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Engage! Bringing teams together to deliver software that makes a difference

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International speaker and author of “BDD in Action” John Ferguson Smart shows how you can multiply your team’s productivity and innovation by engaging the creativity of your whole team from the outset. Drawing from his long experience helping teams deliver better software faster and more effectively, John will discuss the latest practical techniques leveraged from Behaviour Driven Development, Lean Enterprise, DevOps, and Test Automation, combined with research in Psychology and Team Performance, to show you how to get the best out of your teams. Learn about the new roles of business analysts, developers and testers in a DevOps world, and how testers can play a vital role in not only detecting defects but preventing them. Discover how you can make test automation happen during, not after, the sprint, and how to engage the creativity of the whole team right from the word "go".

Published in: Technology
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Engage! Bringing teams together to deliver software that makes a difference

  1. 1. Engage! Bringing teams together to deliver software that makes a difference John Ferguson SmartJohn Ferguson SmartJohn Ferguson SmartJohn Ferguson Smart
  2. 2. To the moon and back again
  3. 3. RAM4K The Apollo Guidance Computer 72K ROM 17 Registers 1 MHz Clock
  4. 4. LOL
  5. 5. "Coming up with solu0ons and new ideas was an adventure. Dedica0on and commitment were a given. Mutual respect was across the board. Because so<ware was a mystery, a black box, upper management gave us total freedom and trust. We had to find a way and we did. Looking back, we were the luckiest people in the world; there was no choice but to be pioneers.” Margaret Hamilton So<ware Pioneer Dedica0on respect freedom and trust commitment
  6. 6. What does an “engaged team” look like?
  7. 7. *Puppet State of Devops report 2017 440 times faster Lead time from commit to production for high performing teams*
  8. 8. 93% Fewer failing stories
  9. 9. 29% Less time spent on fixing bugs
  10. 10. Fans, not users
  11. 11. Delivers Demonstrable value
  12. 12. High Performing Teams Engage Early Engage Actively
  13. 13. Engage early! How Early? Earlier than that!
  14. 14. Look familiar?
  15. 15. The Thinker The Doers
  16. 16. “It doesn't make sense to hire smart people and then tell them what to to , We hire smart people so they can tell us what to do.” - Steve Jobs
  17. 17. The Thinker-Doers
  18. 18. Timelines & Planning Pitch Deck Edition
  19. 19. Business BA Developers As a corporate frequent flyer I want to earn points on my business flights So that I can get discounts on my holiday flights Scenario: First class earns double points Given I fly from London to Paris When I am in First Class
 Then I should earn twice as many points … Testers
  20. 20. “It was at that moment that I learned that the word requirements actually means shut up”
 - Jeff Pa;on, “User Story Mapping”
  21. 21. Business BA Developers As a corporate frequent flyer I want to earn points on my business flights So that I can get discounts on my holiday flights Scenario: First class earns double points Given I fly from London to Paris When I am in First Class
 Then I should earn twice as many points … Testers rework
  22. 22. Business BA Developers As a corporate frequent flyer I want to earn points on my business flights So that I can get discounts on my holiday flights Scenario: First class earns double points Given I fly from London to Paris When I am in First Class
 Then I should earn twice as many points … Testers rework misinterpretation
  23. 23. Business BA Developers As a corporate frequent flyer I want to earn points on my business flights So that I can get discounts on my holiday flights Scenario: First class earns double points Given I fly from London to Paris When I am in First Class
 Then I should earn twice as many points … Testers rework misinterpretation missed opportunities
  24. 24. It’s waterfall all over again!
  25. 25. BDD
  26. 26. A few techniques that can help…
  27. 27. BDD
  28. 28. Discovery - the bigger picture ✓Impact Mapping ✓Story Mapping ✓Event Storming
  29. 29. Know what your goals are Know when you know they are achieved Don’t confuse success with completion
  30. 30. BDD
  31. 31. Definition - Identify the outcomes
  32. 32. Definition - Key rules and examples Rich guy Joe successfully orders a card Student Billy can’t order a card because his income is too low Salary must be sufficient ✓Example Mapping
  33. 33. Definition - explore the flows ✓Feature Mapping Rich guy Joe successfully orders a card Applies for card His credit rating is OK His salary is sufficient An account is created The credit card is posted Scenario Steps Outcomes His credit rating sucks His application is rejected
  34. 34. BDD
  35. 35. Formalisation - write executable specs Feature: Credit card financial checks In order to avoid bad debts As a financial institution I want to ensure that a customer’s credit limit is in line with the their earnings Scenario Outline: The maximum credit card limit depends on the customer's salary A customer needs a salary of at least £10,000. There are two types of card, one with a limit of £2500, and another with a limit of £5000 Given an individual customer with an annual salary of <Salary> When the customer applies for a credit card Then the credit card application should be <Approved or Refused> And if approved, the maximum credit limit should be <Max Limit> Examples: | Salary | Approved or Refused | Max Limit | Notes | | £5000 | Refused | 0 | must be over £10,000 | | £15,000 | Approved | £2500 | Up to £15,000 | | £25,000 | Approved | £5000 | Over £15,000 | | £100,000 | Approved | £5000 | Max limit £5000 |
  36. 36. BDD
  37. 37. Automate Feature: Credit card financial checks In order to avoid bad debts As a financial institution I want to ensure that a customer’s credit limit is in line with the their earnings Scenario Outline: The maximum credit card limit depends on the customer's salary A customer needs a salary of at least £10,000. There are two types of card, one with a limit of £2500, and another with a limit of £5000 Given an individual customer with an annual salary of <Salary> When the customer applies for a credit card Then the credit card application should be <Approved or Refused> And if approved, the maximum credit limit should be <Max Limit> Examples: | Salary | Approved or Refused | Max Limit | Notes | | £5000 | Refused | 0 | must be over £10,000 | | £15,000 | Approved | £2500 | Up to £15,000 | | £25,000 | Approved | £5000 | Over £15,000 | | £100,000 | Approved | £5000 | Max limit £5000 |
  38. 38. Impact Maps Story Maps Product and Sprint Backlog Example Mapping Feature Mapping Gherkin Executable Acceptance Criteria Living Documentation BDD Unit TestingContinuous Integration/ Continuous Delivery Working
 Software
 (ready for exploratory testing)
  39. 39. Automated Acceptance Criteria A Shared Understanding Validation Story Mapping 3 amigos Acceptance Criteria Feature Mapping Gherkin Example Mapping Collaborative Requirements Discovery Living Documentation Regression Tests Change with confidence Effective Automation Sustainable Automation Impact Mapping Executable Requirements High investment Lasting Benefits Low investment Immediate Benefits Feedback and Validation Formalisation Design Thinking
  40. 40. Timelines & Planning Pitch Deck Edition Automation should serve the team Not the other way round
  41. 41. Engage Actively
  42. 42. Anchoring
  43. 43. Timelines & Planning Pitch Deck Edition
  44. 44. Timelines & Planning Pitch Deck Edition Free-loading
  45. 45. Going with the crowd
  46. 46. Production Blocking
  47. 47. A few techniques that can help…
  48. 48. Keep meetings small
  49. 49. Have well-defined rules
  50. 50. Broad Brushes First
  51. 51. Beware of Brainstorming
  52. 52. High Performing Teams Engage Early Engage Actively
  53. 53. Thank You! h1ps://johnfergusonsmart.com reachme@johnfergusonsmart.com @wakaleo John Ferguson Smart

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