The Client is a major technology giant who leads the industry in multiple sectors. The Client has more than 2 billion active daily users of their products, which include a payment platform/digital wallet, an AR-VR product, an eCommerce platform embedded with an AR-VR products catalogue supporting hyper-personalization, an eLearning platform, a Chat platform and many other similar industry-leading technologies.
With its extensive range of products and a massive, demographically diverse user base spanning all geographies, our Client needs to stay ahead of the curve, ensuring quality and constantly innovating and growing to meet customer demands.
In the Client’s product-centered organizational structure, most product engineering teams perform their own QA, along with developers–a practice called “dogfooding”–with no involvement from a specialized QA team. This process had been in effect for the Client’s launch of multiple new features, with disappointing results.
A lot of releases needed rolling back, and some features introduced to a limited geographical sample performed too poorly for exposure to a wider market. Multiple nonfunctional defects were leaked to production, attracting bad press.
Poor product quality was putting the Client’s brand reputation at risk, and they asked Qualitest to step in. They wanted us to develop and execute a tailored QA approach to build confidence among engineering teams and senior stakeholders that dedicated QA teams could make a difference.
“The project was a success and enabled Qualitest to expand the presence of QA within the Client product teams.”
The Client’s specific objectives were to:
We faced some challenges from the start:
“Overall QA function has evolved and has started to become standardized across the Client’s organization.”
Our teams designed and implemented an iterative process model with three clear, well-defined phases.
In this phase, Qualitest QA engineers, backed by QA managers from the Client side, spoke to teams who were willing to accept outside quality professionals into their group. Client leads agreed on the areas of support and set goals for strategic initiatives to improve product quality.
Qualitest identified the following deliverables for the first group, the Early Adopters:
Applying several QA metrics, Qualitest engineers demonstrated the benefits Early Adopters had achieved from our QA team’s engagement. The project expanded with a second group of teams to increase the support level, with similar deliverables identified.
Finally, our analysts started performing QA audits on deliverables for the Client teams who did not or could not engage our QA teams. As part of these audits, we started observing the following:
The project was a success and enabled Qualitest to expand the presence of QA within the Client product teams. Our QA team’s involvement, which started with one product, currently supports 14 products.
In addition:
