Agile Test Management - www.softtest.ie

SoftTest Agile Test Management 21/04/2011 SoftTest Ireland Today’s Event - kindly sponsored by Sogeti Ireland InterTradeIreland Software Skillnet HP Ireland Delivery Partners Slide 1 Soft Test Events 13th/14th April 1.30 – 2.00 pm Registration 2.00 – 3.15 pm Agile Test Management – part 1 3.15 – 3.30 pm Coffee 3.30 – 5.00 pm Agile Test Management – part 2 Followed by Networking 2© Copyright Inspire Quality Services 2011 Page 1

SoftTest Agile Test Management 21/04/2011 Agile Test Management SoftTest Workshop April 2011 Fran O’Hara Inspire Quality Services (formerly Insight Consulting) e: fran.ohara@inspireqs.ie w: www.inspireqs.ie t: +353 (0)1 2854510 © 2011 Inspire Quality Services 3 Inspire Quality Services Inspire (formerly Insight Consulting) provides Agile, Quality and Process Improvement Services such as Consulting/Coaching: – Strategic advice and hands-on Coaching/mentoring in areas such as agile, testing, process improvement, etc. Training public/inhouse: – Agile: Scrum, Agile project management, Agile Testing, etc. – Testing (ISTQB Foundation and Advanced Test Manager/Analyst, Risk-based testing, Test design techniques, Testing for developers, TMap®, Peer Reviews, UAT, etc.) – Requirements/Business analysis – Software project management Assessments – Agile practices 4 – Industry standards and models such as CMMI®, TPI®, TMMi®, etc.© Copyright Inspire Quality Services 2011 Page 2

SoftTest Agile Test Management 21/04/2011 Workshop Description Much of the focus with testing in an agile environment has been on practices/techniques and tools but what about Test Management? Test Managers want to know what happens to their role when teams are self-empowered and what a test management process looks like in an agile context. Using Scrum as the main agile method (but with discussion of participants own approaches/variations), this workshop will through presentation, exercises and discussion cover topics such as – Transitioning the test manager role to agile… both from the project test manager and line manager perspective – Test strategy in agile in differing contexts – Test management process – estimation and planning in agile – Test management issues and their place in agile – metrics, process improvement, tooling, etc. Participants, particularly those already working with agile, will be encouraged to share their challenges and experiences. 5 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 6© Copyright Inspire Quality Services 2011 Page 3

SoftTest Agile Test Management 21/04/2011 Agile Manifesto - TM “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: – Individuals and interactions over processes and tools – Working software over comprehensive documentation – Customer collaboration over contract negotiation – Responding to change over following a plan “That is, while there is value in the items on the right, we value the items on the left more.” 7 Six principles of Agile Development 1: Customer lists known requirements (to a high level), then prioritises them. 2: Deliver chunks of high-value, well engineered, Working software often 3: The Customer can release the software at any time they want. Promised Shipping 4: The Customer can add, delete or reprioritise features at any time. Date i.e. this is how we “embrace change” 5: We protect schedule commitments, despite change 6. We can review the project and the value it delivers at the end of each increment All ££££££££££££££ features learn from the market RELEASE Working Software = Potentially shippable prioritised Backlog 8 1 – 4 weeks Clarke Ching - www.clarkeching.com time© Copyright Inspire Quality Services 2011 Page 4

SoftTest Agile Test Management 21/04/2011 Roles: Scrum -Scrum master -Scrum team -Product owner Retrospective 9 See www.controlchaos.com Key roles and responsibilities ► Defines the features of the product, decides on release date and content ► Is responsible for the profitability of the product (ROI) ► Prioritizes features according to market value ► Can change features and priority every 30 days ► Accepts or rejects work results Product Owner ► An active role pointing the work in a particular direction, evaluating the results and adjusting direction based on the reality of what the last piece of work produced. Typically a Product Manager, Marketing, Internal Customer, etc. ► Ensures that the team is fully functional and productive ► Enables close cooperation across all roles and functions and removes barriers ScrumMaster ► Shields the team from external interferences ► Ensures that the process is followed. Invites to daily scrum, Sprint review and planning meetings.Typically filled by a Project Manager or Team Leader ► Is NOT manager of the team ► Cross-functional, seven plus/minus two members ► Selects the Sprint goal and specifies work results ► Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal ► Organizes itself and its work ► Demos work results to the Product Owner 10© Copyright Inspire Quality Services 2011 Page 5

SoftTest Agile Test Management 21/04/2011 Done What does “Done” mean for the project?... – Spec written – Code checked in – Builds – Unit tests complete successfully – 80% code branch coverage on unit tests – Usual coverage of boundaries, story conditions/requirements, risks, etc. – Within acceptable defect levels – Non functionally tested (performance, security…?) – Etc. – Accepted by product owner If stories not ‘done’ by end of Sprint then they are put back on backlog for the next Sprint planning Can there be more than one level of ‘Done’? 11 Discussion A key Scrum principle is: “Trust the Team”. A Scrum sprint delivers “working software, ready for deployment”. So “no need for independent testing” may be the viewpoint of scrum people you are collaborating with. And the problem is: it makes sense! To a certain extent at least. What’s YOUR position here? Do you agree, even in complex IT landscapes and critical business chains? Or do you oppose? Or something in between? 12© Copyright Inspire Quality Services 2011 Page 6

SoftTest Agile Test Management 21/04/2011 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 13 Typical general quality related challenges Insufficient focus Non- ‘Agile’ without on working functional sufficient software – issues customer stories not ‘done’ involvement Testing bottleneck Ineffective Effectiveness incremental test of automated Integration strategy tests Testing Quality of Lack of technical Developer unit tests expertise in test buy-in for team shared Role of the quality tester and ownership test manager Hybrid Distributed implementations 14 development© Copyright Inspire Quality Services 2011 Page 7

SoftTest Agile Test Management 21/04/2011 Your Agile Test Management challenges? … … … 15 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 16© Copyright Inspire Quality Services 2011 Page 8

SoftTest Agile Test Management 21/04/2011 Test Line/functional Management responsibilities in agile – some considerations Support tester capability within agile teams – Hiring/firing, overall test resource management – Career development/Performance management – Training/coaching/mentoring In domain/product In agile test process/culture In technology – Specialist test support for agile teams Performance, security, etc. Remove organizational obstacles Agile test strategy? – Discussed later – Supporting overall quality e.g. supporting developers, automation approaches, etc. Agile process definition? – Test practices such as TDD – Test role definition – Balancing standardisation/organisational improvement with team empowerment? Test Tool standardisation? Note: for programmes/large projects a Project Test Manager might be responsible for much of the above (rather than an organisational test line/functional manager) 17 Project Test Management in agile – some considerations Traditional test manager responsibilities now done by agile team: – Estimation and Planning – Monitoring/control Direct involvement in agile teams? – ScrumMaster – Team member for key developments – leading by example Larger more complex projects – Higher level involvement in planning and co-ordination – Test Integration planning and co-ordination – Reporting 18© Copyright Inspire Quality Services 2011 Page 9

SoftTest Agile Test Management 21/04/2011 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 19 Scrum Test Strategy Risks – Similar product risks – Regression risk with high level of change How many test levels? – XP appears to advocate two as part of a predefined test strategy Unit and Acceptance (both automated as part of Test Driven Development) Is system test no longer required? – Automation reduces regression risk – Developers doing testing reduces risk of poor quality code – But how can a test strategy/approach be method rather than product based? 20© Copyright Inspire Quality Services 2011 Page 10

SoftTest Agile Test Management 21/04/2011 ‘Acceptance’ Testing – is it enough? Usually not!…context/risk/strategy issue… – May not be fully automated – partial regression strategy needed – Expand to fuller ‘system’ tests Functional testing Non-functional testing – performance, usability, etc. – May still need end-to-end business scenario focused User Acceptance test, user story interaction tests, etc. – System integration testing issues 21 – Etc. Agile Testing Quadrants 22© Copyright Inspire Quality Services 2011 Page 11

SoftTest Agile Test Management 21/04/2011 Testing within a Sprint Automated Acceptance/Story Automated Manual based Unit Exploratory Tests Tests Tests Provides Represent Executable Represent Executable Supplementary requirements Design specifications feedback 23 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 24© Copyright Inspire Quality Services 2011 Page 12

SoftTest Agile Test Management 21/04/2011 Planning in agile Release and iteration/sprint planning Plan as you go versus full upfront Adaptive based on feedback – Estimation : ‘Velocity’ – Test results available early so use to adapt strategy/plan Iteration planning based on short term upcoming work Informal planning tools – whiteboards, stickies, wikis, checklists, etc. (versus Gantt charts, comprehensive documents) 25 Test Estimation Done as part of story estimation and sprint planning Story estimation in backlog – Typically story points Sprint planning – task estimation – Typically effort in hours Both can use planning poker (delphi) technique for a team based estimate – E.g. using fibonacci sequence 1, 2, 3, 5, 8, 13 26© Copyright Inspire Quality Services 2011 Page 13

SoftTest Agile Test Management 21/04/2011 Exercise – test strategy and planning In small groups, review the scenario provided in the handout and define the key elements of a test strategy/plan as outlined Followed by group discussion/feedback 27 Agenda Introduction to Agile/Scrum Test Management challenges with Agile/Scrum Some key agile test management considerations – Transitioning the TM role – Agile Test Strategy – Test Management Process – estimating and planning in Agile – Test Management issues – metrics, process improvement, etc. Conclusions 28© Copyright Inspire Quality Services 2011 Page 14

SoftTest Agile Test Management 21/04/2011 Metrics Burn rate. How much money/time/resources are we investing in this effort? Like it or not, someone always wants to know this number. Delivered functionality. The delivery of working software is the only true measure of progress on a software development project. Simple ways to measure this are simply tracking – Velocity. This is a measure of how much functionality can the team deliver per iteration. This measure is often captured in the form of "use case points" or "story points" which are specific to the team. – Defects. Knowing how many defects, and the severity of those defects, is an important determinant of whether youre in a position to deploy your system. Scott W. Ambler 29 Other issues Test Process improvement in agile – Retrospectives – Is there a role for guidance, organisational improvement, etc.? – Suitability of TPI, TMMi, etc? Similarly re Tooling – Balancing empowerment with Organisational support to avoid tool proliferation and associated inefficiencies More? 30© Copyright Inspire Quality Services 2011 Page 15

SoftTest Agile Test Management 21/04/2011 Summary Incremental & Working Software!!! Agility requires a particular mindset compared to traditional plan driven approaches – can be a significant cultural change Be proactive - Define your role and an appropriate test strategy Need highly automated regression testing Collaborate closely with developers and customers Business value drives priority Testing provides continuous feedback and decision support 31 Conclusions In small groups list your top 3 Do’s and Don’ts for Agile Test Management Facilitator to collate 32© Copyright Inspire Quality Services 2011 Page 16

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