Keynote at Agile Testing Days Berlin 2013 If you’re involved with software development, there is probably no way you can ignore it anymore: the agile approach. With everyone talking about it, there is a certain pressure to adopt agile methods. This brings with it the danger of introducing a bunch of practices without placing enough emphasis on the two main success factors: continuously improving software and continuously improving teams. The latter is usually driven more or less automatically by the self-interest of the directly affected individuals – after all, nobody deliberately wants to be inefficient. "Continuously improving software" on the other hand will almost certainly go wrong at first, because trust and feedback are much harder to establish between stakeholders (customers, team) than within a team. This often leads to efficient teams building the wrong product, or, even worse, just investing into iterative delivery without enjoying any of its benefits. Efficiency is therefore just one component for ensuring a good return on investment when adopting Agile. In this talk, I want to focus on the other part – effectiveness – and how it impacts on the way teams collaborate with their customers. I'll introduce a few techniques (Story Mapping, Specification-By-Example) that support this change and present examples from past projects in the financial and public sector where they proved successful.

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CHRISTIAN HASSA (@CHRISHASSA)
WWW.TECHTALK.AT
Agile Testing Days 2013, October 30th 2013
Live it – or leave it!
Returning your investment
into Agile

2. 2
Are we scaling the right thing?
The DAD Agile Lifecycle
Copyright 2012 – Scott Ambler and Associates
Envision the
future
Identify,
prioritize
and select
projects
Production
ready
Delighted
stakeholders

3. 7
M7
Where’s “Phase 2” in SAFe?
M8
Phase 3

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The SAP “Business by Design” disaster
• Target 2010:10.000 customers, 1bn/year
•Started in 2003
•2-3bn investment
•Announced for 2007
• “Merged” with HANA in 2013
•First release only in 2010
•<1000 customers by 2013
•<100 Mio revenue / year

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Fixed time and budget
are NOT the problem –
… it’s waiting too long
and spending too much
before validation!

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Your job as developers is
NOT to develop software,
your job is to change the world.
- Jeff Patton

12. 18
What can we learn from
Pinky and the Brain about
changing the world?
Be prepared that
the best
laid plans
don't work out.

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Your job as tester is
NOT to verify software,
your job is to verify the world
is actually changing
(fast enough).

14. 20
Scaling TDD to the enterprise
Write a
failing
unit test
Make the
test pass
Refactor
Write a failing
acceptance
test
Set a
desired
business goal
Get feedback
on deployable
system
Measure
impact
of deployed
system
Define a
desired
behavior change
Measure
impact
of behavior
changes
Refine
feature
Refine
deliverable
Refine
strategy
break down
stakeholders
break down
deliverables
break down
units
extend
system

15. 21
Impact Maps
Goal
Actors
Impacts
Deliverables
Increase yearly revenue by 3%
Keep market share in
blockbuster concerts
Reduce call-center load
from blockbuster concerts
Introduce mobile platform for
concert tickets web shop
Mobile phone
shop users
Customers calling
to order by phone
Reduce
bounce
rate
Order
blockbuster
tickets
Hang-up
to order
online
Static info on
blockbuster concerts
Order one particular
blockbuster concert
Announcement
for mobile order
possibility

16. 22
Influence
Control
Goal
Actors
Impacts
Deliverables
Influence vs. Control
Reduce accidents
by 50% at cross-roads
Car drivers
pay more
attention
drive
slower
put up
stop sign
put up
speed limit
transform to
round-about

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Influence
Control
Goal
Actors
Impacts
Deliverables
Scaling agile principles
Test Goals and Impacts
as early and as often as possible
• Scale: what to measure
• Meter: how to measure
• Range: Benchmark, Constraint, Target
Define roadmap of goals
Smaller deliverable slices to production
Easier to parallelize
Across systems and departments
Prioritized with business sponsors

18. 24
Delivering flexible scopeStory Maps
• Introduced by Jeff Patton
• Optimize scope of a deliverable for
particular impacts
• Provide overview about backlog
• Help with collaboration and
release planning

19. 25
Story Map structure Mobile phone
shop user
Order blockbuster
tickets
Reduce
bounce rate
Static info on
blockbuster concerts
Order one particular
blockbuster concert
Becomes
aware of
new concert
Tries to buy
when sale
starts
Waits for
concert
Attends
concert
Upcoming
concert
sales
Additional
artist info
Pay by
credit card
Pay by
invoice
Print paper
ticket
Validate
using NFC
News about
concert
Likely order
of events
Priority

20. 26
walking
skeleton
Prioritizing slices Mobile phone
shop user
Order blockbuster
tickets
Reduce
bounce rate
Static info on
blockbuster concerts
Order one particular
blockbuster concert
Becomes
aware of
new concert
Tries to buy
when sale
starts
Waits for
concert
Attends
concert
Upcoming
concert
sales
Additional
artist info
Pay by
credit card
Pay by
invoice
Print paper
ticket
Validate
using NFC
News about
concert
Likely order
of events
Priority
Omitted
steps
Manual
workarnd

21. 27
Slicing for impacts Mobile phone
shop user
Order blockbuster
tickets
Reduce
bounce rate
Static info on
blockbuster concerts
Order one particular
blockbuster concert
Becomes
aware of
new concert
Tries to buy
when sale
starts
Waits for
concert
Attends
concert
Upcoming
concert
sales
Additional
artist info
Pay by
credit card
Pay by
invoice
Print paper
ticket
Validate
using NFC
News about
concert
Likely order
of events
Priority

22. 28
Team
Levels of collaboration
Stakeholders
Project Sponsor
Project Lead
Product
Owner Other groups
that deliver
Impact Maps
Story Maps

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Example: eVoting
83
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8082
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Provision and support
Nominate candidates
Vote and determine results

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Sprint 1
83
76
58
78
59
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8082
55
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Provision and support
Nominate candidates
Vote and determine results

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Sprint 2
83
76
58
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59
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63
8082
55
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Provision and support
Nominate candidates
Vote and determine results

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Sprint 3
83
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58
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59
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8082
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38 32
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Provision and support
Nominate candidates
Vote and determine results

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Dropped user stories
83
76
58
78
59
60
61
63
8082
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38 32
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Provision and support
Nominate candidates
Vote and determine results

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Added user stories
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76 89
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8082
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36 34 39
38 32
28
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20 23
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15 13 8
9
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Provision and support
Nominate candidates
Vote and determine results

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Sprint 4
83
76 89
58
78
59
60
61
63
8082
55
54
56
90
52
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48.2
48.1
49
50
91
77
46
44
42
41
36 34 39
38 32
28
29
25
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20 23
17
15 13 8
9
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Provision and support
Nominate candidates
Vote and determine results

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Flexible scope
83
76 89
58
78
59
60
61
63
8082
55
54
56
90
52
48
48.2
48.1
49
50
91
77
46
44
42
41
36 34 39
38 32
28
29
25
21
20 23
17
15 13 8
9
11
10
Provision and support
Nominate candidates
Vote and determine results

31. 37
Impact Mapping
Story Mapping
Specification-By-Example
Why?
Assumption
Specification
How?
Acceptance
Criteria
Epics
Deliverables
Impacts
Easier to define upfront Harder to define upfront
User Activities
User Stories
Examples
Goals
Specifications vs. Assumptions
Feature Injection
1. Hunt the value:
Look at Outputs
2. Inject features:
From Outputs to
Inputs
3. Find examples:
Try to break the
model
Code

32. 38
Agile Fluency
Build-
Measure
Learn
Impact Mapping
Story Mapping

33. 39
Books
Gojko Adzic
Impact Mapping
Douglas W. Hubbard
How to measure anything

34. 41
Live it – or leave it …
• Don’t just focus on delivering
larger backlogs with larger teams
• Apply principles to next level:
focus on impacts and business goals
• Elevate your practices:
build – measure – learn
@chrishassa
www.techtalk.at
Visit:
www.productownersurvivalcamp.com