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Atdusa2019 Define Your Quality and Apply Key Elements to Achieve It!
- 1. Define Your Quality and Apply Key Elements to Achieve It! Agile Testing Days USA 2019 Raye Anne Hurst Janet Gregory
- 2. Janet Gregory Experience ▪ DragonFire Inc. ▪ Tester, Agile Testing Consultant, Trainer, Author, Speaker – 18 yrs. ▪ QA Manager – 4 yrs. ▪ Programmer – 5 yrs. About Me ▪ Love to travel … 76 countries ▪ 3 grandchildren ▪ Fantasy fan ▪ Canadian – Calgary by the Rocky Mountains Social Media ▪ Twitter: janetgregoryca ▪ LinkedIn: janet_gregory ▪ Slack: multiple groups ▪ Websites: – Janetgregory.ca – AgileTester.ca – Agiletestingfellow.com
- 3. Raye Anne Hurst Experience ▪ Deluxe Corporation – QE Practice Coach – Sr. Manager – Sr. QA Engineer ▪ Quality – 20 yrs. ▪ Science Teacher – 11 yrs. ▪ Geology About Me ▪ Fan-girl ▪ Science Nerd ▪ Reader of books ▪ Dog lover ▪ 2 young-adult children ▪ Atlanta, GA Social Media ▪ Twitter: rayeannehurst ▪ LinkedIn: rayeannehurst ▪ Slack: – AgileTestingFellow – WomenInTesting – Testerio
- 4. Define Quality for your team Apply Product, Process, and People Techniques to build a pathway
- 5. Which is the best dog?
- 9. Definitions of Quality W. Edwards Deming ▪ Good quality means a predictable degree of uniformity and dependability with a quality standard suited to the customer. Joseph Juran ▪ Quality means that a product meets customer needs leading to customer satisfaction. Fitness for use. Jerry Weinberg ▪ Quality is value to some person. Philip Crosby ▪ Quality is conformance to requirements. The system of quality is prevention – zero defect standard.
- 10. Activity – What is your definition of a quality vehicle? ▪ Each table - spend time coming up with your table's definition of a quality vehicle ▪ Write it down on a sticky page ▪ Let’s share
- 11. Definition of Done (DoD) STORY DONE Unit tests passed Code reviewed Acceptance Tests PASSED Functional tests passed Non-functional requirements met Product Owner accepts story Supports the conversation about process and product quality
- 12. Working Agreement Be on time to meetings If remote folks, use cameras Don’t be afraid to ask for help Make attending stand-up a priority Be kind Adhere to our practices Review this agreement once each quarter Actively participate in meetings Have one conversation at a time Supports the “who” is building the product and helps create trust
- 13. ▪ Product – What are we building? Are we building the right thing? ▪ Process – How are we building it? Are we building it right? ▪ People – Who are we building it for? Are we “wow”-ing them? – Who is building it? Do they understand what is needed? Why What How Who
- 14. If our teams can be motivated by our "why we need quality,” we will succeed!
- 15. Activity – Why are you at this workshop today? ▪ Spend a few minutes coming up with your "why are you at this workshop today?" ▪ Write it down on a sticky note ▪ Place it on the the wall
- 16. Whole Team Approach The team is responsible for: Defining quality Achieving quality Understanding customer needs Shared understanding The Team: programmers, testers, product owner, etc.
- 17. Activity – Mind Mapping / Example Mapping ▪ You are going to design a coffee cup ▪ Mind map what you think needs to be considered in the design. ▪ Choose one of your ‘rules’ from your mind map ▪ Think of different examples for that rule – you may need to draw ▪ Write down questions /assumptions ▪ Choose another rule and do it again
- 18. Gemba Walk Go see Ask why Show respect
- 19. Activity – Gemba Walk ▪ Each table is a team. ▪ One person is the Walker (who leaves the table). ▪ They rest of the team spends time playing the card game. ▪ When time is called, the Gemba Walker joins the table again. ▪ They use the templates to interview the team to see how they played the card game. ▪ Then we debrief as a large group.
- 20. Experiment Inspect and Adapt Learn Rapidly
- 21. Activity – Next Week’s Experiment ▪ Think about next week when you leave this magical place. ▪ What is one experiment that you commit to conducting next week to improve the quality of your product or the quality of your process? ▪ Write it down and sign it! ▪ Does anyone want to share what they wrote with the group?
- 22. What we accomplished today Discussed what teams need ▪ Shared understanding of scale ▪ Common definition of Quality ▪ Knowledge of the Why, What, How, and Who ▪ The Whole Team Approach Participated in activities ▪ Best Dog? ▪ What is your definition of a quality vehicle? ▪ Why are you at this workshop today? ▪ Whole Team Approach ▪ Take a (Gemba) Walk ▪ Next Week’s Experiment
- 24. Thank You, SpeakEasy & Janet Gregory
Editor's Notes
- Quality is subjective, multifaceted, and will be defined differently depending on your quality system. This workshop helps you to understand key elements in defining quality for your team. Do you know your definition of quality? Does your team or organization define it the same as you? We all know that Process, Product, and People are three key elements in quality, but do you know how to apply these three elements to reach your definition of quality? This workshop gives you hands-on experience in defining quality using different dimensions and approaches to quality. You’ll also learn techniques that help you achieve your quality goals. For example, if your delivery team has a common understanding of how to achieve a certain level quality, but your product management group still blames testers for letting bugs through, a technique to build a pathway or build a relationship with the product management group results in a shared view of ownership and responsibility.
- Agenda Define Quality for your team Apply Product, Process, and People to reach your definition of quality Techniques to build a pathway to shared understanding Activity List 1. Best Dog (intro difficulty in defining quality) (5 minutes) 2. What is your definition of a quality vehicle? (define quality) (5 + 5) 3. Why are you at the workshop today? (Why) (5 + 5) 4. Whole Team Approach (10 + 5) 5. Gemba Walk ?? Gathering some templates (5 + 5) 6. Experiment ( 5 + 5)
- (5 minute discussion) Which is the best? Think for a minute which one and why! Then we call out each one. And see who selected it and why. Maybe: Happy dog >> good boy. Or maybe he is your dog. Most dog owners think their dog is best! Tiny dog >> live in an apartment Show dog >>> want traits I know Beagle >> less grooming and I like to hunt German shepard >>> I like big dogs and I need to guard my warehouse Puppy >>> I love to raise puppies and smell puppy breathe (others don’t have time for puppies) Cocker Spaniel >>> Love to show and love dogs with pretty fur Cat >>> I am not a dog person. I prefer cats.
- With our dog scenario – did you use Qualitative or Quantitative Data to reach your version of the “best” dog Qualitative data is information that seeks to describe a topic more than measure it. Opinions, views, and impressions. Adds details gives a human voice. Quantitative data is information that can be measured and written down with numbers. hard facts. Can help you see the big picture. Emotions are not involved
- Sometimes we try to make qualitative things quantitative by assigning numerical values along a continuum from 0-some number. Such as this pain scale. The faces are the human voice and descriptive, unique for the person telling their story. My severe pain may not be your severe pain. I know people who say tattoos hurt. I had one done for my 50th birthday – it didn’t hurt at all. But I have fibromyalgia and am accustomed to chronic pain – that fact may have distorted my scale of pain. Keep qualitative and quantitative in the back of your mind as we talk today. Make certain your teams are looking at it the same way – as numbers and empirical data or something emotional. Keynote <something to remember, is that everyone needs to have a shared understanding of the scale you use or it is confusing as demonstrated by Janet’s keynote yesterday>
- Think back to dogs. We probably weren’t defining “best” the same way. The best for a tiny apartment, guarding a warehouse, or being out on my farm, may not be the same. Think about the pain scale - we probably wouldn’t define that the same way. Now think about quality. Do we all define quality the same way. Of course not. It’s something we talk about without really having an agreed-upon definition, and then we imagine we’re all having the same conversation … when we’re really not.
- . http://secretsofconsulting.blogspot.com/2012/09/agile-and-definition-of-quality.html Let’s look at some definitions of quality. Deming – PDCA, 14 points for management Juran – Pareto Priciple, 80/20, "Vital few and the Trivial Many”, Juran’s 10 steps. Weinberg - Crosby – doing something right the first time at a high level of quality was cheaper than fixing it later. Crosby defined quality as “conformance to requirements.”, zero defects, quality is free https://www.simplilearn.com/deming-vs-juran-vs-crosby-comparison-articlen - Depending on your definition of quality your definition of testing will change. RAH - Testing is evaluating the software and identifying the risks to determine if it meets expected results and brings value.
- (5 + 5) minutes JG: How big do you imagine these sticky pages to be? Or maybe I can bring some big ‘slicky’ notes (6 x 8 I think) and I’ll have sharpies. I think we shouldn’t give them any hints about what to think about. You can share yours after. RAH – Yes, 6 x 8 would be great. I would appreciate it if you could bring the stickies and sharpies for this! I recently decided to get a new car. I liked my 13 year old Prius, but it was time to give it to my eldest son and get myself something different. It took a while for me to decide what a quality car meant to me. So take between 5-7 minutes to come up with your table's definition of a quality vehicle. Was it easy? Were we all in agreement? Would it be more difficult at work with a group of mixed team members? Product and delivery team deciding of one definition of a quality product for example? Was your definition qualitative or quantitative? Or both? I recently decided to get a new car. I liked my 13 year old Prius, but it was time to give it to my eldest son and get myself something different. It took a while for me to decide what a quality car meant to me. For me: Consumer Reports. Test drives. Research. Asking friends how they liked their cars. All of that went into for me.
- Supports conversation for process and product quality So, here are some Quick wins – low hanging fruit if agile teams on defining quality. Definition of done is crucial to a highly functioning agile team. But any team can really use it. It can be used at the story level, feature, epic, sprint level, release level. It is a good way to sneak in a definition of quality if your team or organization isn’t ready to commit to a definition of quality. At its highest definition it is when all conditions or acceptance criteria that a software product must satisfy are met and ready to be accepted by a user, customer, team, or consumer system. You may have heard people say, “It’s done, but is it “done, done.” As testers and quality advocates, I would argue that, “Almost done is NOT done.” Don’t worry about getting it perfect or ideal; it’s more important that it be realistic. Then you begin the journey of evolving and improving the definition of done over time. Your team can include whatever they deem necessary for an agreement on what done means
- Skipping over the ‘how’ for now… let’s talk about the people ===== The working agreement is another quick win for a team. How many of you have working agreements? A Working Agreement is a valuable tool to use for establishing a shared understanding, and way of working for teams. It is sometimes called a Social Contract You do not have to be a scrum team to have one. I know families who have set “working agreements” in place You have all heard of Forming > Storming > Norming > Performing. In the forming stages teams need to establish trust so they can start having open conversations that enables them to build a self-organizing team. The working agreement is invaluable in setting up the team for success and allowing them to move through Forming > Storming > Norming into high Performing. Although invaluable, It is pretty straightforward to define a working agreement. The scrum master facilitates a team meeting (PO and delivery team) where 5-10 (7 +/- 2) items are agreed upon. They should not be set in stone – they evolve as the team evolves or changes members. What works for a new team, may not work with a team that has been working together for years. What works for a co-located team, may not work for an all-remote team.
- WHY on inside. Then What / Product, How / Process, and Who / People. When I think of Quality, I think of adverbs. How are we building software? What software are we building? Who are we building it for? And I like Simon Sinek's book, Start with Why? In it he discusses the Golden Circle, motivation, and leadership. He even gets into our limbic brain and the biological reasons for why. Simon Sinek explains how Great organizations become great due of the people inside of it. If there is a strong, inspired sense of culture, those in the organization feel protected and safe because they belong. The book boils down to – start with why! Of course, he applied it to organizational structure, not quality. So our Quality golden circle becomes - Applying the golden circle, the How and What revolve around my QUALITY (why) I add another layer to my questions, Who. I’ve heard Janet speak about Product, Process, and People. If I apply Product, Process, and People to my model – I think of the HOW as the Process. How are we building software. Are we building it right? I think of the WHAT as the Product. What are we building? Are we building the right thing? I think of the WHO as the customers, the people who consume our product. Who are we building it for? Are we WOWing them? I’m sure if we spent the time to discuss this, we could defend each one of the adverbs for our starting place. We could start with How, the What, or the Who. For the sake of this workshop, let’s assume the WHY is Quality. I want a quality product, so I can wow my customers. To me Why Quality matters encompasses the What, the How, and the Who.
- People who are motivated by a cause—the WHY - guarantee a higher chance of success than people that might have more qualified skills. And of course my mind leaps to quality. If our teams can be motivated by our "why we need quality". Our quality, We will succeed. ********* Other computer companies - We make good computers. They look good, are inexpensive, and have lots of features. Buy one, so we can make money. Apple – We believe in challenging the status quo and thinking differently. We do this by making beautiful and user- friendly products. By the way, we make good computers. Would you like one? Apple starts with why: Think Different. That’s why people wait in line for hours. Others do not have the same cult-like following. Companies like Tesla, Ikea, Whole Foods – they all start with why. And are motivated by ”why they need quality.”
- (5 + 5) What is your why? Spend time at tables coming up with YOUR Why. Why are you at this workshop today? Write it down on a sticky note to put on wall Once you know the Why’s in your team back at home. You will know what motivates each other, hopefully, build some trust , and you’ll definitely be ready to work on applying techniques to reach your quality.
- This means that there are blurring of roles. We can use our strengths to help others with their jobs. Everyone tests Everyone Demos
- (15 minutes) 5 min for mind mapping; 10 for the example mapping Whole Team Approach Activity We’ll have to explain mind-mapping first, but we can do that on a flip chart or white board. coffee cup: does it have to hold hot or cold or both? Does it need a handle, what size handle, who will use this. Should it have a lid … lots of things they could do, but it is simple I’ll explain example mapping and tell them we are not doing it exactly right, Debrief – make sure they realize that it is only because they had so many perspectives they thought about all that. Example mapping helps clarify what they were thinking to get the shared understanding
- Traditional Gemba Walk Gemba (or genba) is a term that refers to the place where work is done. The idea behind a Gemba Walk is to literally go to where the work is done, inspect, and understand the actual physical process happening in order to make any sort of process improvements. Rather than discussing how to improve a shipment packing process in a sterile conference room on a whiteboard, you first do a Gemba Walk. The walk consists of three parts: Go See Ask Why Show Respect The goal is not to put blame on any one person for why the process is bad, but to fully understand (with respect) the people, process, and purpose. During the walk, we don't talk about any future improvements or anything of the like. Just focus on understanding. You'll often do two Gemba Walks, where the first just to generate the value stream map, and the second to understand how well the value stream performs (see Value Stream Mapping for more). Walking the gemba is part of “Check” in Plan-Do-Check-Act. It is the process of carefully observing to see where things are not as they should be. Sometimes there is less walking involved, and more just standing and watching. {{There's way more to this practice, but let's look at how a Gemba Walk applies to software development. https://jimmybogard.com/the-gemba-walk-for-designing-software/}} }} I believe anyone can use a Gemba walk to learn and gain information. Under the HOW or Process, I would use it by walking with other teams. Part of what I do as a coach, or consultant, as some folks like to call it, involves going on a gemba walk with a team. See the actual work, engage with the scrum team, explore and experiment with them. I find it very useful. And allows me to know where they need help, nudging, or when they need to be left alone to work.
- Each team complete an imaginary gemba walk with one of the templates. 10 min – 5 min debrief The Walker learns about the Gemba walk question template, while the others play WAR. The Walker doesn’t know the card game the group is playing. The players will play Rolling Stone Rolling Stone Number of Players: 4 - 6 Age Range: 6+ Cards: If six players: One standard deck with the twos removed If five players: Twos, threes and fours removed If four players: Two, threes, fours, fives and sixes removed. Aces are high Instructions: The players cut the deck and the highest card deals all the cards around the group clockwise, until each player has eight cards. The players sort their cards by suit and then the player to the left of the dealer plays one card face-up. The next player then has to play a card which is of the same suit. Play continues until a player cannot place a card, at which point they have to pick up all the face-up cards and add them to their hand. They then start the next round with one of their cards of a different suit. The winner is the player who runs out of cards first. SNAP
- Experiment and Learn Rapidly We know that software is always rapidly changing. New tools, new languages, new processes. How many folks in here are doing the exact same thing in testing that they did last year? Two years ago? 5 years ago? 10 years ago? I was going to say - Show me a software tester that is doing exactly what they did 10 years ago, and I will show you an unemployed (or soon to be tester). Inspect and adapt - What can we do to allow for shorter feedback loops in our sprint Learn rapidly – learn a new language, a new technique, Experiment in testing – Let’s say I have always tested alone, let me try pairing. Experiment with team – try a different form of communication It's this commitment to experimenting that's at the heart of a high-functioning practice of agile. It is what frees us from self-imposed constraints If you want more information about experimentation in testing - Find me or Nicole Errante later, as we just gave a presentation on Using the Scientific Method in your Testing.
- Each person write down at least one experiment they commit to conducting next week to improve the quality of their product or their process. Does anyone want to read out what they wrote down?
- Today we set out to ….. Define Quality for your team Apply Product, Process, and People to reach your definition of quality And look at Techniques to build a pathway to shared understanding We did this by discussing what teams need: Shared understanding of scale Common definition of Quality Knowledge of the Why, What, How, and Who The Whole Team Approach Participating in Activities that can build pathways to a shared understanding of Quality for your teams: Best Dog? What is your definition of a quality vehicle? Why are you at this workshop today? Whole Team Approach Take a (Gemba) Walk Next Week’s Experiment
- A popular Chinese tradition, dragon boat racing Dragon boat racing is so full of energy and colour, it’s no wonder people are attracted to it. Teams of paddlers race to the finish line in long, narrow boats, cheered on by the beating of drums. It works because the people on the boat – Communicate with each other Work together as a team Trust each other, they know their roles and trust they will succeed And they Practice, Practice, Practice - deliberate practice.
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