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Agile testandtestmgmt.atd
This document discusses the changing roles of testers and test managers in agile environments. It outlines how testers have evolved from "second class" to integral "first class" members of agile development teams. It also describes how test managers in agile adopt more of a leadership role by setting strategy, removing obstacles, building relationships, and developing organizational capacity rather than micromanaging. The document advocates for agile practices like communities of practice to support ongoing learning.
Agile testandtestmgmt.atd
- 1. Agile Testers andTest Managers: Now What? Johanna Rothman New: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
- 2. Let’s Explore withthe Wayback Machine... 2 © 2011 Johanna Rothman
- 3. Before there were testers in 1977... 3 © 2011 Johanna Rothman
- 4. It felt asif there were two camps in the late ‘80s 4 © 2011 Johanna Rothman
- 5. Fast Forward to2003 5 © 2011 Johanna Rothman
- 6. Second Class Testers First Class Testers Routinely excluded from requirements An integral part of requirements or design meetings and design meetings Requests for tools generally Requests for tools postponed or ignored approved Per-person training same as Training? What’s training? developers Testers develop deep domain Testers are fungible expertise Testers work with developers after code Testers work with developers from is complete the beginning of a feature 6 © 2011 Johanna Rothman
- 7. First Class Testersare Agile Testers 7
- 8. In Agile, Everyone Develops the Product 8 © 2011 Johanna Rothman
- 9. Whole Team WorksTogether Create the product backlog Estimate the backlog Create/verify feature acceptance criteria Know what done means Demo the product at the end of an iteration Conduct a retrospective 9 © 2011 Johanna Rothman
- 10. Agile is AboutWorking Product “Developers” create a feature and unit test it “Testers” assess the feature and product in a variety of ways Automated tests where they will need to repeat the tests Exploratory tests “Writers” create necessary documentation Team: Have we met the acceptance criteria? 10 © 2011 Johanna Rothman
- 11. Is Agile AllAbout Development? 11
- 12. What About TestManagers? 12
- 13. We Need BothManagement and Leadership 13
- 14. What Does aLeader Look Like to You? Create teams of threes Together, in your team, write down your definition of a leader Once you look like you’re done writing, I’ll ask you to shout out your definitions 14 © 2011 Johanna Rothman
- 15. What Kind ofTeam? Just now, in your two’s and three’s, what kind of team were you? What kind of management did you need? 15 © 2011 Johanna Rothman
- 16. Some Definitions ofLeader Guide Conductor 16 © 2011 Johanna Rothman
- 17. Agile Test ManagersAre Leaders Set strategy to manage the project portfolio Remove organization obstacles Build trusting relationships with people for coaching, feedback, career development Lead hiring decisions and process Build the capacity of the organization Build communities of practice 17 © 2011 Johanna Rothman
- 18. Strategically Important Work Whatit is When to start it and stop it Not making those decisions creates management debt As well as chaos 18 © 2011 Johanna Rothman
- 19. Management Iterations Cycles allowyou to assess strategy Cycles help you see organizational obstacles Frees the technical teams to do work 19 © 2011 Johanna Rothman
- 20. Leaders Remove Organizational Obstacles Individual reviews are an organizational obstacle for agile teams 20 © 2011 Johanna Rothman
- 21. Instead of IndividualReviews Build a trusting relationship Share the strategy Share the profits Provide cost of living raises to the team Give the team a team bonus The team can decide who gets what 21 © 2011 Johanna Rothman
- 22. Trusting Relationships You tellme: What keeps people in a job? 22 © 2011 Johanna Rothman
- 23. What Does ThatMean for Functional Managers? 23 © 2011 Johanna Rothman
- 24. Managers Become Champions Nomicromanaging! Meet often enough, one-on-one to build a trusting relationship Allows manager to see the system 24 © 2011 Johanna Rothman
- 25. Feedback and Meta-Feedback Notevaluation or praise; feedback When you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 25 © 2011 Johanna Rothman
- 26. Coaching and Meta-Coaching Notjust teaching, offering options with support 26 © 2011 Johanna Rothman
- 27. Career Development Where canpeople go? How do they know? How can you help them? 27 © 2011 Johanna Rothman
- 28. Build Organizational Capacity Howmany of you know your organizational velocity now? Remove system obstacles Recognize when a team is stuck 28 © 2011 Johanna Rothman
- 29. One Huge Barrierto Increasing Capacity: Multitasking People are Not Machines! Managers can see the system to manage the project portfolio and eliminate crises and context switching 29 © 2011 Johanna Rothman
- 30. Lead Hiring Effort Recognizewhen you need more people Initiate the hiring Job analysis Job description Manage the phone screens Manage the interviews and interactions with HR 30 © 2011 Johanna Rothman
- 31. Community of Practice What’smissing in agile is the coaching that a test manager used to do one-on-one We need communities of practice for Testers Developers Architects Product owners Anyone else who needs to learn the functional skills 31 © 2011 Johanna Rothman
- 32. Agile Creates theConditions for First-Class Testers and Leading Managers 32
- 33. References and Resources ManageYour Project Portfolio: Increase Your Capacity and Finish More Projects, Pragmatic Bookshelf, 2009. Rothman, Johanna. No More Second Class Testers!, Better Software, Jan 2004. Rothman, Johanna. Agile Managers:The Essence of Leadership, Cutter IT Journal, Vol. 23, No. 3, March 2010. Visit http://www.jrothman.com to read more or sign up for my email newsletter. Or give me your card. Or fill out a yellow form. 33 © 2011 Johanna Rothman