Which Role does Testing Play in an Agile Development Organisation?

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Slides from my session at the QualityConf (http://www.qualityconf.de) on March 31st, 2011. Thanks to an awesome audience for their intensive participation!

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Which Role does Testing Play in an Agile Development Organisation?

  1. 1. Which Role does Testing Play in an Agile Development Organisation? Olaf Lewitz, Agile Coachagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  2. 2. Agile Testing - Myths and Factsagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  3. 3. Fact or Fiction? • On the sticky notes I give you, • write 3 facts you already know • and 3 myths you’ve heard about Agile Testing • Write only one fact or myth per note • Dont indicate whether any particular note is a fact or a myth • Dont share them yetagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  4. 4. Ideal worldagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  5. 5. The ideal project We know all requirements up front We devise the perfect design We build everything according to specification We pass all the tests The client is delighted We are cool... or not?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  6. 6. What’s wrong with this picture?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  7. 7. The Client Does Not Know The Real Problem Yetagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  8. 8. http://www.flickr.com/photos/curns/4237949343/ We Need To Deliver Fasteragile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  9. 9. We Need To Master New Technologyagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  10. 10. http://www.flickr.com/photos/_nezemnaya_/ 2958522973/ It Does Not Match!agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  11. 11. Why Agile?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  12. 12. Software lines in FORD vehicles over the past 5 years 10 10 7.5 6 5 4.5 3.4 2.8 2.4 2.5 0 2005 2006 2007 2008 2009 2010 Software complexity in FORD vehicles Growing Software quadruplicated in 5 years Complexityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  13. 13. Software lines in FORD vehicles over the past 5 years 10 10 7.5 6 x4 5 4.5 3.4 2.8 2.4 2.5 0 2005 2006 2007 2008 2009 2010 Software complexity in FORD vehicles Growing Software quadruplicated in 5 years Complexityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  14. 14. Compared software complexity growth in Growing Software aerospace and automotive Complexityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  15. 15. F-22 Raptor 1.7 F-35 Joint Strike 5.7 Boeing 787 Dreamliner 6.5 S-Class Daimler 98.6 Compared software complexity growth in Growing Software aerospace and automotive Complexityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  16. 16. F-22 Raptor 1.7 F-35 Joint Strike 5.7 x1 0 Boeing 787 Dreamliner 6.5 S-Class Daimler 98.6 Compared software complexity growth in Growing Software aerospace and automotive Complexityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  17. 17. 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Due to globalization effects, and other economical changes, the time to market Time to Market over time decreased significantlyagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  18. 18. 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California Due to globalization effects, and other economical changes, the time to market Time to Market over time decreased significantlyagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  19. 19. .5 y ears 13 3 m on th s 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California Due to globalization effects, and other economical changes, the time to market Time to Market over time decreased significantlyagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  20. 20. Why does that matter?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  21. 21. Defined Process, suited to produce faster Change from this...agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  22. 22. R&D based process ... to this.agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  23. 23. The Lean Principles... •Eliminate Waste •Build Quality In •Create Knowledge / Amplify Learning •Defer Commitment / Decide as late as possible •Deliver as fast as possible •Respect People / Empower the Team •Optimize the whole / Improve the Systemagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  24. 24. The Agile Values... Agile Manifesto: 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.agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  25. 25. Qualityagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  26. 26. Quality in Service “In a service economy, quality does not mean conformance to a script; it means adapting to meet the changing expectations of many different customers.” Mary and Tom Poppendieck, Lean Software Development (2003)agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  27. 27. Quality in Design “Quality in design means realization of purpose or fitness for use rather than conformance to requirements.” Mary and Tom Poppendieck, Lean Software Development (2003)agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  28. 28. The Myth of Independence Testers need to be independent of the developers Testers and developers need to be isolated Testing needs to be done after developmentagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  29. 29. The Myth of Independence Testers need to be independent of the developers ? Testers and developers need to be isolated y Testing needs to be done after development W hagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  30. 30. Change from: Assure Quality to Build Quality In Testers Stay Being Testers and Build Integrity Inagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  31. 31. Change from: Assure Quality to Build Quality In Testers Stay Being Testers and Build Integrity Inagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  32. 32. Ron Jeffries (http://xprogramming.com/) Bugs Become More Expensive The Later You Find Them agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  33. 33. Agile Testingagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  34. 34. Agile Roles - Where Is The Tester? Business Expectation Process Expectation QualityExpectation agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  35. 35. Scrum Process Overview - Where Is Quality?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  36. 36. Business-facing Critique the product Exploratory Support the team ATDD & Usability testing UAT Q2 Q3 Q1 Q4 Unit tests Performance Component security, Integration load testing tests Technology-facingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  37. 37. User Storyagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  38. 38. User Story “How will we know we’re done?”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  39. 39. User Story “How will we know we’re done?”Acceptance Criteria agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  40. 40. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  41. 41. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  42. 42. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  43. 43. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  44. 44. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  45. 45. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  46. 46. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  47. 47. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  48. 48. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  49. 49. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  50. 50. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  51. 51. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  52. 52. User Story “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  53. 53. e! n User Story o D “How will we know we’re done?”Acceptance Criteria Acceptance Tests agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  54. 54. Changes You Should Expectagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  55. 55. Roles Outside The Teams • Change from assurance to facilitation • Change from defining rules to aligning constraints • Change from assignment to delegationagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  56. 56. Workspace Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  57. 57. Workspace • Enable collaboration Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  58. 58. Workspace • Enable collaboration • Prefer colocation Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  59. 59. Workspace • Enable collaboration • Prefer colocation • Establish information radiators Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  60. 60. Workspace • Enable collaboration • Prefer colocation • Establish information radiators • Enable team ownership Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  61. 61. Workspace • Enable collaboration • Prefer colocation • Establish information radiators • Enable team ownership • Keep it simple Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  62. 62. Workspace • Enable collaboration • Prefer colocation • Establish information radiators • Enable team ownership • Keep it simple • Let it evolve Image from justaddwater.dk blogagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  63. 63. Tools • Use tools that are open, easily changed • Users (esp. the teams) need to have ownership • Do the simplest thing that could possibly work! http://www.pomodorotechnique.com/products.htmlagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  64. 64. Conclusion • Quality is more important in Agile than in traditional methods • It’s built in so it might seem less explicit at first glanceagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  65. 65. Feedback worth your time?agile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  66. 66. @OlafLewitz Thank you. Olaf.Lewitz@agile42.comagile42 | The Agile Coaching Company—“Coaching Good Teams to Great” www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

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