Finding Efficiencies in Your Development Lifecycle
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Many of us feel like we never have enough time to complete everything we want in a given sprint, cycle, or phase. Even though we can't add more hours to our day, we can add time by removing inefficiencies in our development lifecycle management approach. Melissa Tondi explores a number of areas that may be causing inefficiencies in our overall approach. These problem areas include acceptance criteria for requirements that are not understood, actionable, or demonstrable; unit tests that are misunderstood or non-existent; and demos that don’t actually demonstrate capability. Melissa shares practical solutions that can be implemented quickly. Share your previous inefficiencies and your solutions. Once you have a plan to reduce or eliminate the inefficiencies, you can spend more time in your overall development schedule—and effectively add more time to accomplish what you need to do.
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Привет, Санкт-Петербург!
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После обсуждения докладов оба согласились провести небольшую сессию вопросов-ответов.
Просим взять какой-либо документ на мероприятие, в связи с пропускным режимом.
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For years in the software industry, the focus of discussion, programs, and expense has been on career skill development to enhance team performance. To support skill development, a variety of certifications and training opportunities have been created to increase technical knowledge acquisition. Gaining technical knowledge is important, but this knowledge is often secondary to having other skills that are of more value to the organization. Jon Hagar explores these so-called “soft” skills—analysis, rational thought, communication, mentoring, technical debt management, reframing problems, modeling, time management, and social aptitude—and discusses the differences between knowledge from study and practiced skills. Delegates are asked to consider the value and to discuss how to develop and improve such skills. Finally, through an entertaining analogy Jon highlights the differences between skill and knowledge.
Making disaster routine
This document discusses how organizations can prepare for disasters by making failures routine through practices like chaos engineering and active monitoring. It recommends:
1) Practicing failure scenarios as a team to improve disaster response procedures and checklists.
2) Introducing variables like server crashes and network issues in production environments using chaos engineering to test resiliency.
3) Monitoring application health over time to detect performance trends that could indicate future issues.
4) Treating failures as routine events by having established procedures and checklists to minimize panic and focus response efforts.
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Building on the Shoulders of Giants: the Story of Bitbucket Pipelines
When the Atlassian Dev Tools team looked to innovate on continuous integration and delivery, we explored many ways to bring the build and deployment pipeline closer to developers and Bitbucket. This led us to think outside the existing product boundaries of Bamboo and build on top of the Bitbucket Connect platform.
James Bryant, a senior designer on the Software Team, will take you through how his team decided to build on top of a platform instead of building out new products. It involves defining a vision, guiding a team with an experience, and testing with customers early and often to build the new Bitbucket Pipelines feature.
You’ll come away from this session with a framework for adopting an experience-driven strategy, and tips to help give your agile teams a vision to build on top of a platform.
Products covered:
Bitbucket, Bamboo
Using flow approaches to effectively manage agile testing at the enterprise l...
Slides from my upcoming LSSC11 talk:
More and more organizations want to become more agile these days. When the theory hits the shores of reality, few organizations can get to an idealistic agile feature team that does all testing within sprints, has no need for release-level processes, and where everything is fully automated continuous deployment style. Usually the testing organization is in the eye of the storm when talking about Big Batches, Wastes, ineffective handoffs and mountains of rework, as well as high transaction costs. I’ve recently been using Lean/Kanban flow based approaches to provide a way to evolve testing organizations to a more effective way of working, so that they can better support earlier feedback and higher flexibility. I will present this work as well as case studies from enterprise-level product development companies that are starting to use these approaches.
We will deal with the following challenges:
* Complex environments when it is not realistic to finish all required work within a sprint
* How to visualize and reduce testing batch sizes within sprints/releases using CFD
* How to deal with the testing bottleneck so common in product development organizations – practical suggestions and how to deal with the mindset issues
* How to run stabilization/hardening periods using Flow-based thinking
http://lssc11.crowdvine.com/talks/18074
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Lessons Learned from Coaching 50+ Teams
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Testing within an Agile Environment - Beyza Sakir and Chris Gollop
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DevOps with Atlassian
Привет, Санкт-Петербург!
В этот раз мы решили провести встречу, посвященную Confluence и CI/CD. К нам в гости приедут из Atlassian Антон Шалеев (Амстердам), чтобы поделиться практиками Blueprint, и Антон Генкин, product manager (Сидней) расскажет про "DevOps философия Atlassian: люди, процессы, инструменты".
После обсуждения докладов оба согласились провести небольшую сессию вопросов-ответов.
Просим взять какой-либо документ на мероприятие, в связи с пропускным режимом.
Место встречи: Selectel, Цветочная ул., 21 лит. А.
Если у вас вопросы задавайте в канале Telegram: https://t.me/augspb
DevOps: Hype or Hope
DevOps aims to break down silos between development and operations teams to reduce risks and speed up the software development process. It promotes continuous integration, delivery, testing and monitoring to catch issues early. While tools can help, DevOps is primarily a cultural shift where teams collaborate throughout the development lifecycle. Benefits include faster time to market, improved quality, better productivity and visibility into issues. Challenges involve changing mindsets and incentivizing collaboration between different roles.
Advanced testing
This document discusses how testing has changed with the adoption of agile and DevOps practices like CI/CD. While these changes aim to improve quality and speed, they can also introduce new problems for testers with increased time pressures and tooling issues. The document suggests ways testers can adapt, such as integrating more with development practices, using more advanced test automation techniques and tools, and focusing testing on risk areas identified through data and production usage insights. It also discusses how artificial intelligence techniques like robotic process automation could be applied to testing activities.
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This is your opportunity to see agile development in practice, and to bridge the gap between what agilists say and what teams do. And it’s not as new or as difficult as you think – affinity between testers, BA’s, coders, and other team members has really been at the root of effective development practices all along. Let’s just finally acknowledge that it works, demonstrate its capabilities, and encourage it going forward.
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À propos de Steve Mercier
Steve est un professionnel du développement de produits logiciels, comptant plus de 20 ans d’expérience. Il a développé et mis en place des lignes de production logicielles assurant une meilleure efficacité de livraison, une adhésion croissante aux meilleures pratiques définies et une qualité accrue des produits entraînant la satisfaction des clients. Il applique les méthodes de travail Agile au quotidien depuis bientôt 10 ans. Il aime les défis techniques, apprécie être responsable de livrer, avec des gens de talents, en équipe, des produits qui comptent vraiment. Au fil des années il s'est spécialisé dans les champs suivants: Bonnes pratiques de développement de logiciel, Intégration et livraison continue, Lignes de production logicielles, Infrastructure gérée comme du code, Méthodes Agile et amélioration continue. Il oeuvre en ce moment comme gestionnaire d’une équipe de 15 DevOps bourrés de talent chez Lightspeed.
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When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"
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Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.
Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams
A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps Implementation
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
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The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
Mobile Testing: What—and What Not—to Automate
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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Instill a DevOps Testing Culture in Your Team and Organization
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Finding Efficiencies in Your Development Lifecycle
- 1. BT1 Projects & Teams 6/8/2017 10:00:00 AM BT1 Finding Efficiencies in Your Development Lifecycle Presented by: Melissa Tondi Disrupt Testing Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888-‐268-‐8770 ·∙ 904-‐278-‐0524 - info@techwell.com - https://www.techwell.com/
- 2. Melissa Tondi Disrupt Testing Melissa Tondi has spent most of her career working within software testing teams. She is the founder of Denver Mobile and Quality, board member of the Software Quality Association of Denver, and director of quality engineering at EMS Software, where she assists teams to continuously improve the pursuit of quality software-from design to delivery and everything in between. In her software test and quality engineering careers, Melissa has focused on building and organizing teams around three major tenets-efficiency, innovation, and culture-and has created the Greatest Common Denominator (GCD) approach for determining ways in which team members can assess, implement, and report on day-to-day activities to minimize the gap between need and value.
- 3. Better Software West Conference Finding Efficiencies in your Development Lifecycle © 2016 EMS Software, LLC
- 4. What Are we Talking about? Why Me? Why is there Never Enough Time? What Activities do we Emphasize? Where do we Find Inefficiencies? How do we Fix them? What would you do with that Time Saved? Open Q&A © 2016 EMS Software, LLC
- 5. Why Me? • I’m devoted to the Quality (with a Capital Q) of the SDLC • My experience is in the QA/QE and Agile spaces, but I have experience in management of all areas of the SDLC • I spent my career focusing on three tenets: efficiency, innovation, and culture © 2016 EMS Software, LLC
- 6. Why is there Never Enough Time? • Decreased Schedules • Inaccurate Estimates • Decisions Made in a Silo • Risks not Vetted Appropriately or with enough Weight • The List Goes on… © 2016 EMS Software, LLC
- 7. What Activities do we Tend to Emphasize? • Agile Ceremonies • Planning, Refinement, Grooming, Retros • Dev Completion • Versus a Shippable “thing” • Demos at the End and/or at Once • Standups • The Big Three “What did you do, what do you plan to do, blockers?” © 2016 EMS Software, LLC
- 8. Where do We Find Inefficiencies? Agile Ceremonies • Planning • The whole team and sometimes stakeholders attend • Refinement • The whole team and sometimes stakeholders attend • The “One and Done” effect • Demos • Again, the “One and Done” effect © 2016 EMS Software, LLC
- 9. Where do We Find Inefficiencies? Agile Ceremonies • Standups • The “Big Three” • What did you do yesterday? • What do you plan to do? • Any blockers • Emphasis on “getting the heck out of there” • Injections • They happen! Embrace them, but call it what it is © 2016 EMS Software, LLC
- 10. Where do We Find Inefficiencies? Focusing only on Dev Completion • Dev Completion • Versus a shippable “thing” which cause… • QA/Test-Only Sprints • And Rollover • Basically, any time of more than 2 days within a sprint where QE and Dev are not working together © 2016 EMS Software, LLC
- 11. Where do We Find Inefficiencies? Focusing only on Dev Completion • Letting QE/QA/Test be an Enabler (AKA “the Martyr”) – with Schedule or Scope Creep • Give it up! • We tend to make up the work at the end – which makes us awesome, but it also lets bad/impactful behaviors continue to be acceptable • Remember, in order for Agile methods to work efficiently, ALL team members work needs to be accounted for and it should be evenly distributed across each day of the sprint © 2016 EMS Software, LLC
- 12. Where do We Find Inefficiencies? Demos • Demos • The “One and Done” effect • Usually at the end of the sprint and in a big crowd • How many times has something ben found in a demo that needs to be fixed? © 2016 EMS Software, LLC
- 13. Where do We Find Inefficiencies? Refinement/Grooming • Misunderstood or Ambiguous Acceptance Criteria • One-sided Refinements • Usually with Dev and Product • Anchored Sizing • One person or discipline anchors the team and the team tends to defer © 2016 EMS Software, LLC
- 14. Where do We Find Inefficiencies? Redundancy • Duplicating Testing Efforts • Assuming there is NO testing happening • Not having enough insight in to what happens to each discipline’s “left” © 2016 EMS Software, LLC
- 15. How do We Fix Them? Ceremonies • Kick-Offs • Use Definition of Done – for each discipline! • Example… © 2016 EMS Software, LLC
- 16. How do We Fix Them? Ceremonies • Kick-Offs • Use Definition of Done – for each discipline! • Planning • Trim that invite list • No surprises! • Target 60-90 minutes • Close the previous sprint • Combine retro • Confirm the commitment of the next sprint © 2016 EMS Software, LLC
- 17. How do We Fix Them? Ceremonies • Refinement • Refinements/Grooming - The “Meet” and Potatoes • “Meet” (not necessarily formally) with everyone that has responsibility for the story • Dev should give an overview of their plan and talk about regression needs and impact analysis • PO should be prepared to answer questions about the AC and edit to add more details while discussions are happening • QE should give an overview of what they will test, permutations, scenarios, ask questions about Dev’s approach and PO’s expectations, etc. • The outcome is that everyone has what they need to start work and a story is not considered refined/groomed until everyone gets there © 2016 EMS Software, LLC
- 18. How do We Fix Them? Ceremonies • Demos • Demos – from Dev to QE and PO (and anyone else on the team) • Before Check-in/merge – this shifts the approval of stories wayyyyyyy left (where it belongs) • Standups • Nothing wrong with the “Big Three” but if the team needs time, give it to them • Target days within the sprint to remove monotony • Try an 8/10 sprint: • The first two days are spent with Dev coding and QE writing tests in conjunction with Dev • The next six, we track that stories flow consistently • The last two are spent either swarming the rest of the testing or on bug fixes and sprint hardening © 2016 EMS Software, LLC
- 19. How do We Fix Them? Focusing only on Dev Completion • Need a QE-Only Sprint or Cycle? • Ask why? And listen! • The ABC rule • Always be Coupled! (with Dev) • Use the DoD to your Advantage and Swarm! © 2016 EMS Software, LLC
- 20. How do We Fix Them? Focusing only on Dev Completion • Being the Martyr • Use Risk-Based and Context-Driven Approaches • Know what gives when the schedule won’t • Be a Musketeer! All for One and One for All! • If one part of the team fails, the team fails – same with success © 2016 EMS Software, LLC
- 21. How do We Fix Them? Redundancy • Duplicating Testing Efforts • Unit Testing • Use the DoD (Definition of Done) to your advantage – talk about what Dev is doing on their own • Acceptance Criteria • Use Demos! Have Dev show that the AC is met before checking in code • Better yet – automate the AC and include that in QE’s DoD © 2016 EMS Software, LLC
- 22. What Would You do with the Time Saved? • Accessibility? http://www.w3.org/TR/WCAG20/#guidelines • Performance? • Security? https://www.owasp.org/index.php/Category:OWASP_Top _Ten_Project © 2016 EMS Software, LLC
- 23. Finding Efficiencies in Software Testing Inefficiencies Agile Ceremonies Dev Completion “One and Done” with Refinements and Demos Injections “The Big Three” Fix Them Kick-Offs – Use them Wisely Use DoD for All Refine, refine, refine Shift Demos “Left” “ABC” © 2016 EMS Software, LLC
- 24. Q&A • Now what? © 2016 EMS Software, LLC
- 25. Let’s Talk! • LinkedIn: Melissa Tondi • Twitter: @melissatondi • Email: melissa.tondi@emssoftware.com or melissa.tondi@gmail.com © 2016 EMS Software, LLC