A number of possibilities are available to enable

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A number of possibilities are available to enable objectives to be represented: Qualitative objectives, perhaps supported by appropriate scales (e.g., from “very bad” to “very good” or “getting better” to “getting worse”) or questionnaires Quantitative objectives with metrics. For example, the Goal, Question, Metric (GQM) method (see Section 4.3) enables metrics to be defined and can be used to link objectives (goals) with measurable results. Objectives expressed as maturity levels. If test process improvement is to be conducted using a process model, objectives may also be represented in a form appropriate for the model in question. This typically involves defining specific levels of maturity to be achieved either for the test process as a whole or for individual aspects of the test process. Aligning Testing Improvements to the Organization Test process improvements must be aligned to Business goals Any software process improvements being performed Organizational improvements (see Chapter 2) Organizational structure Corporate dashboards and balanced scorecards can be used by the organization to allow test improvements to be aligned to organizational improvement targets, such as: Financial targets - for example, productivity improvements, improved revenue, improved profit, improved financial turnover, also aligned to the value view of quality Improved product quality - aligned to the product, manufacturing and user views of quality
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Certified Tester Expert Level Syllabus International Software Testing Qualifications Board Version 2011 Page 41 of 75 1 st November 2011 © International Software Testing Qualifications Board Customer targets - for example, improved market share, improved customer satisfaction, improved risk management process, also aligned to the user view of quality Internal targets - for example, greater predictability of project outcomes, reduced faults/failures during the software development, reduced project elapsed time and reduced effort/costs aligned to the manufacturing view of quality. Offshoring or outsourcing may also be considered as internal targets as this can be especially effective at reducing the cost of the testing process and enabling businesses to focus on their core areas of competence. Innovation and improvement targets - new marketplaces/industries, increased number of new products to market, speed to market, and process/framework/standards accreditation (e.g. CMMI or industry standard) aligned to the value view of quality People targets - for example, job satisfaction, staff turnover, sickness and other absence reduced which may align to any of the quality views but will also affect the transcendent view of quality (trust, reputation) Social involvement/political targets - for example, environmental impact of the organization, reputation and publicity which may align to any of the quality views but will also affect the transcendent view of quality (trust, reputation) 6.2.3 Setting the Scope for Improvement
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