate risk processes.
This document discusses risk management basics and processes. It defines key risk management terms like risk, uncertainty, and issue. It then outlines the six steps of the Association for Project Management's (APM) risk management process: initiate, identify, assess, plan responses, implement responses, and manage process. For each step, it provides brief explanations and examples of outputs, techniques, and potential pitfalls.
Kumar Bishwakarma gave a presentation on the basics of risk management. He discussed (1) reactive and proactive risk handling strategies, with reactive focusing on problems after they occur and proactive identifying risks in advance. He also covered (2) software risks like project, technical, business, known, predictable and unpredictable risks. Finally, he explained the process of (3) risk identification, projection, assessment, refinement, and developing a risk management, mitigation, monitoring and management plan to address risks throughout a project.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
Introduction to Quality risk management.
QRM Tools
FMEA and Its Types
Why, where, when and who for FMEA
Risk Priority Number
Steps to Conduct FMEA
Examples of FMEA
Critical role of_risk_assessment_in_international_projects_enVyacheslav Guzovsky
Risk is usually applied to negative events, things that might go wrong. Hopefully there are things that we can do, systems that we can put into place that will prevent bad things from happening, or at least if bad things happen, will minimize the likelihood of it being a total catastrophe. Some of these things are obvious, some of them are not so obvious and might sound like common sense, but there is a lot of science to back this up. This science is called risk management. It is a whole profession and may take you a few years to get there. The good news is it is a gradual process, and all we need to know is that it can be a handy tool for our trade and achievable by changing our working habits.
Similar to Put Risk Based Testing in place right now! (20)
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1. 05/12/2016 1
Eric RIOU du COSQUER
Minsk, November 24th 2015
Put Risk Based Testing in
place, right now!
2. 05/12/2016 2
You took the risk to attend my presentation
Busines Analyst / Product Owner
Project Manager
Test Manager
Functional or Technical Tester
Software Quality and Testing consultant
Sales person
About you
3. 05/12/2016 3
Eric RIOU du COSQUER, erdc@certilogtest.com
• Business Analysis www.iqbba.org
• Member of the executive committee
• Requirements Engineering www.reqb.org
• Member of the executive committee
• International Software Testing www.istqb.org
• General Secretary from 2011 to 2015, France
Representative afterwards
• French Software Testing Qualification Board www.cftl.fr
• Manager since 2013
• Test organizations assessment www.tmmi.org
• Lead Assessor since 2015
About me
4. 05/12/2016 4
The goal is to explain how to implement a Risk Based Testing
approach based on PRISMA® (Product RIsk MAnagement)
Introduction
Risk Management Basics
RBT approach
What next?
Summary
Agenda
6. 05/12/2016 6
Main activities (after ISTQB)
What is testing ?
Planning
Control
Closure
Acceptance
System
Integration
Component 1
Analysis and
Design
Implementation and
Execution
Evaluation &
Reporting
Planification
Closure
Control
7. 05/12/2016 7
Definitions (ISTQB)
Risk
• A factor that could result in future negative
consequences; usually expressed as impact and
likelihood
Product Risk
• A risk directly related to the test object
Project Risk
• A risk related to management and control of the (test)
project, e.g. lack of staffing, strict deadlines, changing
requirements…
What is a risk ?
8. 05/12/2016 8
Definition
Risk Based Testing
• An approach to testing to reduce
the level of product risks and
inform stakeholders of their status
(…). It involves the identification
of product risks and the use of
risk levels to guide the process
What is « RBT » ?
(Risk Based Testing)
9. 05/12/2016 9
A general risk management approach applied to product risks
Risk Management Basics
10. 05/12/2016 10
A process with 4 main activities
Risk
Management
Risk
assessment
Identification
Analysis
Risk control
Mitigation
Monitoring
What does the general risk management
approach consist in ?
11. 05/12/2016 11
The result is a list of risks
• Advice: 30 risks max !
1/4 Risk Identification
Risks Type
Risk 1 Fonctionnal
Risk 2 Security
Risk 3 Fonctionnal
Risk 4: Reliability
…
12. 05/12/2016 12
Define Likelihood and Impact for each risk, and then a risk
level
• Risk Level = Probability * Impact
2/4 Risk Analysis
Risks Type Likelihood Impact Level
Risk 1 Fonctionnal
Risk 2 Security
Risk 3 Fonctionnal
Risk 4: Reliability
… … … … …
14. 05/12/2016 14
Implement actions to reduce the risks
• Four mains options
1. Mitigate the risk through preventive measures to reduce likelihood
and/or impact
2. Make contingency plans to reduce impact if the risk becomes an
actuality
3. Transfer the risk to some other party to handle
4. Ignore and accept the risk, which means doing nothing but wait and
see whether the problem occurs or not.
• Mitigation with testing
• Associate test cases to the risks
3/4 Risk Mitigation
15. 05/12/2016 15
Periodically review the risk status , identify new risks and
communicate
4/4 Risk monitoring
Risks Type Proba. Impact Action Status Level
Risk 1 Fonctionnal
Risk 2 Security
Risk 3 Fonctionnal
Risk
4:
Reliability
… … … … …
New
Risk
16. 05/12/2016 16
A practical approach, step by step
RBT approach
based on PRISMA®
(Product RISk Management)
18. 05/12/2016 18
Possible insights
Exhaustive testing is impossible
The allocated test design and execution time and
budget is always reduced
The specifications and requirements may not
cover the overall set of expected caracteristics
The quality and success of a product depend on
the final users and customers view
How to (be) convice(d) to implement an
RBT approach ?
19. 05/12/2016 19
The right people to be involved must
be identified
#2
Stakeholders
identification
20. 05/12/2016 20
The Test Manager must select different kind of stakeholders
Who should be involved in the RBT
process ?
On the vendor
side
On the
customer
side
External
stakeholder
• End user (client of the customer)
• Other organizations (regulatory
entities,…)
• Customer representatives (called
“Business”)
• Project sponsors
• End users (from the customer company)
• Installation and Operations personnel
• Testers and Quality Assurance staff
• Project managers
• Business and System Analysts
• Developers and architects
• DBA
• GUI designers
• Technical writers
• Testers and Quality Assurance staff
21. 05/12/2016 21
PRISMA provides a checklist for stakeholders identification
Who should be involved in the RBT
process ?
- Project manager - Business experts
- Designers - Testers
- Client / sponsor - End users
- Usability experts - Operations
- Maintenance team - Security
- Safety services - Inspectors
- Support / helpdesk - Manufacturing
- Marketing - Legal
- Professional bodies - Special interest groups
- Technology experts - Marketing
- Customers - System development
- Quality assurance - Regulatory bodies
23. 05/12/2016 23
Different techniques can be combined
How to involve the selected stakeholders in
the risk identification ?
• Requirements based
• Interviews
• Workshops and Brainstorming sessions
Risks Type
Risk 1 Fonctionnal
Risk 2 Security
Risk 3 Fonctionnal
Risk 4: Reliability
…
Same
result as
above
24. 05/12/2016 24
The initial set of product risks must
be improved
#4 Risk triage or
extended
identification
25. 05/12/2016 25
Review the list and check against requirements
• Remove the less relevant risk from the list
• What to do with
• A risk but no requirement
• A requirement but no risk
How to keep the most relevant risks in the
list ?
Product Risk Requirement
ID Product Risk Risk Type Requirement
01 Customer cannot start the
transaction at another bank
Functionality Customer shall be able to
perform a transaction at another
bank
02 Customer not issued with receipt
at the end of the transaction
Functionality Customer shall receive a receipt
at the end of the transaction
03 The system is unavailable to the
customer for longer than two
hours
Reliability System shall be available to
customers 24/7
…
…
Example of a set
of product risks
for an after
Pinkster]
27. 05/12/2016 27
PRISMA® suggested factors
1. Critical areas (damage, cost and consequences of failure)
2. Visible areas (external visibility of a failure)
3. Most used areas
4. Business importance
5. Cost of rework
Which factors shall we consider to rate the
impact ?
Impact
Factor Criticity Visibility …
Weight 2 1 …
Risk 1 5 3 …
Risk 2 3 5 …
Risk 3 3 2 …
… … … …
29. 05/12/2016 29
PRISMA® suggested factors
1. Complexity
2. Size
3. Number of changes
4. New technology and methods
5. Inexperience
6. New development vs. re-use
7. Interfacing
8. …
Which factors shall we consider to rate the
likelihood ?
Impact LIkelihood
Factor Criticity Visibility … Complexity Size …
Weight 2 1 … 1 2 …
Risk 1 5 3 … 3 5 …
Risk 2 3 5 … 4 1 …
Risk 3 3 2 … 2 4 …
… … … … … … …
30. 05/12/2016 30
Once impact and likelihood are scored,
the risks are included in a Matrix
#7
Risk Matrix creation
31. 05/12/2016 31
Impact and Likelihood are scored for each risk
• Each risk may be rated by different profiles
• Impact: business skills
• Likelihood: technical skills
How to visualize the risk distribution ?
Impact Probabilité
Factor Criticity Visibility VALUE Complexity Size VALUE
Weight 2 1 na 1 2 na
Risk 1 5 3 13 3 5 13
Risk 2 3 5 11 4 1 6
… … … … … … …
32. 05/12/2016 32
Each risk will be positioned in a matrix
What is the Product Risk Matrix ?
IIV
II IIII
IIIII
LikelihoodofDefects
(TechnicalRisks)
Impact of Defects
(Business Risks)
3
3
15
15
R1
R2
R3
R4
R5
33. 05/12/2016 33
IIV
Consider the following advice
1. Avoid the central circle
2. Try not to have all the risks in the same areas
3. Add a fifth area for safety-critical applications
How to ensure a right distribution of the
risks ?
IIV
II IIII
IIIII
Likelihood
Impact3
3
15
15
R1
R2
R4
R5
R5 R7
R6
34. 05/12/2016 34
The test approach will be based
on the risk distribution
#8
Test approach and Test
techniques selection
35. 05/12/2016 35
Impact and Likelihood help you focus on the right level(s)
How to allocate the test effort on the
different levels ?
IIV
II IIII
IIIII
Likelihood
Impact3
3
15
15
component and
Integration level
test (focus on
technical risk)
system
and
acceptance
level test
(focus on
business
risk)
36. 05/12/2016 36
This question should be adressed for each test level
How to select the right techniques and
define the associated coverage goals ?
IIV
II IIII
IIIII
Likelihood
Impact3
3
15
15
Example for the component level
Decision
coverage
(90%)
Code
inspection
Instruction
coverage
(90%)
Instruction
coverage
(70%)
37. 05/12/2016 37
This question should be adressed for each test level
How to select the right techniques and
define the associated coverage goals ?
IIV
II IIII
IIIII
Probabilité
Impact3
3
15
15
Use Case
(incl alternative
paths)
Decision
table
Use Case
(main path)
Equivalence
partitioning
Use Case
(incl alternative
paths)
Equivalence
partitioning
Use Case
(main path
Exploratory
testing
Example for the acceptance level
39. 05/12/2016 39
Use the traceability
How to reach the final Risk Based Test
Execution step ?
Product Risk Requirement Test Cases
Test
Execution
Results
Defects
40. 05/12/2016 40
The risk likelihood and impact
must be reviewed based on
the test execution results
#10
Risk Based reporting
and Defect correction
41. 05/12/2016 41
Update it !
What to do with the Product Risk Matrix
Product Risk Requirement Test Cases
Test
Execution
Results
Defects
Defects Likelihood is increased
Passed test cases Likelihood is decreased
New
risks ?
Four different options for Risk Mitigation
Once a risk has been identified and analyzed, there are four main possible ways to handle that risk:
Mitigate the risk through preventive measures to reduce likelihood and/or impact
Make contingency plans to reduce impact if the risk becomes an actuality
Transfer the risk to some other party to handle
Ignore and accept the risk, which means doing nothing but wait and see whether the problem occurs or not.
Les testeurs ne sont pas les seuls à pouvoir ou devoir identifier des risques, bien au contraire
Les testeurs ne sont pas les seuls à pouvoir ou devoir identifier des risques, bien au contraire
Réduction avec le test: Oui mais Comment??? Voir Prisma !
Exhaustive testing is impossible
Focuss on the most risky areas
The allocated test design and execution time and budget is always reduced
Be ready to cover and test a subset of the full product’s caracteristics
The specifications and requirements may not cover the overall set of expected caracteristics
Identifiy additional caracteristics to be tested, from the risk identification
The quality and success of a product depend on the final users and customers view
Take their point of view into consideration
Les testeurs ne sont pas les seuls à pouvoir ou devoir identifier des risques, bien au contraire
Les testeurs ne sont pas les seuls à pouvoir ou devoir identifier des risques, bien au contraire
Souvent, un risque ou niveau de risque peut être associé à une exigence ou à un ensemble d’exigences
Un risque, pas d’exigences Ajouter exigences ou enlever le risque
Une exigence, pas de risque Ajouter un risque ou envisager de supprimer l’exigence
Exemple:
Exigence: Le système doit être disponible 24/24
Risque: Le système est indisponible pendant plus de 1 heure
Criticité: exemple DO 178B
Criticité: 1 à 5
Visibilité: 1 à 5
Criticité: exemple DO 178B
Criticité: 1 à 5
Visibilité: 1 à 5
Des tests seront mis en face des risques.
En fonction du risque ces tests seront positionnés à différents niveaux
Ne pas oublier la notion de couverture
Prisma donne d’autres conseils comme: niveau d’expertise des développeurs…