The stats of the finest example of engineering on the planet
The Bugatti Veyron SuperSport:
Top Speed – 267 Mph
Cost – $1.9 million plus
Running at Top Speed – Tires have a life of 37 miles, replacement costs $25K plus for tires, $50K forged alloy wheels.
Running at Top Speed – Fuel lasts 12 minutes, making any meaningful trip unsustainable.
Annual Maintenance – In the area of $21K
An absolutely thrilling example of excess and a cautionary tale of how the pursuit of performance can be more costly than the benefits. At an estimated $384 million in research and development costs the pursuit of flight worthy speeds in a land going vehicle have proven to be less than lucrative for the company. I can’t think of another one-hit wonder that comes close to exhausting this level of engineering effort and technological firsts. You would have to delve into failed DoD projects funded by a superpower to reach these levels of spending for a single purpose endeavor like this, and keep in mind that the DoD effort would have been for national defense!
I’m a lover of the automobile so my intent isn’t to rant against the existence of this car, I love the idea that we live in a world that can produce such things. My message is that your ERP/CRM/LIS, external website or internet app is not a Bugatti, as wonderful as it may be. Your objective in conducting your performance testing is to reduce costs, a mantra that should be adopted by the test effort itself.
One of the most effective strategies I have seen implemented for achieving savings while getting the value and results you desire is by the adoption of a Software Test Automation Center of Excellence (STA CoE). The Bugatti Veyron is a product of the relentless pursuit of perfection, fueled by the desire to make a record-breaking statement to the world of having the fastest production vehicle. While I’m sure the mission statement driving your IT project is comparable, the tack you take cannot and should not match that of Bugatti.
One key area to focus on is the human resource side of the testing activity. Being that the skills in software test automation are still somewhat niche these resources are often contractors. What I’m suggesting is that whether they are FTEs or contractors their utilization and deployment is the most critical set of variables that lend them to being controlled the easiest.
Adopting a “Mixed” Model deployed out of a STA CoE affords you the following:
STA CoE resources add more value
- Salaried or contract resource whose cost is spread across multiple engagements/cost centers within the company.
- Eliminates the need for a lead on each performance test engagement.
- Involvement can be “part-time.”
- Costs are fixed.
- Built-in litmus test for external firm’s effort and estimates.
- Serves as liaison between performance test team and internal infrastructure teams.
- Decreases “Time to Test” and overall test duration.
- Non-project time spent in strengthening the CoE and awareness in the PMO.
- Available to mentor development/infrastructure staff on tools use and see practical application of performance testing and software test automation much sooner with lowered costs.
- Removes the price premium associated with the software automation skill set by augmenting junior staff with senior direction.
- Allows for efforts to be evaluated honestly without incurring as great a penalty both with contract termination fees and loss of capability.
A CoE is important not just to handle new automation projects, but so that maintenance on existing projects (even small ones) can be done by people with familiarity.
Even if your CoE analyst handles multiple projects per year, they will take significantly less time to pick up an existing project and do necessary maintenance than would otherwise be required if you had to grab an untrained in-house person or contractor for a one-off engagement.
Thank you for another great post and for starting the CoE conversation! The
exorbitant amount of money invested to produce the Bugatti Veyron SuperSport is
worthy of discussion in it’s own right. However, other noteworthy factors aided
in creating one of the most technologically advanced driving machines. Of these factors, the most interesting to me are commitment and ROI. Yes the organization had to have access to the capitol to fund such a project, but this would not have been possible without strong commitment from management. When we talk about a CoE of any kind management must be fully committed to building and funding the CoE. The individuals that work within the CoE must also be engaged and committed to embracing the CoE. I’m certain that the transition from concept to production for the Bugatti Veyron was ripe challenges. Similarly the transition to a CoE will have it’s own share of challenges. However we cannot allow these challenges to serve as an excuse to abandon the effort. We must always work to communicate to management and ourselves that the CoE will not occur overnight. However with strong commitment we increase our chances to experience the benefits that come with a successful CoE implementation.
This brings me to my second key factor, which is ROI. One can infer that the ROI for producing the Bugatti Veyron SuperSport was not profit driven, at least not immediately. With the Veyron SuperSport’s hefty price tag Bugatti is not looking to turn a quick profit with this vehicle. Clearly the car manufacturer set out to produce a vehicle that truly set the bar on the ultimate automotive experience. One could say that an interim ROI component for Bugatti is geared more towards greater brand recognition, distinction, and elitism. What’s in a name…I’m sure Bugatti could tell you. Being a world class CoE could with all the distinction could very well be included in your organizations ROI. However, the ROI for a typical IT organization looking to implement a CoE will be more tightly associated with lowering development costs and increasing product quality. It is imperative to define a realistic ROI upfront with value add metrics. These measurements will provide you with insight into how well you are meeting your defined ROI for the CoE. Even as I write this comment there is still much for me to learn about CoE’s. I look forward to your comment as well as subsequent blog postings.
You make an excellent point, it’s no secret that talent gravitates to wherever it is appreciated and fostered. So the idea of building a CoE that garners respect and is acknowledged as a component of building a world class department and/or organization can pay real benefits in both reduced attrition and increased acquisition of talent.