A vision on the skills and activities of testing in an Agile software development. It's not about the role, it's about the goal!

1. Testing in an Agile world
Let Quality Drive Us
CETS
||
5th
edi-on
Agile
Gunther
Verheyen
Global
Scrum
Leader
Capgemini

2. So, you are ‘testers’. What best describes your role?

3. So, you are ‘testers’. What best describes your role?

4. So, you are ‘testers’. What best describes your role?

5. So, you are ‘testers’. What best describes your role?
How satisfactory is this?
Getting in the game when the
fire has already spread?
Your prey shooting back at you?

6. Testing shouldn’t be about post-development
firefighting or bug hunting.

7. Testing shouldn’t be about post-development
firefighting or bug hunting.
Rewarding people for #found bugs?
Does that improve the products we release?
Does it speed up delivery?

8. Testing shouldn’t be about post-development
firefighting or bug hunting.
Rewarding people for #found bugs?
Does that improve the products we release?
Does it speed up delivery?
Those ancient models of hindsight control were
constructed for mechanistic routine work, simple
situations, copy-able activities.

9. Testing shouldn’t be about post-development
firefighting or bug hunting.
Rewarding people for #found bugs?
Does that improve the products we release?
Does it speed up delivery?
Those ancient models of hindsight control were
constructed for mechanistic routine work, simple
situations, copy-able activities.
Testing today should be an essential Agile skill to
help building-in Quality while developing products.

10. In 11 years of Agile, Scrum became
the leading framework.
The inspect & adapt cycles of Scrum
allow us to improve our work results
as well as how we produce these
results. We gradually, and rapidly,
close any gaps between outcomes
and objectives. We continuously
produce usable results. We don’t
waste energy, time or money on
potentially unwanted features.
The HOUSE OF SCRUM protects us
from rigid behavior. We remain
flexible to deal better with
uncertainty, to adapt to reality.

11. In 11 years of Agile, Scrum became
the leading framework.
The inspect & adapt cycles of Scrum
allow us to improve our work results
as well as how we produce these
results. We gradually, and rapidly,
close any gaps between outcomes
and objectives. We continuously
produce usable results. We don’t
waste energy, time or money on
potentially unwanted features.
The HOUSE OF SCRUM protects us
from rigid behavior. We remain
flexible to deal better with
uncertainty, to adapt to reality.

12. In 11 years of Agile, Scrum became
the leading framework.
The inspect & adapt cycles of Scrum
allow us to improve our work results
as well as how we produce these
results. We gradually, and rapidly,
close any gaps between outcomes
and objectives. We continuously
produce usable results. We don’t
waste energy, time or money on
potentially unwanted features.
The HOUSE OF SCRUM protects us
from rigid behavior. We remain
flexible to deal better with
uncertainty, to adapt to reality.

13. Scrum is easy.

14. Scrum is easy.

15. Scrum is easy.
Hmm, no. Simple, not easy.

16. Scrum is easy.
Hmm, no. Simple, not easy.

17. Scrum is easy.
Hmm, no. Simple, not easy.

18. Some specifics maybe?

19. Some specifics maybe?
• The ‘role’ is the Development Team; a group of
people accountable for creating Increments of
working software. It’s about the goal, not the role.

20. Some specifics maybe?
• The ‘role’ is the Development Team; a group of
people accountable for creating Increments of
working software. It’s about the goal, not the role.
• Increments can only be shippable if they are of
(high) quality from an end-to-end perspective.

21. Some specifics maybe?
• The ‘role’ is the Development Team; a group of
people accountable for creating Increments of
working software. It’s about the goal, not the role.
• Increments can only be shippable if they are of
(high) quality from an end-to-end perspective.
What an opportunity!
Be self-directing,
achieve mastery in
testing, expand your
skills and find
purpose in the
product, not the role.

22. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.

23. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.
• The Definition of Done mirrors “ready to ship”

24. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.
• The Definition of Done mirrors “ready to ship”
• Not really “ Done” is undone. Undone work turns
into technical debt

25. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.
• The Definition of Done mirrors “ready to ship”
• Not really “ Done” is undone. Undone work turns
into technical debt
• The Definition of Done guides the Development
Team in estimating and selecting Product Backlog

26. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.
• The Definition of Done mirrors “ready to ship”
• Not really “ Done” is undone. Undone work turns
into technical debt
• The Definition of Done guides the Development
Team in estimating and selecting Product Backlog
• “Done” provides transparency over an inspected
(integrated) Increment at the Sprint Review

27. Now, here’s a challenge. Do all work on every
Increment in every Sprint to make it shippable.
• The Definition of Done mirrors “ready to ship”
• Not really “ Done” is undone. Undone work turns
into technical debt
• The Definition of Done guides the Development
Team in estimating and selecting Product Backlog
• “Done” provides transparency over an inspected
(integrated) Increment at the Sprint Review
• The Definition of Done
defines the required
development skills

28. Agility is about flexibility, fast delivery. This is
rendered useless and non-persistent without high
quality.

29. Agility is about flexibility, fast delivery. This is
rendered useless and non-persistent without high
quality.
We promote the core eXtreme Programming
practices as a great start, a Philosophy of Done.

30. Thank you
Gunther
Verheyen
• eXtreme
Programming
and
Scrum
since
2003
(CSM
in
2004)
• Capgemini
since
2010
• Financial
Services
Netherlands-­‐Belgium
• Global
Leader
for
Agile/Scrum
• Scrum.org
since
2009
• Professional
Scrum
Master
level
II
• Professional
Scrum
Product
Owner
level
II
• Professional
Scrum
Trainer
PSF,
PSM,
PSPO
• Contributor
to
Capgemini
Technology
Blog
Mail
gunther.verheyen@capgemini.com
Twi'er
@Ullizee
Blog
hYp://ullizee.wordpress.com