Agile testandtestmgmt.atd

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Agile Testing and Test Management, my keynote at Agile Testing Days, 2011

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Agile testandtestmgmt.atd

  1. 1. Agile Testers and Test Managers: Now What? Johanna RothmanNew: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
  2. 2. Let’s Explore with the Wayback Machine... 2 © 2011 Johanna Rothman
  3. 3. Before therewere testers in 1977... 3 © 2011 Johanna Rothman
  4. 4. It felt as if there weretwo camps in the late ‘80s 4 © 2011 Johanna Rothman
  5. 5. Fast Forward to 2003 5 © 2011 Johanna Rothman
  6. 6. Second Class Testers First Class TestersRoutinely excluded from requirements An integral part of requirements or design meetings and design meetings Requests for tools generallyRequests for tools postponed or ignored approved Per-person training same as Training? What’s training? developers Testers develop deep domain Testers are fungible expertiseTesters work with developers after code Testers work with developers from is complete the beginning of a feature 6 © 2011 Johanna Rothman
  7. 7. First Class Testers are Agile Testers 7
  8. 8. In Agile,EveryoneDevelops theProduct 8 © 2011 Johanna Rothman
  9. 9. Whole Team Works TogetherCreate the product backlogEstimate the backlogCreate/verify feature acceptance criteriaKnow what done meansDemo the product at the end of an iterationConduct a retrospective 9 © 2011 Johanna Rothman
  10. 10. Agile is About Working Product“Developers” create a feature and unit test it“Testers” assess the feature and product in a variety ofways Automated tests where they will need to repeat the tests Exploratory tests“Writers” create necessary documentationTeam: Have we met the acceptance criteria? 10 © 2011 Johanna Rothman
  11. 11. Is Agile All About Development? 11
  12. 12. What About Test Managers? 12
  13. 13. We Need Both Management and Leadership 13
  14. 14. What Does a Leader Look Like to You?Create teams of threesTogether, in your team, write down your definition of aleaderOnce you look like you’re done writing, I’ll ask you toshout out your definitions 14 © 2011 Johanna Rothman
  15. 15. What Kind of Team?Just now, in your two’s and three’s, what kind of teamwere you?What kind of management did you need? 15 © 2011 Johanna Rothman
  16. 16. Some Definitions of LeaderGuideConductor 16 © 2011 Johanna Rothman
  17. 17. Agile Test Managers Are LeadersSet strategy to manage the project portfolioRemove organization obstaclesBuild trusting relationships with people for coaching,feedback, career developmentLead hiring decisions and processBuild the capacity of the organizationBuild communities of practice 17 © 2011 Johanna Rothman
  18. 18. Strategically Important WorkWhat it isWhen to start it and stop itNot making those decisions creates management debt As well as chaos 18 © 2011 Johanna Rothman
  19. 19. Management IterationsCycles allow you to assess strategyCycles help you see organizational obstaclesFrees the technical teams to do work 19 © 2011 Johanna Rothman
  20. 20. Leaders Remove Organizational ObstaclesIndividual reviews are an organizational obstacle for agileteams 20 © 2011 Johanna Rothman
  21. 21. Instead of Individual ReviewsBuild a trusting relationshipShare the strategyShare the profitsProvide cost of living raises to the teamGive the team a team bonus The team can decide who gets what 21 © 2011 Johanna Rothman
  22. 22. Trusting RelationshipsYou tell me: What keeps people in a job? 22 © 2011 Johanna Rothman
  23. 23. What Does That Mean for Functional Managers? 23 © 2011 Johanna Rothman
  24. 24. Managers Become ChampionsNo micromanaging!Meet often enough, one-on-one to build a trustingrelationshipAllows manager to see the system 24 © 2011 Johanna Rothman
  25. 25. Feedback and Meta-FeedbackNot evaluation or praise; feedbackWhen you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 25 © 2011 Johanna Rothman
  26. 26. Coaching and Meta-CoachingNot just teaching, offering options with support 26 © 2011 Johanna Rothman
  27. 27. Career DevelopmentWhere can people go?How do they know?How can you help them? 27 © 2011 Johanna Rothman
  28. 28. Build Organizational CapacityHow many of you know your organizational velocity now?Remove system obstaclesRecognize when a team is stuck 28 © 2011 Johanna Rothman
  29. 29. One Huge Barrier to Increasing Capacity: Multitasking People are Not Machines! Managers can see the system to manage the project portfolio andeliminate crises and context switching 29 © 2011 Johanna Rothman
  30. 30. Lead Hiring EffortRecognize when you need more peopleInitiate the hiring Job analysis Job description Manage the phone screens Manage the interviews and interactions with HR 30 © 2011 Johanna Rothman
  31. 31. Community of PracticeWhat’s missing in agile is the coaching that a test manager usedto do one-on-oneWe need communities of practice for Testers Developers Architects Product owners Anyone else who needs to learn the functional skills 31 © 2011 Johanna Rothman
  32. 32. Agile Creates the Conditions forFirst-Class Testers and Leading Managers 32
  33. 33. References and ResourcesManage Your Project Portfolio: Increase Your Capacity and Finish More Projects,Pragmatic Bookshelf, 2009.Rothman, Johanna. No More Second Class Testers!, Better Software, Jan 2004.Rothman, Johanna. Agile Managers:The Essence of Leadership, Cutter IT Journal,Vol. 23, No. 3, March 2010.Visit http://www.jrothman.com to read more or sign up for my emailnewsletter. Or give me your card. Or fill out a yellow form. 33 © 2011 Johanna Rothman

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