I Run Out Of Silver Bullets, Now What?

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  • 1. * Special thanks to Paul Nagy @NSN!
  • 2. * Scrum / Agile* Large Scale Transformation* Team* Management / Leadership* Agile Testing / Test Automation*… *
  • 3. *
  • 4. *
  • 5. Product Owner ask the Team : Can you commit?Nobody Answers.Scrum Master looks around, turnback to the Product Owner Yes, we can!
  • 6. * Scrum Master is NOT the manager of the team. Team make commitment to the Product Owner, not the Scrum Master.
  • 7. Product Owner ask the Team : Can you commit those?Team : No, we can not finish all those, but we can take it, and put to “uncommitted”.
  • 8. Product Owner decides what to do in the sprint, Team confirms whether they can finish it or not. If there’s a little bit capacity left still, just leave it, since during the Sprint, if Team* - finished all committed features - Still have certain amount of time They can call the Product Owner, and select a couple more features to do in the rest of the Sprint.
  • 9. User Story : “As a Product Owner, I really want the team to finish on time.”Or “As a Release Manager, I want the team to do integration testing for feature x and y.”Etc.
  • 10. Independent Testable Negotiable*INVEST User As a <type of user> Small Valuable I want <some goal> so that Estimable <some reason>
  • 11. User Story : “Put security path on product version 2.0” Q : what are those patches? A : Team decide.
  • 12. Ensure your Product Owner join the Sprint Planning with Product Backlog in a good shape, which has : Fine-grained, detailed requirements ready for consumption in the next* sprint, e.g. small user stories Backlog Grooming Session Hold it near the ¾ of your sprint. All team members and PO join.
  • 13. While the team is splitting featuresinto tasks, they have routines : • Design • Coding (including Unit Test) • Testing • Test automation • Communication with team A
  • 14. All the team members together try to understand the selected features by sketch out its design collaboratively, involving both the developing point of view and also testing perspectives.*
  • 15. Task Splitting It’s so hard to estimate the Test Automation task. But coach said having tasks bigger than 16 hours is not good, so we have to split.
  • 16. What are those Acceptance Tests? Is testing environment hard to configure? Any external testing* equipment needed? Any testability support needed? Do we have those? Any keywords might be needed? Do we have them? Etc.
  • 17. *
  • 18. Scrum Master (Look around) Let’s start from you, Zhang San, you can start. …… (Look at Wang Er) I think youScrum Master can keep working on this task, and contact Zhou Si for lab issues. ……
  • 19. Task Assignment Progress Risk Monitoring Management TEAM* Surface blocks and impediments team can’t solve Notice Keep an eye personal on the amount problems or of ongoing conflicts and tasks resolve them Scrum Master @Daily Scrum
  • 20. Team Member : I fixed one bug yesterday. I’ll fix another bug today.Or : In the morning, I started testing, but the SUT is not able to be connected, after called Lab engineer for help, In the afternoon I finally started to do real testing, not finished yet. I’ll continue tomorrow.
  • 21. Focus on team progress Update status based on task • How long it’ll take still* • Any surprise met • Any new understandings of the domain or software system to share • Any problems others should know • Any help needed
  • 22. Team Member (task x : 8 hours) Day 1 : No impediments, I’m working on that. I think 2 hours still left. Day 2 : It’s hard to debug, but I’m working on that. It’s fine, let’s keep 2 hours for it. Day 3 : ……
  • 23. Use Burndown Chart React when progress deviates Clarify • What happened • What is the impact • Are we still on track • What should we do*
  • 24. Team Member asks can they switchthe Daily Scrum to be twice a weekThey thought • Nobody cares my status • Nor I care others, since I can not understand theirs…
  • 25. Managing TASK than people*
  • 26. Line Manager (recently nominated) “One team member was stuck on task x (6 hours), still unfinished after 3 days. Others were busy with bug fixing. Task y depended on task x.” “I think Maybe we need a Gantt Chart., to control the task dependency.” Q : Where’s burndown chart? A : We don’t use that.
  • 27. * • Visual Management • Visible / handy / accessible information around team • Escalate impediments to the team and searching for help as soon as possible • Reveal progress violation via burndown chart
  • 28. *
  • 29. DONE Q : So, this feature is DONE? How about the Condition of Satisfaction? A : It’s on the Product Backlog management tool. (browsing…) Q : This is your Condition of Satisfaction?!! A : Yes… As written there :SCV testing done, QC updated, Unit testing coverage above 90%
  • 30. * Condition of Satisfaction • = Confirmation (User Story’s 3C) • ≈Acceptance Test Definition of Done It is • Feature’s behavior details Condition of Satisfaction • User’s expected results in certain scenarios
  • 31. DONE & Demo Q : How many items done? A : Eh, none of them. Q : So there is no demo. A : But they are almost done…
  • 32. * A feature is DONE or not, based on the Definition of Done. If it’s not DONE, then there is no demo for that, and they didn’t gain the size (most probably you use story point).
  • 33. *
  • 34. Team “we have an estimation problem! We always under- estimate.”
  • 35. Competence & Low Experience • Pair with skilled workmates • Backlog Grooming helps* Risk not Acknowledged • Uncover risks in Daily Scrum Task Allocation • Rough design in Sprint Planning New Team Members • Pair with skilled members
  • 36. *
  • 37. Laptop Meetings• People working on their laptops most of the time• Don’t listen to others• Not all members understand the final decisions• You have to check with them one by one• Explicitly ask the person when you need their comment
  • 38. * • Everybody expresses their opinion • Focus on the purpose of meeting • Promote open communication • Encourage healthy conflicts
  • 39. *
  • 40. Xu Yi Twitter : kaverjody mailto:YI.XU@HP.COM mailto:kaverjody@gmail.com http://damianji.spaces.live.com/ http://www.linkedin.com/in/kaveri “Senior Agile Consultant” @ HP Enterprise ServicesScrum / Agile Coaching, Agile Testing & Test AutomationHP敏捷开发服务 新浪微群:http://q.weibo.com/820095 *Thanks!