Performance Center is actually run by a performance engineering group so in every release you have a performance engineering phase that runs at the same time as UAT. That's pretty much used to ensure that we're going to hit our production stability, scalability, etc., when a product finally goes in.
That is used in a phase gate, it's not continually run. That's one of the things we're eventually going to get to, that you continually run it.
Our performance engineering team has feedback on Performance Center, so they don't utilize as many of the features as they should. They have it, part of it could be training, but they're not using it as much as they should. They use it, but they're not taking full advantage of all the features in it, meaning they are not combining it with UFT, etc.
They just run it to run the virtual users and then load and stress test, and that's pretty much what they're doing. They're not really taking advantage of the whole stack like we do. That's another group as well.
Stable in the fact that it does what it does, it does it well. Why they use other tools, that's where I would say there's some poly-functionality that has to be improved in the product. I'd have to specifically interrogate them on what they're not getting out of it. It's stable, it's up, and it runs, but if you want to look at is it as highly leveraged as it could be, it's not so much.
We're already at enterprise scale, so it's used across the enterprise. I would say that we're at that point.
Originally we were using LoadRunner, and then we had to upgrade to Performance Center because with LoadRunner we didn't maintain currency with the license. That's another group that manages that. They just kind of were using it as it is. Then when we upgraded to version 11, we had compatibility issues and we had to go to Performance Center. I think they just didn't get used to it. I don't know exactly what they are or are not using in that stack, but part of it is we were forced to upgrade.
I have an entire team, so I'm a director and I have an entire tools team that does that. I did get involved in the planning and the strategy of how we're going to do it. My team said that first installation is relatively easy. When we go to upgrade and migrate, that's where there's pain.
We have to use other products like Selenium and a lot of custom scripting, et cetera, but that's the nature of the business. That ends up happening everywhere.
Have a well-defined process, have a strong reporting structure, meaning in your process you want a lot of measurability. If you define your output, the reports and the questions you need to answer from what you're doing, which your process should be managing for you. In our company, we are very specific about what our executives and stakeholders want.
We have a very well-defined set of measurements that we have to take. We then put a process designed to ensure those measurements are always taken. That then allows you to deal with your outputs and your reporting structure, which then allows you to properly architect your tooling. The technology is very flexible. You have to decide as a client area how you really want to use it and that's going to start with what your business needs are the values that you're trying to get out of it.
That's the biggest advice that I have, it's not even on the technology. The technology will do great things for you if you have a plan and a structure and you know what you want it to do for you. Half the time they don't know, they want the tool to do it for them and it's the other way around. So that's what I advise people to do.
Think about it, have a vision, have a plan, tie that to outcomes, and measure those outcomes. If you're answering the right questions and asking the right questions, your technology will really enable you. You've got to look at it from that standpoint.
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