From waterfalls to rapidsan experience report              © 2009 Perceptive Informatics, Inc. A PAREXEL® Company
 Calm Serene Symmetry Beautiful Peaceful Inside ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   2
Prelude© 2009 Perceptive Informatics, Inc. A PAREXEL® Company             3
Introductions Me You Raise your hand if…     – You have little idea about Agile or scrum     – You are working in Agile...
Interruptions solicited© 2009 Perceptive Informatics, Inc. A PAREXEL® Company                      5
Agenda why how where© 2012 Perceptive Informatics, Inc. A PAREXEL® Company   6
Why ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   7
Transparency© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   8
Shorter release cycles Reduce inventory Feedback Quality Reduce total time ?© 2009 Perceptive Informatics, Inc. A PARE...
Inspect and Adapt Retrospectives Customer feedback© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   10
Dev-Test Silos Who do you eat lunch with ? Two teams working as one team or one team ? Team interactions or individual ...
Dev-Test ratio What is a healthy ratio ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   12
Exclusive ownership Who own the assets ? Do developers test ? Do Testers change code ?© 2009 Perceptive Informatics, In...
“Technical” test staff© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   14
Long endgame QA phase Lack of automation Lack of domain knowledge Cemented dev-qa silos QA documentation© 2009 Percept...
How ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   16
Top to bottom Management initiated Team initiated© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   17
© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   18
Time and energy Expensive Commitment© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   19
Learnings© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   20
Experimental Processes Product© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   21
Tools Basecamp SeeNowDo Pivol Tracker Rally White-board© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   22
Extreme Programming Unit Testing Pair programming TDD BDD Continuous Delivery Code reviews© 2009 Perceptive Informat...
Culture Process or culture ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   24
Where ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   25
Success !© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   26
Dev-QA ratio© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   27
Shorter QA phase© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   28
Self reliant teams© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   29
Automation© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   30
Joint ownership Quality is everyone’s responsibility Joint exploratory testing Pairing© 2009 Perceptive Informatics, In...
Better collaboration Developers <- Domain knowledge Testers <- Technical help© 2009 Perceptive Informatics, Inc. A PAREX...
crossover© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   33
Limited success !© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   34
Transparency ? Not so much© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   35
Gimmickry of scrum© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   36
Documentation burden© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   37
Challenge of changing culture© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   38
Too many meetings ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   39
Lessons learned© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   40
Lessons learned Don’t follow scrum by book Don’t over sell it Be wary of vendors - but do seek help© 2009 Perceptive In...
© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   42
Factors The domain The customers Technology Nature of the application Your market Who initiated the transition Huma...
Closing thoughts Quite a ride Next job : Agile again Startup vs. Not-so-startup Developers ?© 2009 Perceptive Informat...
Contact                                                  www.rajivnarula.com                                              ...
© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   46
© 2009 Perceptive Informatics, Inc. A PAREXEL® Company   47
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From waterfall to rapids - an experience report

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Presented at SQGNE Jan 9th meeting.

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  • CalmSereneBeautifulConsistant
  • MeRolePerceptiveEveningWhat not to expect ?What is agile.Debate Agile principlesYou How many people are actively engaged in an Agile environment ?How many are planning to start their transition soon.How many non –traditional QA background ?
  • This is the most profound question you need to answerWhy are you doing this?The reason doesn’t matter- at least not to meBut you need to know that and understand it wellEverything that happens post this- will be driven by your reason to changeFor this will set in motion how you execute your transition and where do you end up
  • Transparency was very importantTransparency within the team- as to what your fellow team member is doing as well as within the organizationFor team to know what the organization needsAnd for the org to know what the team is uptoImagine being the toast in a toasterEvery minute or so- someone pokes you and takes you out to see if you are done.Now look at thisWouldn’t you love to be a toast in this toaster ?Everyone knows when you are ready – no more poking ?This is more or less what we had in our organization.And Agile holds lots of promises with respect to that
  • We all would like to be done quickly.So we can start the next big project.The total time needed to deliver a project can perhaps not be reduced, but Agile does offer a smarter way of managing the project- so that you can release faster and more frequently.
  • We have our share or problemsThis is one of the best things I like about AgileConstant Inspect and AdaptDon’t like something ? Try something different. Worked ? Carry on.Didn’t work ? Try something else.As simple as that
  • When I was in Hyderabad- one thing I noticed was all developers ate lunch together and all testers went for lunch together- at different times.I found this very disturbing.We are all one team. We are not two teams within one team.
  • This was one of the most disturbing this I observed when I first joined Perceptive.In my team- there were 3 developers and 4 testersAnd since I was the manager- and wouldn’t do anything- it effectively left 2 developersAnd at one time – one developer left and there was a single developer-who was able to churn enough work to keep 3 testers busyTo me this was a very unhealthy ratio to have in a team.
  • Probably somewhat related to the previous slide.We have awesome developers- and awesome testers.However…Developers are lacking in domain knowledge and testers in technical stuffAnd since we have those silos I talked about- this doesn’t get betterTesters and developers remain in their own respective silos – not getting any better.And because developers lack in domain knowledge, it comes in their way to make a quality productAnd since testers do not have the technical knowledge, we have little to none automation
  • Finally the dreaded QA phaseAt Perceptive- we have exceptionally QA heavy process.And this is in some ways related to everything else that I have said so farThis is what we want to changeSpend a healthy time in QA doing effective testing and not necessarily longer testing phase- which doesn’t automatically ensure quality
  • ConferencesRead booksWent to user groupsEngaged with people online- twitter, forums etc.Gave presentations
  • Very experimentalWith toolsProcessesIdeasSpend little time debating them
  • You cant successfully go Agile- unless you change your engineering practicesCont IntegrationTDDBDD
  • Co-location helpsSmall things like – eating lunch together
  • From waterfall to rapids - an experience report

    1. 1. From waterfalls to rapidsan experience report © 2009 Perceptive Informatics, Inc. A PAREXEL® Company
    2. 2.  Calm Serene Symmetry Beautiful Peaceful Inside ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 2
    3. 3. Prelude© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 3
    4. 4. Introductions Me You Raise your hand if… – You have little idea about Agile or scrum – You are working in Agile environment – You are a non-tester© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 4
    5. 5. Interruptions solicited© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 5
    6. 6. Agenda why how where© 2012 Perceptive Informatics, Inc. A PAREXEL® Company 6
    7. 7. Why ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 7
    8. 8. Transparency© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 8
    9. 9. Shorter release cycles Reduce inventory Feedback Quality Reduce total time ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 9
    10. 10. Inspect and Adapt Retrospectives Customer feedback© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 10
    11. 11. Dev-Test Silos Who do you eat lunch with ? Two teams working as one team or one team ? Team interactions or individual interactions ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 11
    12. 12. Dev-Test ratio What is a healthy ratio ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 12
    13. 13. Exclusive ownership Who own the assets ? Do developers test ? Do Testers change code ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 13
    14. 14. “Technical” test staff© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 14
    15. 15. Long endgame QA phase Lack of automation Lack of domain knowledge Cemented dev-qa silos QA documentation© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 15
    16. 16. How ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 16
    17. 17. Top to bottom Management initiated Team initiated© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 17
    18. 18. © 2009 Perceptive Informatics, Inc. A PAREXEL® Company 18
    19. 19. Time and energy Expensive Commitment© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 19
    20. 20. Learnings© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 20
    21. 21. Experimental Processes Product© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 21
    22. 22. Tools Basecamp SeeNowDo Pivol Tracker Rally White-board© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 22
    23. 23. Extreme Programming Unit Testing Pair programming TDD BDD Continuous Delivery Code reviews© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 23
    24. 24. Culture Process or culture ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 24
    25. 25. Where ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 25
    26. 26. Success !© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 26
    27. 27. Dev-QA ratio© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 27
    28. 28. Shorter QA phase© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 28
    29. 29. Self reliant teams© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 29
    30. 30. Automation© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 30
    31. 31. Joint ownership Quality is everyone’s responsibility Joint exploratory testing Pairing© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 31
    32. 32. Better collaboration Developers <- Domain knowledge Testers <- Technical help© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 32
    33. 33. crossover© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 33
    34. 34. Limited success !© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 34
    35. 35. Transparency ? Not so much© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 35
    36. 36. Gimmickry of scrum© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 36
    37. 37. Documentation burden© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 37
    38. 38. Challenge of changing culture© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 38
    39. 39. Too many meetings ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 39
    40. 40. Lessons learned© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 40
    41. 41. Lessons learned Don’t follow scrum by book Don’t over sell it Be wary of vendors - but do seek help© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 41
    42. 42. © 2009 Perceptive Informatics, Inc. A PAREXEL® Company 42
    43. 43. Factors The domain The customers Technology Nature of the application Your market Who initiated the transition Human factor© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 43
    44. 44. Closing thoughts Quite a ride Next job : Agile again Startup vs. Not-so-startup Developers ?© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 44
    45. 45. Contact www.rajivnarula.com rajiv@rajivnarula.com @rajivnarula© 2009 Perceptive Informatics, Inc. A PAREXEL® Company 45
    46. 46. © 2009 Perceptive Informatics, Inc. A PAREXEL® Company 46
    47. 47. © 2009 Perceptive Informatics, Inc. A PAREXEL® Company 47
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