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MS Direct (Release Management (Release Intake (Issue description: In the…

- - - - Sub Issue: The high level requirements provided consistently require clarification: for the majority of the high level requirements, it is necessary to go back to the requestor. Only when the high level requirements are clarified, the detailed requirements can be drafted
        
        Rootcause: Unclear service request i.e. functional requirements
      - Sub issue: The planning, budget and content of a project are continuously redefined due to missing requirements: it often occurs (internal) requirements are not incorporated, for example the requirements for the platform teams, suppliers etc.
        
        Rootcause: Missing functional requirements leading to missing non-functional requirements
      - Sub issue: The high level requirements do not specify exactly what to build: the team interprets the purpose of the requirements and builds accordingly: increased risk of delivering something different than required
        
        Rootcause: Unclear functional- and non-functional requirements
      - Sub issue: The high level requirements do not specify exactly what to build: the team interprets the purpose of the requirements and builds accordingly: increased risk of delivering something different than required
        
        Root cause: Unclear functional- and non-functional requirements
      - Sub Issue : The detailed requirements do not specify exactly what to test.
        The detailed requirements are the basis for user stories, test cases, test scripts etc. The requirements are often high level and open to interpretation
        The user stories are written in a technical language: not from a functionality perspective therefore it is unclear what the objective of the tests should be
        
        Root cause: Unclear functional- and non-functional requirements
      - Sub Issue: Less that 20% first time right (including TCC testing). The problem is not that development does not understand the requirements, the problem is that they can not make them happen due to a variety of technical reasons. The lack of understanding contributes very little to the lack of first time right (80-90% of times development does understand the requirements)
        
        Root cause: technical constraints
        
        Solution: Use of confluence for Sales
        
        Solution: make roadmap more elaborated
  - - - Sub Issue: The technical release notes are currently 1) limitedly translated to business language, 2) if so, not written from the merchants’ perspective and 3) limitedly communicated to the merchants (or customer services). The customers, and customer services are therefore limitedly prepared for a release – often they are prepared last minute
        
        Root Cause: Quality of [business oriented] release note
      - Sub Issue: A service request of one customer is often implemented for all customers without consultation; there is no market research in to poll the needs or wants of the customer, the deployment of certain features is therefore mainly based on assumptions. Customers have no view on added or removed features.
  - - - Sub Issue: The roadmap has limited value to the company. the roadmap is created, updated every month and presented in a webinar to the business line and sales every 3-4 month.
        The roadmap is heavily dependent on the release planning and changes continuously
        
        Root cause: Scope changes
      - Sub Issue: The roadmaps are not harmonized between segments: there are roadmaps for software, hardware, terminals etc. without harmonizing the roadmaps we risk missing dependencies, synergies etc.
        
        Root cause: Absence of responsible party for the consolidation of roadmaps
      - Sub Issue: Multiple internal clients are not aware of the existence of a roadmap: which prohibits them from preparing for the upcoming demand for their teams and required communication to the merchants
        
        Root cause: Ineffective communication
      - Sub Issue: Inaccurate perception that the roadmap is not existing: the roadmap is publicly accessible to all and shared during webinars
        
        Root cause: Limited involvement
  - - - Sub Issue: There are many (old) software versions in the field causing additional workload: new software releases require a high investment in terms of resources since dependencies and requirements for software migration
        
        Root cause: Technical debt
      - Sub Issue: The prioritization and scope creep limits the efficiency of the development team: the team creates a breakdown of the work based on their availability and velocity. In the majority of sprints the backlog in changed and requests are added leading to a continuous (too) high work pressure
        
        Root cause:
        Suboptimal Agile WoW
        Capacity in sprint 100% allocated
        Sprint backlog changes during sprint
      - Sub Issue: Vicious circle of priority setting results in continuous delay: priority is generally given to the project with the (perceived) highest pressure (from the client) to deliver; other project get pushed back. As a consequence, the pressure to deliver increases for those customers of those ‘pushed back’ projects. As a result, the priorities of projects changes continuously
        
        Root cause: Re-active release and deployment strategy
- - - - Sub Issue: The detailed requirements do not specify exactly what to test: The detailed requirements are the basis for user stories, test cases, test scripts etc. The requirements are often high level and open to interpretation
        The user stories are written in a technical language: not from a functionality perspective therefore it is unclear what the objective of the tests should be
        
        Rootcause: Unclear functional- and non-functional requirements
  - - - Sub Issue: Test coverage = one size fits all (Tier 1; KIA accounts):
        The complexity of the software landscape (i.e. versions, hardware etc.) is limitedly taken into account
        
        Rootcause: Sub-optimal testing strategy: mismatch with complexity software landscape
      - Sub Issue: Limited engagement in-. and feedback of the test strategy: a master test plan and test strategy is written for all projects (Audit purposes), it is distributed and obligated to sign
        
        Rootcause: Not defined yet
  - - - Sub Issue: Prohibition of execution tests on encrypted packages: encrypting the software package 1) alters the content slightly 2) may create bugs
        
        Rootcause: Segregation of duty
  - - - Sub Issue: TCC test team is prohibited from progressing on their task due to their dependency on development teams: 1) TCC idle time waiting for development to deliver an increment; 2) TCC has idle time and additional work waiting for development to clarify what should be tested for this increment and; 3) TCC has idle time waiting for development to fix the bugs found
        
        Rootcause: Not defined yet
      - Sub issue: Progress of the entire project is blocked because the start date for the TCC test activities is postponed: the slot for test activities is pre-set and agreed, the development team is supposed to deliver the entire release package to be tested. The test activities are often postponed because 1) other projects are prioritized or 2) the development team isn’t able to deliver the entire package.
        
        Rootcause; Implementation of Agile teams without cross functional teams
      - Sub Issue: Limited information sharing: the Agile WoW focusses on close collaboration instead of extensive documentation, however the testers are not integrated in the scrum teams – knowledge transfer is suboptimal
        
        Rootcause: Implementation of Agile teams without cross functional teams