Tag: micro focus

  • Micro Focus Unfurls Functional Testing Service

    Micro Focus Unfurls Functional Testing Service

    The merging of software assets from Micro Focus and Hewlett-Packard Enterprise (HPE) that occurred earlier this year included StormRunner, a series of load- and performance-testing tools. Micro Focus recently extended that portfolio with the introduction of Micro Focus StormRunner Functional, a suite of functional testing tools delivered as service that can be employed to test applications running on any browser, operating system or mobile device.

    Shane Evans, director of product management for application delivery management for Micro Focus, says StormRunner Functional spans a variety of automated tests addressing unified functional testing (UFT), UFT Pro and Selenium browser testing tools that include elements developed by both HPE and Micro Focus. The Micro Focus StormRunner Functional Testing service also includes pre-built integration with Google Analytics, Micro Focus Octane, GIT and Jenkins to streamline the testing process.

    Interest in automated testing has increased substantially in the last few years, says Evans, because developers are under more pressure than ever to roll out new applications and associated updates faster. Unfortunately, most developers don’t have the time required to test applications themselves, or there is simply not enough money in the budget to hire quality assurance teams to test every element of an application. Micro Focus StromRunnner Functional provides an alternative approach using a set of testing tools that have been widely employed across the enterprise for decades, says Evans.

    Evans notes Micro Focus is pursuing a comprehensive approach to application delivery management spanning everything from testing tools to application lifecycle management. Micro Focus is making the contention that most DevOps teams are a lot more interested in getting access to the results of a test than managing the actual testing technologies themselves, says Evans. In addition, advanced analytics and machine learning algorithms, which now are standard elements of testing process, require access to massive amounts of data to be effective. That data is a lot easier to aggregate in the cloud using SaaS applications than in an on-premises environment. In fact, Evans says, those requirements are among the factors driving a wave of recent acquisition across the application testing sector.

    Arguably, the biggest testing challenge organizations now face is moving away from processes based on IT Information Library (ITIL) guidelines to a more DevOps-centric process, under which continuous testing is more embedded within the application development process, Evans says. Functional testing is only one element of the testing process, but it has become more critical as end users become less forgiving of substandard digital experiences inside and out of enterprise IT environments. Regardless of who inside the organization is responsible for testing applications, the expectation now is that every application experience inside the enterprise will be on par with a consumer application experience.

    — Mike Vizard

  • Continuous Delivery Dependent on Who, What, Where

    Continuous Delivery Dependent on Who, What, Where

    Without the right people, positions and talents, it is difficult for a business to engender a DevOps culture. It is even more frustrating to facilitate a continuous delivery pipeline successfully producing quick bursts of innovative genius, without a full complement of qualified souls harmonizing on the same DevOps theme song as they toil away on the company’s next release.

    Some enterprises have a handle on the go-to people or hired guns they need to help spread a DevOps mindset—and exactly where to plug them into the organizational hierarchy. Other organizations have progressed to cloning these folks across Dev, Ops and the rest of the business. Some of those have laid some pipe as they extend a conduit from build to production. Those that are, by now, the “old guard” of DevOps have well-run pipelines brimming with fresh, robust software goodness.

    No one company has a “secret sauce” that works across all industries and organizations. How your company should connect the dots depends on who you ask. This time devopsy.kinsta.cloud has asked Renato Quedas, vice president of Solutions and Enablement at Micro Focus.

    Wrong People, Wrong Result

    The right people will produce significant changes to code, creating new value that is worthy of promotion to production. The right people will ensure that the release is ready, reliable and fit to go live anytime the business wants to give its blessing.

    “If a continuous feedback loop doesn’t exist between everyone involved in defining, building, testing, releasing and operating an application, the right people will not understand or feel enabled to pull the trigger in a release. Essentially that ‘any time’ will turn into ‘sometimes,’” says Quedas.

    The company must maintain business continuity/disaster recovery (BC/DR) while accelerating continuous delivery; if continuous delivery moves too fast, it will push BC/DR off the rails and into disaster. Testing is an important ingredient in ensuring BC/DR remains once the software reaches the end of the development pipeline. “Customers will not care if applications are delivered faster if they don’t perform or function properly on their platform and devices of choice. Not having the right people involved will turn continuous delivery into an unreliable minefield and create an uncertain application delivery pipeline, which businesses will never accept as part of any improvement initiative,” he says.

    The Right Stuff

    According to Quedas, the following positions or profiles are examples of people who would have the communications skills, ruthless negotiation tactics, sound decision-making processes and customer-first mentality—with little tolerance for poor quality—that are necessary to make a DevOps culture and continuous delivery work:

    • Product Managers who own responsibility for product quality can keep software product focus and development on track. They can communicate the business needs for the software, the capabilities it must have, and mediate the sometimes chaotic process that comes with continuous delivery. “Product Managers are used to prioritizing the work based on market trends, competitive landscape, customer requests and other internal/external pressures. Product Managers are accustomed to making decisions based on trade-offs, which helps CD focus in delivering the right outcomes to the business faster,” says Quedas.
    • QA Managers who readily communicate to test, development and operations teams as well as nontechnical folks about what is necessary to maintain software reliability. They also can bring development to a halt and send innovations back to the drawing board when validity and reliability are at risk.

    Creating the DevOps Culture

    A thriving DevOps culture will build a software delivery pipeline that can duplicate quality results—as any truly repeatable business endeavor should be able to do. To bring this culture to life, the company must demolish team and departmental silos to get everyone on the same page regarding what the organization must do and when it should do it. “Companies will need to streamline production via automation in order to make decisions faster,” says Quedas.

    A working, vibrant DevOps culture should give everyone a voice and ownership of a certain amount of control of their part of the process. “There is always pressure on information technology but there needs to be an understanding that it should be acceptable to put pressure back on the business,” says Quedas. “The business expectations need to be realistic or it won’t work. All sides need to be responsive.”

    A healthy DevOps culture and mindset includes a shared understanding that scope with value must be achievable in a reasonable amount of time. “The faster you demonstrate value, the easier it becomes to earn the right to continue in the journey and on to the next phase of development,” he says.

    Right People + Right Careers + Right Culture = Continuous Delivery

    Having the right people in positions such as the aforementioned product manager and QA Manager gives an organization the ability to hone its continuous delivery pipeline. The right culture ensures that everyone will follow these and other leaders and stakeholders so that each new innovation comes as quickly and smoothly as it can.

  • Micro Focus Announces Intent to Acquire Serena Software, Inc.

    Leading Infrastructure Software Vendor Further Strengthens Solution Set to Help Customers Build and Deploy Business Applications and Services Faster, with Greater Reliability and Less Risk

    ROCKVILLE, Md., March 22, 2016 /PRNewswire/ — Micro Focus announced today its intent to acquire Serena Software, Inc., a leading provider of Application Lifecycle Management (ALM) software, in a transaction valued at $540 million. The acquisition is expected to close in early May 2016, subject to receipt of competition clearances in the US and Germany.

    “Today’s announcement marks another significant milestone for Micro Focus, bringing together two highly complementary solution sets that enable customers to build better applications, adapt to changing business conditions more rapidly and maximize the value of existing investments to drive further innovation within their business,” said Stephen Murdoch, CEO, Micro Focus. “With Serena, we are further positioned to deliver richer solutions for the complex business demands customers are solving today – with greater reliability, predictability and less risk of failure.”

    Enterprises globally have increasing demands to build and deploy high-quality business applications to support employees, customers, partners and other third-parties. They require solutions that help them increase the quality of their applications and speed the delivery of change. The combination of Micro Focus and Serena allows companies to better:

    • Design and build business applications and services with greater accuracy, reliability and predictability;
    • Continuously deploy existing core business applications on a wider variety of platforms to meet changing business needs; and
    • Improve the speed and efficiency of new business services through automated release and deployment solutions.

    Serena has extensive expertise in software application development; software configuration and change management; and business process management. Additionally, Serena is a pioneer in processes and solutions that bridge application development and operations to create true DevOps, an increasingly critical area of focus for enterprise customers looking to develop applications and services faster, with greater accuracy and agility that fully meet business demands.

    “This is an exciting announcement that promises to offer substantial value to Serena customers and partners,” said Greg Hughes, president and CEO of Serena. “Our complementary strengths in software development and IT Operations will only serve to provide a stronger foundation for the next-generation of applications and services they require to meet ongoing business demands.”

    About Serena

    Serena is the largest independent Application Lifecycle Management vendor with more than 2,500 enterprise customers. Serena helps the highly regulated large enterprise move fast without breaking things – increasing velocity of the software development lifecycle while enhancing security, compliance, and performance. More information is available at www.serena.com.

    About Micro Focus

    Micro Focus (LSE: MCRO.L) is a global enterprise software company helping customers innovate faster with lower risk. Our software helps customers build, operate and secure IT systems that bring together existing business logic and applications with emerging technologies to meet increasingly complex business demands. For more information, visit: www.microfocus.com.