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Rbs / Nat West Balls Up


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#31 aaid

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Posted 26 June 2012 - 09:33 PM

In my experience of dealing with development resource in India is that they always promise the world and no matter what they are always on track to deliver on time. They don't seem to know the word "No" until it's too late to actually do anything about it.

As for designers testing their own requirements ....... nothing like marking your own homework. Career testers will have a totally different mindset to someone who wants a process or application to work. A tester will think negatively as well as positively, however a tester is only as good as the documentation made available to them. Poor requirements will mean poor code, which will lead to lots of defects, which will lead to increased rework which will lead to increased timescales, unless you're RBS and it's get it in at all costs :blink:


Exactly, you need to have independent testing, ideally at all levels including unit testing although depending on the team you can just about get away with peer review of test cases and test results. Unit testing is only the first level though.

In my experience of working with offshore teams the problems lie as much on the onshore as the offshore side.

To make it successful you need to understand the cultural differences and nuances and you need to tailor how you work to accommodate that. If you try and force a way of working on people that is culturally uncomfortable then you're setting yourself up to fail from day one.

Add in to the mix third party outsourced offshore and you are really starting to cook with gas.
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#32 Garywag

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Posted 27 June 2012 - 08:59 AM

Wooo wages and expenses in account this morning, it's all good :)
'It's an iron lung, it keeps me from dying.. I WANNA PLAY BASEBALL!!!!!'

#33 scotsandyboy

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Posted 27 June 2012 - 09:54 AM

Exactly, you need to have independent testing, ideally at all levels including unit testing although depending on the team you can just about get away with peer review of test cases and test results. Unit testing is only the first level though.

In my experience of working with offshore teams the problems lie as much on the onshore as the offshore side.

To make it successful you need to understand the cultural differences and nuances and you need to tailor how you work to accommodate that. If you try and force a way of working on people that is culturally uncomfortable then you're setting yourself up to fail from day one.

Add in to the mix third party outsourced offshore and you are really starting to cook with gas.


Agree 100% with you. As a TM myself I always insisted on seeing a copy of the unit/link test plans as part of my entry into testing. Amazing how many offshore teams didn't understand that concept. I found a big problem was that because companies had offshored so much to the one company they were almost scared to pull them up for not meeting standards. In other words the third party called the shots, not the bank. Too many people in high positions making political decisions who do not have the capability to fully understand the impact it causes on the shop floor

#34 aaid

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Posted 27 June 2012 - 09:57 AM

Agree 100% with you. As a TM myself I always insisted on seeing a copy of the unit/link test plans as part of my entry into testing. Amazing how many offshore teams didn't understand that concept. I found a big problem was that because companies had offshored so much to the one company they were almost scared to pull them up for not meeting standards. In other words the third party called the shots, not the bank. Too many people in high positions making political decisions who do not have the capability to fully understand the impact it causes on the shop floor


Yeah, too often you wonder who is the supplier and who is the customer in these relationships.
The owls are not what they seem

#35 aaid

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Posted 27 June 2012 - 10:01 AM

From FINEXTRA today - the guy in India may have caused the problem but he can't be the one to blame for this.

According to reports in UK tech rag The Register, the junior technician in India accidentally wiped out a queue of batched payments while backing out of a routine software upgrade.

Quoting a 'source familiar with the matter', the Register says that the situation spiralled out of control during an attempt to reverse a planned upgrade to the bank's mainframe-hosted CA-7 workload automation engine.

"When they did the back-out, a major error was made. An inexperienced person cleared the whole queue ... they erased all the scheduling," says the source. "That created a large backlog as all the wiped information had to be re-inputted to the system and reprocessed. A complicated legacy mainframe system at RBS and a team inexperienced in its quirks made the problem harder to fix."

Earlier this year the bank moved to recruit CA-7 admin support staff in Hyderabad on a salary of £9000-£11,000 per annum while slashing more costly IT and back office jobs in the UK.


The owls are not what they seem