The document discusses the importance of integration testing in large-scale agile projects, emphasizing the relationship between time-to-market and the level of integration. It highlights the need for continuous integration, clear acceptance criteria, and frequent product launches, while also addressing challenges posed by organizational structure and system complexity. The summary concludes that effective communication with management can help manage expectations and identify areas for improvement in the integration process.

1. Integration testing
at large scaled agile projects
1
The relation between time-to-market
and the level of integration
Derk-Jan de Grood
[SC]2 – 25 May 2016

2. Aim of this session
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3. Our End Goal
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Deliver our product (or new features)
with a short time to market

4. CI/CD Assumptions
Teams
Collaborate
Integration is
Continue
Tests are
Automated
Deployment is
hands-off process
No Automation
Backlog
Clear Acceptance
Criteria
Feedback loop to
improve Testing
Frequent Product
Launch

5. ….Integrationproblems
Feature driven: When you work
with more teams on the same
system
Component driven: When teams
work on adjacent systems
Legacy system: When code
adaptions have unknown impact
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No matter how we are organized we
have….

6. What kind of integrations
do we have?
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7. What is your system boundary?
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Component System Service Organization

8. 8
Definition of
(un)done
The definition of done gives a
quick insight in the level at which
integration takes place. The
definition of Undone (see Less
framework) identifies integration
tests that are not done within
each sprint. Both are indicators of
the system boundaries that are
taken into account

9. Ensuring Integration
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Organization
Component
System
Service
Continuously
(in the sprint)
Occasionally
(e.g. prior to a
release)
General trend: Increasing the
system (e.g from Units tot
Systems) results in less
frequent integration, because it
becomes harder to test the
integration. This has impact on
the time-to-market and this
insight might lead to targeted
improvements

10. Ensuring Integration (rough sketch)
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Organization
Component
System
Service
Continuously
(in the sprint)
Occasionally
(e.g. prior to a
release)
Reduce
amount
of
releases

11. Ensuring Integration (rough sketch)
11
Organization
Component
System
Service
Continuously
(in the sprint)
Occasionally
(e.g. prior to a
release)
issues
after the
sprint

12. Ensuring Integration (rough sketch)
12
Organization
Component
System
Service
Continuously
(in the sprint)
Occasionally
(e.g. prior to a
release)
Organizational
Readiness

13. Another Case Study
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14. Architecture
• What are the
business
processes?
• What are the
components?
• What are the
interfaces?
Acceptance
criteria
• What is the
Minimal Viable
Product?
• What integrations
are needed to
make it work?
Requirements
traceability
• When are we
complete?
• How do test
results add up to
acceptance?
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Missing

15. What should a car minimally do?
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16. Planned Integration Tests
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Integrations
needed to
make it work
Release Date
In one of my projects I used
tested integrations as a
measure of progress. Only if
the integration is done (and
tested) you know that the
solution will work as a whole…
The Burn down Chart was used
to inform management on the
progress of the project and to
plan the next integrations in the
scrum-of-scrums

17. Exchange Experiences
On what level do you
integrate
(SUT) and with what
speed?
Is there a need to
speed up?
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For example
 CI/CD
 MBT
 UT
 Automated System test
 Automated e2e test
 Interface testing
 Manual Regression testing
 Integration sprints
 other

18. WRAP-UP
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19. Summary
There is a common goal: Deliver our product (or new
features) with a short time-to-market.
CI/CD helps to do so, but requires a lot from the
organization, a.o. frequent integration
There are levels on which you can integrate, e.g.
Component, System, Service and Organization
Large scale integration, gives more reliable and
commercially feasible products, but integrates is harder.
Making this clear to management enables to manage
expectations or helps to target your next improvements.

20. Derk-Jan
Valori
Coltbaan 4a
3439 NG NIEUWEGEIN
The Netherlands
• derkjandegrood@valori.nl
• +31(0)651807878
• www.valori.nl
• @DerkJanDeGrood
• http://djdegrood.wordpress.com
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