The move from a waterfall life cycle to an agile one is not straightforward for people with a long experience in software development and testing. The ways of working are in their backbones and hard to change. In this kind of situation, taking small steps towards the right direction simply takes too long. You need to throw away your old process (=Revolution) and then improve the new process constantly (=Evolution). Usually, it is not possible to have a full scale revolution at once. That makes the evolution even more important, to get rid of the bad practices from the time before the revolution. An effective approach to speed up the evolution is to take the seven wastes of lean management as a guideline – to detect and remove relics not blown away by the revolution.
This presentation is my diary for test process improvement, spanning from Eurostar 2010 in Copenhagen and the Workshop on Lean Test Management (by Bob van de Burgt & Iris Pinkster), to the 2011 conference in Manchester. It highlights in interesting and surprising ways the evolution of three agile teams in a major Finnish company.
Waste is often produced by applying good practices in the wrong place, e.g.because of a weak test strategy or by involving too many people in defect management. Waste can also be caused by very practical things like bad seating arrangements or people not attending meetings. However, the biggest waste is to optimize the wrong things – e.g. the detection of defects instead of their prevention. These are examples of the things that have come up so far – but there will more during the year. I will also introduce some practical and light ways to measure the consequences of the waste.