Introduction of company-wide end-to-end test management in the telecommunications industry
A leading telecommunications company introduced a company-wide end-to-end test management system to reduce risks in the value chain and ensure sustainable process quality.
What challenges led to the introduction of end-to-end test management?
In a dynamic telecommunications company, regular process and application changes were the order of the day. These adjustments increased the risk of disruptions in the value chain – from product development to customer billing. The aim was therefore to reduce risks in the operational business and to professionalize quality assurance along the entire process chain.
The task was to define consistent, cross-application test options for business processes (end-to-end) and to establish an efficient test organization.
How was the analysis phase designed in order to develop a sustainable test strategy?
The first step involved a comprehensive analysis and documentation of the existing value creation processes. The process dependencies between specialist departments, IT and applications were recorded in detail.
The project team then developed a company-wide test guideline and a test strategy in accordance with the standards of ISO 29119 and the specifications of the International Software Testing Qualifications Board (ISTQB®). These standards ensured transparency, traceability and repeatability of the test procedures – key requirements for scalable quality management in telecommunications.
How was the coordination between the specialist departments and IT carried out?
A key success factor was the close cooperation between requirements management, development, testing and acceptance. This coordination enabled the harmonization of processes across all units involved.
Through regular workshops and process coordination, interface problems were identified and communication between the departments improved. This resulted in a uniform view of test requirements and approval processes, which led to higher process quality in the long term.
What organizational measures have been implemented?
The team developed a proposal for the organizational structure, including clear job descriptions for all relevant roles (e.g. test manager, test analyst, test automation engineer), in order to anchor test management in the long term.
This organizational basis enabled a structured introduction of the end-to-end test process, which was initially implemented in a pilot project with complex application adaptations. The aim was to check the practical feasibility and efficiency of the new test strategy in live operation.
What results were achieved?
The project resulted in an approved test guideline and a company-wide test strategy.
In addition, the test processes were documented in BPMN (Business Process Model and Notation), which ensured a standardized and easily understandable presentation.
The feasibility of the new end-to-end test processes was successfully demonstrated in the pilot project: Relevant test cases were created and executed, resulting in a significant reduction in errors and risks in the value chain.
The company thus laid the foundation for a future-proof test organization with clear responsibilities and measurable quality assurance.
FAQFrequently asked questions
Why is end-to-end test management so important for telecommunications companies?
Telekommunikationsprozesse sind komplex und stark vernetzt. Änderungen in einer Applikation können unerwartete Auswirkungen auf andere Systeme haben. Ein End-to-End-Testmanagement sorgt dafür, dass solche Abhängigkeiten erkannt und Fehler frühzeitig behoben werden – bevor sie den Betrieb oder die Kundenerfahrung beeinträchtigen.
What are the advantages of a test strategy according to ISO 29119 and ISTQB® standards?
Diese international anerkannten Standards garantieren methodische Qualität und Transparenz. Sie schaffen einheitliche Testverfahren, verbessern die Kommunikation zwischen Fachbereichen und IT und erleichtern die Auditierbarkeit von Testprozessen – ein entscheidender Faktor für Compliance und Qualitätsmanagement.
How can a test organization be successfully anchored in the company?
Eine erfolgreiche Implementierung erfordert klare Rollen, Verantwortlichkeiten und Prozesse. Neben der technischen Umsetzung ist der Change-Management-Aspekt entscheidend: Mitarbeitende müssen geschult und in den neuen Testprozess eingebunden werden. Pilotprojekte sind hierbei ein effektiver Weg, um Erfahrungen zu sammeln und Akzeptanz zu fördern.
About the project manager
The project was led by Dipl.-Wirt.-Ing. Max Eschweiler as an organizational consultant and test manager. With his many years of experience in setting up efficient test and quality management structures, he supported the telecommunications company in implementing a scalable and standardized end-to-end test management system.
