Testing in an agile world - Let quality drive us

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A vision on the skills and activities of testing in an Agile software development.
It's not about the role, it's about the goal!

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Testing in an agile world - Let quality drive us

  1. 1. Testing in an Agile world Let Quality Drive Us   CETS  ||  5th  edi-on  Agile   Gunther  Verheyen   Global  Scrum  Leader  Capgemini  
  2. 2. So, you are ‘testers’. What best describes your role?
  3. 3. So, you are ‘testers’. What best describes your role?
  4. 4. So, you are ‘testers’. What best describes your role?
  5. 5. So, you are ‘testers’. What best describes your role? How satisfactory is this? Getting in the game when the fire has already spread? Your prey shooting back at you?
  6. 6. Testing shouldn’t be about post-developmentfirefighting or bug hunting.
  7. 7. Testing shouldn’t be about post-developmentfirefighting or bug hunting. Rewarding people for #found bugs? Does that improve the products we release? Does it speed up delivery?
  8. 8. Testing shouldn’t be about post-developmentfirefighting or bug hunting. Rewarding people for #found bugs? Does that improve the products we release? Does it speed up delivery?Those ancient models of hindsight control wereconstructed for mechanistic routine work, simplesituations, copy-able activities.
  9. 9. Testing shouldn’t be about post-developmentfirefighting or bug hunting. Rewarding people for #found bugs? Does that improve the products we release? Does it speed up delivery?Those ancient models of hindsight control wereconstructed for mechanistic routine work, simplesituations, copy-able activities.Testing today should be an essential Agile skill tohelp building-in Quality while developing products.
  10. 10. In 11 years of Agile, Scrum becamethe leading framework.The inspect & adapt cycles of Scrumallow us to improve our work resultsas well as how we produce theseresults. We gradually, and rapidly,close any gaps between outcomesand objectives. We continuouslyproduce usable results. We don’twaste energy, time or money onpotentially unwanted features.The HOUSE OF SCRUM protects usfrom rigid behavior. We remainflexible to deal better withuncertainty, to adapt to reality.
  11. 11. In 11 years of Agile, Scrum becamethe leading framework.The inspect & adapt cycles of Scrumallow us to improve our work resultsas well as how we produce theseresults. We gradually, and rapidly,close any gaps between outcomesand objectives. We continuouslyproduce usable results. We don’twaste energy, time or money onpotentially unwanted features.The HOUSE OF SCRUM protects usfrom rigid behavior. We remainflexible to deal better withuncertainty, to adapt to reality.
  12. 12. In 11 years of Agile, Scrum becamethe leading framework.The inspect & adapt cycles of Scrumallow us to improve our work resultsas well as how we produce theseresults. We gradually, and rapidly,close any gaps between outcomesand objectives. We continuouslyproduce usable results. We don’twaste energy, time or money onpotentially unwanted features.The HOUSE OF SCRUM protects usfrom rigid behavior. We remainflexible to deal better withuncertainty, to adapt to reality.
  13. 13. Scrum is easy.
  14. 14. Scrum is easy.
  15. 15. Scrum is easy.Hmm, no. Simple, not easy.
  16. 16. Scrum is easy.Hmm, no. Simple, not easy.
  17. 17. Scrum is easy.Hmm, no. Simple, not easy.
  18. 18. Some specifics maybe?
  19. 19. Some specifics maybe?•  The ‘role’ is the Development Team; a group of people accountable for creating Increments of working software. It’s about the goal, not the role.
  20. 20. Some specifics maybe?•  The ‘role’ is the Development Team; a group of people accountable for creating Increments of working software. It’s about the goal, not the role.•  Increments can only be shippable if they are of (high) quality from an end-to-end perspective.
  21. 21. Some specifics maybe?•  The ‘role’ is the Development Team; a group of people accountable for creating Increments of working software. It’s about the goal, not the role.•  Increments can only be shippable if they are of (high) quality from an end-to-end perspective.What an opportunity! Be self-directing, achieve mastery in testing, expand your skills and find purpose in the product, not the role.
  22. 22. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.
  23. 23. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.•  The Definition of Done mirrors “ready to ship”
  24. 24. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.•  The Definition of Done mirrors “ready to ship”•  Not really “ Done” is undone. Undone work turns into technical debt
  25. 25. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.•  The Definition of Done mirrors “ready to ship”•  Not really “ Done” is undone. Undone work turns into technical debt•  The Definition of Done guides the Development Team in estimating and selecting Product Backlog
  26. 26. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.•  The Definition of Done mirrors “ready to ship”•  Not really “ Done” is undone. Undone work turns into technical debt•  The Definition of Done guides the Development Team in estimating and selecting Product Backlog•  “Done” provides transparency over an inspected (integrated) Increment at the Sprint Review
  27. 27. Now, here’s a challenge. Do all work on everyIncrement in every Sprint to make it shippable.•  The Definition of Done mirrors “ready to ship”•  Not really “ Done” is undone. Undone work turns into technical debt•  The Definition of Done guides the Development Team in estimating and selecting Product Backlog•  “Done” provides transparency over an inspected (integrated) Increment at the Sprint Review•  The Definition of Done defines the required development skills
  28. 28. Agility is about flexibility, fast delivery. This isrendered useless and non-persistent without highquality.
  29. 29. Agility is about flexibility, fast delivery. This isrendered useless and non-persistent without highquality.We promote the core eXtreme Programmingpractices as a great start, a Philosophy of Done.
  30. 30. Thank you   Gunther  Verheyen     •  eXtreme  Programming  and  Scrum  since  2003   (CSM  in  2004)   •  Capgemini  since  2010   •  Financial  Services  Netherlands-­‐Belgium   •  Global  Leader  for  Agile/Scrum   •  Scrum.org  since  2009   •  Professional  Scrum  Master  level  II   •  Professional  Scrum  Product  Owner  level  II   •  Professional  Scrum  Trainer  PSF,  PSM,  PSPO   •  Contributor  to  Capgemini  Technology  Blog     Mail  gunther.verheyen@capgemini.com     Twier  @Ullizee   Blog  hYp://ullizee.wordpress.com  

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