Simplot Australia

Catalyst Business Transformation Program

Phase 1.2 – Sales and Distribution

Challenges and lessons of testing

Gabor Devenyi, Program Test Manager

Agenda

2 About the program and Phase 1.2 Sales and Distribution

1 A few words about Simplot

2

3 How we did testing, challenges

4 Lessons learnt, what went well

Simplot Australia

� Food manufacturing for Retail and Foodservice

� Over 2000 employees, $1.5B Sales

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� 8 factories across Australia, third party warehouses

� Fully Owned by JRS Simplot (US)

� Some of our customers Our 3PL partners

Catalyst Business

Transformation Program

� Not just an IS project (PRMS -> JD Edwards Upgrade, Cognos Business Intelligence; Demantra Demand and Tradespend Management system), it is a BUSINESS PROGRAM

� Improving the way the business works

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� Improving the way the business works

� Simplifying processes

� Accessing information more easily

� Doing business with our customers and suppliers more easily and effectively.

What and When

1.3: Manufacturing & Procurement Pilot

1.4: Manufacturing & Procurement - Australia

Phase 2:International, Grower Management,

Product Lifecycle Mgmnt, Advanced

Procurement, Product Data & Labeling,

HR & Payroll,

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11

-

20

12

5

General Accounting

Non-Stock Procurement

Job Costing & Fixed Assets

1.2: Sales & Distribution�Pricing

�Inventory Management

�Customer & Product Master

�Customer Order

�Load Planning

�Warehouse

�Transport

�Accounts Receivable

Demand & Trade Spend

2009 - 2010

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11

Phase 1.2

From Order → Cash

DemandRetailEDM Customer Logistics Logistics Accounts Logistics

Sales & Distributionusing JDE, Demantra & Cognos

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Customer & Product

Master

Pricing AllocationInventory

MgmntCustomer

OrderLoad

Planning

Warehouse

Pick/Pack

Transport Deliver Goods

Customer

Pays

Demand

Customer

Service

Retail

Foodservice

International

Finance

EDM

Sales

Customer

Service

Sales

Logistics Logistics

Freight AP

Accounts

Receivable

Logistics

‘behind the scenes’

Business Intelligence

Testing at Simplot in late

2007

� Maturity of Testing was low

� V-Model was introduced as a NEW model in 2007

� Resources – 1 Test Analyst was hired in 2007

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� No Test Policy/Strategy, no Test Plans, no Testing tools, only test cases in MS Word and MS Infopath

Challenges

� JDE vendor had no experience in testing (“all testing is the responsibility of the customer”)

� Resources: Phase 1.1 had no Test Analysts. While other similar projects have 40+ full time test analysts, we didn’t have

8

have

� Phase 1.2 had 4 Test Analysts + 1 Test Manager

� Sequential model (W-model)

� Base documentations: BPDSS (configuration worksheets), BPD (high level business processes), FS for developments only

Catalyst Testing W-Model

UATUATUATUAT

• 1) UAT

• 2) Business simulation

Catalyst Test StrategyMaster Test Plan

Non-Functional Tests

• Stress & Volume

• PerformanceSITSIT

De

fect

re

test

ing

&

Re

gre

ssio

n t

est

ing

of

JDE

1.1

9

Unit testing

• Development Unit Testing

• Functional Unit Testing

• Performance

• 3CS

SITSIT

•1) SIT Shakeout

•2) SIT E2E

•3) SIT E2E with Security

De

fect

re

test

ing

&

Re

gre

ssio

n t

est

ing

of

JDE

1.1

Functional Leads

� Representatives from the business with lots of business experience (not necessarily project experience)

� Wearing different hats in the project lifecycle

10For all Australian sites for HQ Operations, Retail and Food Services and

Manufacturing

� Business Analysts

� Test Analysts

� Trainers

� Had to be trained on what is testing, why do we need it, what is UAT, SIT, QC, regression testing, defect severity?

Superusers

� Business resources with a high level knowledge of the System in one or more functional areas.

11For all Australian sites for HQ Operations, Retail and Food Services and

Manufacturing

� Superusers help to ensure the smooth operations in each site, office and department through the Go Live period and beyond.

� An integral link to Business Reality

Testing skills

training

System

training

UAT 1 & 2 Business

Rules &

Process

training

Coaching

skills

training

Deliver End

User training

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What and how

of User

Acceptance

Testing

How to use

JDETest the

system and

enhance your

JDE skills

Learn what are

the processes

& business

How to train

&/or coach

people in the

workplace

Support the

trainer in the

delivery of end

user training

sessions)

Participation

Required

What we could have done better

� Security testing � Should have started earlier with bringing in experts (we learned on the fly)

� Continuous issues with number of QC licenses �strategically the SaaS model could have been better

� Same reporting across multiple projects � they were

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� Same reporting across multiple projects � they were similar, but some developers had different understanding of what a status means

� Performance testing is expensive � we didn’t do proper risk vs. cost analysis or didn’t calculate ROI. We made a call based on infrastructure and gut-feel. We were lucky that one of our test analysts could use a tool to write basic performance test scripts

What we learnt

�Active business involvement right from the start is critical

�Don’t underestimate the effort involved – the devil’s in the detail!

�Regular, concise and meaningful communication – keep

people in the loop but don’t overload them

�Areas that sought information and were proactive were

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�Areas that sought information and were proactive were better prepared for the change

�Superusers are invaluable

�Focus on Business Processes (what is required to run the Business)

Things that went well

� Find the right approach (Simplot’s testing maturity is low – even standard sequential model was new to lot of the people)

� Right people for the right job (You put in quality people, you get quality results) – not just testing

� Business Involvement in Testing

� One single source of truth – Quality Center (if we have a

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� One single source of truth – Quality Center (if we have a defect/issue, document it – don’t rely on e-mails)

� Never forget the importance of testing and communicate it

� Work closely with the Project Managers and the Functional Leads

� Daily reporting in UAT with

� Statistics (progress, defects, “usual” reports)

� Priorities (what area should be in focus by Business impact/risk)

Questions

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