Comcast XFINITY Home: An Agile Case Study

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Today's mobile application development is a complex endeavor made more difficult by teams often working at cross purposes. Separation of roles and responsibilities leads to intricate technological and personnel dependencies that makes projects challenging. Mark Hashimoto shares personal insights and lessons learned during the agile development effort of Comcast XFINITY Home iOS and Android mobile apps. Mark suggests that defining system interfaces first allows client, server, and test teams to develop in parallel; limiting mobile UX reviews to objective matters rather than subjective opinions builds trust and respect; creating binary acceptance criteria removes sprint completion ambiguity; and adhering to disciplined meeting goals reduces wasted time. However, not all lessons learned were of a technical or procedural nature. Mark describes the human dynamics involved and the most common frustrations facing your team—too many meetings, rework caused by ambiguous mobile requirements, missed deadlines, and problems that arise from a lack of time.

Software

COMCAST XFINITY
HOME
An Agile Case Study
Mark Hashimoto

What’s going great?
•Fun!
•Ship a product you are proud of
•Lead a motivated, high performance
teamteam
•Achieve a balance of tactical and
strategic progress
•Empower people to do the right thing
•Honor the schedule

First things first
•As leaders, you must answer the
question “What’s in it for you?”
• More time
• More success
• More fun
• Less frustration
• Less rework
• Less meetings

Case Study – XFINITY Home
•Our mandate : Ship the mobile app by
January 2014.
•Development team (Silicon Valley)
•Product, User-Experience, and
Accessibility teams (Philadelphia)
•July 2012 through Nov 2013

Problem #1: Can we make the deadline?
•Work in parallel by
• Design, document, review & agree
contractually on interfaces first!
Client, server, QA engineers can start• Client, server, QA engineers can start
development at same time.
• Create a pipeline of work
• Repeat for acceptance criteria

Problem #2 : Can we improve the
customer experience?

Problem #2: How do we improve the
customer experience?
•Communication friction between UX
and Engineering
• Solution : Objective feedback to User
Experience TeamExperience Team
• Solution : UX, Product, Engineer iterates
on visuals
• Solution : Product owns final decision

Problem #3 : What is our process?
•Binary acceptance criteria especially
research spikes
•Leverage the Backlog
•Theme your sprints

Problem #4 : Death by Meeting
•Publish agenda and goals via Slack
•Daily Scrum :
• Yesterday : “I accomplished ”Yesterday : “I accomplished ”
• Today : “I hope to accomplish , and I
need ”
• Blockers : “But I am blocked on ”
•Run bounded meetings

Aha Moments
•People will always remember how you
treat them.
•Ask what you can do differently to
accommodate others’ needs.
•Don’t be afraid to be “the bad guy”.

Aha Moments
•Your true “product” is not
• the app,
• the service,
• the widget,
• the item
• These are by-products
•Your product is your team.

One last thought
•Identify one thing that resonated with
you and try it for 30 days.
•Your life will change.

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Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.

Testing Transformation: The Art and Science for Success

TechWell

We’ve all been there. We work incredibly hard to develop a feature and design tests based on written requirements. We build a detailed test plan that aligns the tests with the software and the documented business needs. And when we put the tests to the software, it all falls apart because the requirements were changed without informing everyone. Mary Thorn says help is at hand. Enter behavior-driven development (BDD), and Cucumber and SpecFlow, tools for running automated acceptance tests and facilitating BDD. Mary explores the nuances of Cucumber and SpecFlow, and shows you how to implement BDD and agile acceptance testing. By fostering collaboration for implementing active requirements via a common language and format, Cucumber and SpecFlow bridge the communication gap between business stakeholders and implementation teams. In this workshop, practice writing feature files with the best practices Mary has discovered over numerous implementations. If you experience developers not coding to requirements, testers not getting requirements updates, or customers who feel out of the loop and don’t get what they ask for, Mary has answers for you.

Implement BDD with Cucumber and SpecFlow

TechWell

Many teams go crazy because of brittle, high-maintenance automated test suites. Jim Holmes helps you understand how to create a flexible, maintainable, high-value suite of functional tests using Selenium WebDriver. Learn the basics of what to test, what not to test, and how to avoid overlapping with other types of testing. Jim includes both philosophical concepts and hands-on coding. Testers who haven't written code should not be intimidated! We'll pair you up to make sure you're successful. Learn to create practical tests dealing with advanced situations such as input validation, AJAX delays, and working with file downloads. Additionally, discover when you need to work together with developers to create a system that's more easily testable. This tutorial focuses primarily on automating web tests, but many of the same concepts can be applied to other UI environments. Demos and labs will be in C# and Java using WebDriver. Leave this tutorial having learned how to write high-value WebDriver tests—and stay sane while doing so.

Develop WebDriver Automated Tests—and Keep Your Sanity

TechWell

DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.

Ma 15

TechWell

Chris Parlette maintains that renting infrastructure on demand is the most disruptive trend in IT in decades. In 2016, enterprises spent $23B on public cloud IaaS services. By 2020, that figure is expected to reach $65B. The public cloud is now used like a utility, and like any utility, there is waste. Who's responsible for optimizing the infrastructure and reducing wasted expenses? It’s DevOps. The excess expense, known as cloud waste, comprises several interrelated problems: services running when they don't need to be, improperly sized infrastructure, orphaned resources, and shadow IT. There are a few core tenets of DevOps—holistic thinking, no silos, rapid useful feedback, and automation—that can be applied to reducing your cloud waste. Join Chris to learn why you should include continuous cost optimization in your DevOps processes. Automate cost control, reduce your cloud expenses, and make your life easier.

Eliminate Cloud Waste with a Holistic DevOps Strategy

TechWell

With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.

Transform Test Organizations for the New World of DevOps

TechWell

All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.

The Fourth Constraint in Project Delivery—Leadership

TechWell

As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.

Resolve the Contradiction of Specialists within Agile Teams

TechWell

Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.

Pin the Tail on the Metric: A Field-Tested Agile Game

TechWell

A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.

Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams

TechWell

A Business-First Approach to DevOps Implementation

TechWell

DevOps is transforming software development with many organizations adopting lean development practices, implementing continuous integration (CI), and performing regular continuous deployment (CD) to their production environments. However, the database is largely ignored and often seen as a bottleneck in the DevOps process. Steve Jones discusses the challenges of database development and why many developers find the database to be an impediment to the CD process. Steve shares the techniques you can use to fit a database into the DevOps process. Learn how to store database code in a version control system, and the differences between that and application code. Steve demonstrates a CI process with SQL code and uses automated testing frameworks to check the code. Steve then shows how automated releases with manual gates can reduce the stress and risk of database deployments while ensuring consistent, reliable, repeatable releases to QA, UAT, and production.

Databases in a Continuous Integration/Delivery Process

TechWell

Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.

Mobile Testing: What—and What Not—to Automate

TechWell

Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.

Cultural Intelligence: A Key Skill for Success

TechWell

Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.

Turn the Lights On: A Power Utility Company's Agile Transformation

TechWell

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This presentation covers the following topics: What is logging? The purpose of logging: Debugging The purpose of logging: Security The purpose of logging: Stats & analytics Traditional logging Traditional logging: Advantages Traditional logging: Disadvantages The solution: Large-scale logging Large-scale logging: Core principles Large-scale logging: Solution types Large-scale logging: Cloud vs on-prem Large-scale logging: Operational complexity Large-scale logging: Security Large-scale logging: Costs Large-scale logging: On-prem comparison - Elasticsearch - Grafana Loki - VictoriaLogs On-prem comparison: Setup and operation On-prem comparison: Costs On-prem comparison: Full-text search support On-prem comparison: How to efficiently query 100TB of logs? On-prem comparison: Integration with CLI tools VictoriaLogs for large-scale logging VictoriaLogs demo instance - Ingestion rate: 3600 messages / minute - The number of log messages: 1.1 billion - Uncompressed log messages’ size: 1.5TB - Compressed log messages’ size: 23GB - Compression ratio: 47x - Memory usage: 150MB VictoriaLogs CLI integration demo - Which errors have occurred in all the apps during the last hour? - How many errors have occurred during the last hour? - Which apps generated the most of errors during the last hour? - The number of per-minute errors for the last 10 minutes - Status codes for the last hour - Non-200 status codes for the last week - Top client IPs for the last 4 weeks with 404 and 500 response status codes - Per-month stats for the given IP across all the logs Large-scale logging solution MUST provide excellent CLI integration VictoriaLogs: (temporary) drawbacks VictoriaLogs: Recap - Easy to setup and operate - The lowest RAM usage and disk space usage (up to 30x less than Elasticsearch and Grafana Loki) - Fast full-text search - Excellent integration with traditional command-line tools for log analysis - Accepts logs from popular log shippers (Filebeat, Fluentbit, Logstash, Vector, Promtail, Grafana Agent) - Open source and free to use!

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In today's dynamic e-commerce landscape, the payment gateway emerges as a linchpin, ensuring smooth and secure transactions between buyers and sellers. In this discourse, we delve into the meticulous process of devising test cases tailored for scrutinizing payment gateways. Crafting precise test cases for payment gateways is a quintessential responsibility for testers operating within the service industry. This article meticulously explores pivotal scenarios integral to how to test payment gateways, coupled with essential guidelines for drafting effective test cases.

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Modeling languages are generally applied for developing systems and software – both internally, with domain-specific languages, and with standardized languages targeting a general purpose and a wide audience. Way too often these languages are weakly created and defined leading to poor quality: Language definitions tend to contain errors and inconsistencies; notations do not recognize the communication and problem-solving needs of humans; standardization organizations push exchange formats that do not fully work and offer certificates that do not measure mastery of the language. We describe common problems in language development and point them out with examples from known cases. To overcome these problems, we suggest several solutions to improve language development, including using modeling languages specifically designed to define modeling languages, continuous testing and prototyping, and keeping language users in the loop.

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Comcast XFINITY Home: An Agile Case Study

1. COMCAST XFINITY HOME An Agile Case Study Mark Hashimoto

2. What’s going great? •Fun! •Ship a product you are proud of •Lead a motivated, high performance teamteam •Achieve a balance of tactical and strategic progress •Empower people to do the right thing •Honor the schedule

3. First things first •As leaders, you must answer the question “What’s in it for you?” • More time • More success • More fun • Less frustration • Less rework • Less meetings

4. What is XFINITY Home?

5. Case Study – XFINITY Home •Our mandate : Ship the mobile app by January 2014. •Development team (Silicon Valley) •Product, User-Experience, and Accessibility teams (Philadelphia) •July 2012 through Nov 2013

6. Problem #1: Can we make the deadline? •Work in parallel by • Design, document, review & agree contractually on interfaces first! Client, server, QA engineers can start• Client, server, QA engineers can start development at same time. • Create a pipeline of work • Repeat for acceptance criteria

7. Problem #2 : Can we improve the customer experience?

8. Problem #2: How do we improve the customer experience? •Communication friction between UX and Engineering • Solution : Objective feedback to User Experience TeamExperience Team • Solution : UX, Product, Engineer iterates on visuals • Solution : Product owns final decision

10. Problem #3 : What is our process? •Binary acceptance criteria especially research spikes •Leverage the Backlog •Theme your sprints

11. Problem #4 : Death by Meeting •Publish agenda and goals via Slack •Daily Scrum : • Yesterday : “I accomplished ”Yesterday : “I accomplished ” • Today : “I hope to accomplish , and I need ” • Blockers : “But I am blocked on ” •Run bounded meetings

12. Aha Moments •People will always remember how you treat them. •Ask what you can do differently to accommodate others’ needs. •Don’t be afraid to be “the bad guy”.

13. My team pivoted in 2013

14. Aha Moments •Your true “product” is not • the app, • the service, • the widget, • the item • These are by-products •Your product is your team.

15. One last thought •Identify one thing that resonated with you and try it for 30 days. •Your life will change.

16. Q&A

Comcast XFINITY Home: An Agile Case Study

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