A known enterprise telecommunications company adopted CI/CD in order to increase its development velocity and as a result, it restructured its organization to enable rapid, incremental releases and fast iterations.
Part of the reorganization was the transition from centralized QA teams to distributed QA teams in order to increase collaboration between developers and testers. Through the distribution of the QA teams, the enterprise company also ensured that quality was a priority of the entire organization and not just QA’s responsibility.
Even with these changes in place, the company was not able to achieve increased velocity. As the development teams were now responsible for quality, they began spending too much time developing too many tests without knowing if the tests were effective because they had no information about their quality The teams needed clear metrics that could provide relevant dimensions of software quality in order to stop unnecessary test development.
Once the company began using the SeaLights Software Quality Governance Platform, the development teams were able to achieve a “closed-loop” across the SDLC, tying specific decisions made at the planning stage or specific code introduced at the development stage to quality issues in production. They were able to rely on advanced quality intelligence tooling to quantify risk across the software portfolio, making data-driven decisions, and focusing their testing.
The company’s main achievement with SeaLights was cutting its CI time in half; the development teams were able to achieve in 6 sprints what previously took them 12 sprints.