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AG
ILE
AN
D A
GIL
E T
ES
TIN
G
KA
IZA
NIA
9 DECEMBER 2009
Lionel Bisschoff / Arrie van der Dussen
© Kaizania 2009
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Changing the way software products and services
are created
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flexible production era
impact on software development
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CRAFT Production: past -> 1920’s
three eras of work
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MASS Production: 1920’s -> 1950’s
three eras of work
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1920’s
1950’s
craftsmanship replaced through
• craft knowledge systematically collected
• operations simplified into consecutive steps
• steps specified in great detail
• work stations designed to execute steps
• simplification and standardisation of tasks
• workers rigidly supervised
• must complete tasks with no deviation, no input
• intensified division of labour
• 1000’s of workers
• increasing volume of information to be tracked
• large management structures to cope
mass production era
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• Project plans
• Gantt charts
• Work breakdown structures
• Standardisation
• Repeatability
• Process
• CMMi
• Prince II
• PMBOK
influence on project management?1920’s
1950’s
mass production era
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FLEXIBLE Production: 1980’s -> now, ongoing
three eras of work
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1950’s
today
W.Edwards Deming, Walter ShewhartStatistical Process Control, Quality control
Continuous Improvement, Kaizen
Toyota, Motorola The Toyota Way, Six Sigma, JIT, Lean,
New New product development game
flexible production era
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Quality 1950’s
today
NO TRADE-OFF
Higher quality drives Increased Production AND
Lowers Costs
All non value adding activities from the CUSTOMER
perspective are WASTE
flexible production era
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Continuous Improvement - Kaizen 1950’s
today
• Inspect
• Propose improvement
• Try
• Repeat
• Improve Quality
• Increase Production
• Reduce Costs
• Maximise Customer Value
flexible production era
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Technology1950’s
today• Store and retrieve vast amounts of information
• Automate computation
• Automate manufacturing, production
flexible production era
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Flexible Production Era
Product Development 1950’s
today
With
• Overlapping development phases
• Cross functional teams
• Self-organizing
Replace
• Serialized, Independent phases
• Independent, single skill teams
• Management co-ordination
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1990
2001
Ken Schwaber, Jeff Sutherland
UK DSDM Consortium
Kent Beck
I. Jacobson, G. Booch
R. Charette, M. / T. Poppendieck Lean Software Development
Influence on Software Development?
flexible production era
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Individuals and interactions
Working software
Customer collaboration
Responding to change
over processes and tools
over comprehensive documentation
over contract negotiation
over following a plan
agile manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward
Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew
Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve
Mellor, Ken Schwaber, Jeff Sutherland
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Accept that:
• Software Product development is repeated invention
• Perfectly planned invention is not possible
What works?
Vision realised through
idea, try, test, learn, more work needed
idea, try, test, learn, more work needed
idea, try, test, learn, more work needed
idea, try, test, perfect, done
Iterations, iterations, iterations, iterations, iterations, iterations,
iterations, iterations, iterations, iterations, iterations, iterations
agile development
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Invent software through:
• Empirical process control
• Iterations and continued learning
• Goal driven self-organizing teams
What works?
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Perfect Plan
Iterations
Increasing certainty over time
Reduced risk over time
What do we want
How do we build it
How long will it take
What will it cost
perfect plan vs reality
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Iterating well means:
• JIT Requirements
• Fixed iterations, variable scope
• Adapting/learning fast vs. conformance to plan
• Coding/refactoring, integrating, testing, accepting repeatedly
• Automation: Coding Standards, static analysis, dependency management, builds, testing
• Cross functional, dedicated teams
• Adaptive leadership, collaboration, trust, ownership, light touch
• Self organisation
• Organisational structure geared to maximising ROI from iterative invention
iterations change everything
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Mass Production Flexible Production
Predictive long term detail planning Constant adaptive planning
Top-down control Mix of top-down control and self-
organizing teams
Manager as thinker Manager-as-coordinator
Workers as implementers Workers as thinkers/implementers
Line vs. staff – thinkers separated from
doers Thinkers as doers
Division of labour Accepted responsibility / volunteerism
Exhaustive Requirements gathering Product Vision, Release planning, Just in
Time Requirements
Commands + Manage and Control Commitments + Leadership
agile : the difference
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Agile Testing
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Individuals and interactions
Working software
Customer collaboration
Responding to change
over processes and tools
over comprehensive documentation
over contract negotiation
over following a plan
agile manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward
Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew
Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve
Mellor, Ken Schwaber, Jeff Sutherland
© Kaizania 2009
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Roles & Activities on an Agile Team
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Customer
Team
Developer
Team
Tester
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Traditional Testing
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Source: Declan Whelan© Kaizania 2009
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Agile Testing
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Source: Declan Whelan
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Traditional vs Agile Testing
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Traditional testers confirm a set of requirements,
where Agile testers confirm business value
delivered.
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Whole Team Approach
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Customer
Team
Developer
Team
Tester
QUALITY
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Agile Requirements - Stories
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As a <role>, I want to <feature>, so that <value>
IIndependent
NNegotiable
VValuable
EEstimable
SSmall
TTestable
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Quality driven requirements
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card
conversation
confirmation
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WHAT IS AN AGILE TESTER?
‘A professional tester who embraces change, collaborates
well with both technical and business people, and
understands the concept of using tests to document
requirements and drive development’
- Lisa Crispin ( Agile Testing )
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KEY SUCCESS FACTORS TO AGILE TESTING
Whole-team
approach
Adopt Agile Testing
Mind-Set
Automate
Regression Testing
Provide and obtain
feedback
Build a foundation
of core practices
Collaborate with
Customers
Look at the big
picture
- Lisa Crispin ( Agile Testing )
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© Kaizania 2009
XP Tester's Bill of Rightsfrom Testing Extreme Programming by Lisa Crispin and Tip House (Addison-Wesley, 2002)
You have the right to bring up issues related to quality and process at any time.
You have the right to ask questions of customers and programmers and receive
timely answers.
You have the right to ask for and receive help from anyone on the project teasm,
including programmers, managers and customers.
You have the right to make and update your own estimates for your own tasks and
have these included in estimates for stories.
You have the right to the tools you need to do your job in a timely manner.
You have the right to expect your project team, not just yourself, to be responsible
for quality.
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© Kaizania 2009
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Thank you...
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