Testing in the Agile World

Transcription

1 Testing in the Agile World John Fodeh Solution Architect, Global Testing Practice 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

2 Outline The Agile principles The Challenges Agile Transition 2

3 Iterations and Increments Cyclic software development process Cycles repeated until desired system capabilities have been reached and customer is satisfied Time-boxed rather than featureboxed Validate with Customer Prototyping Identify Customer Requirements Build/Revise Prototype 3

4 Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Source: 4

5 Agile Principles Agile Individuals Creative, collaborative and fun working environment Tight, self-organising teams Customer involvement User Stories Acceptance testing Working software Frequent delivery of deployable software Zero tolerance for defects Responsiveness to change Short iterations and releases Customer involvement 5

6 Extreme Programming User stories Release planning Frequent small releases Project Velocity is measured Project is divided into iterations Iteration planning for each iteration Daily Stand-up meetings People are moved around Planning Design XP Values Communication Simplicity Feedback Courage Respect Simplicity System metaphor CRC* cards for design sessions Spike solutions to reduce risk No functionality is added early Refactor wherever possible All code must have unit tests All unit tests must pass When defect are found tests are created Acceptance tests are run often Test scores are published Testing Coding Customer is available Coding standards Test Driven Development Pair programming Continuous Integration Collective code ownership Optimization at the end 6 *Class, Responsibilities, and Collaboration

7 Scrum a Lean Approach Scrum 24 hr. Sprint Vision: Releases, Milestones, Expected ROI Product Backlog: Prioritised requirements Sprint Backlog Working increment demonstrated 7

8 Agile Testing? The Agile methodology was created from a development point of view Focus was on unit testing Exploratory testing Role of testers was not clearly defined Organisations going Agile where soon to realise the importance of the tester mindset and skills Now Agile teams are Cross-Functional and include testers 8

9 Why Testing in Needed Validating User Stories Ensuring accept criteria exist and are testable Defect prevention Increasing productivity and effectiveness Adapting best practice such as Test Driven Development cannot replace testing skills Many developers lack the critical mindset and needed competencies Managing test assets Tests become a supplement/replacement for detailed requirements Tests need to be documented and managed in an auditable manner Running regressing testing Manual and automated regression suites help uncover undesired side-effects of changes 9

10 The Challenges of Agile Requirements can develop across iterations meaning test plans need to also change Dynamic requirements and tests Knowing which requirements to execute first Prioritizing requirements and tests How do we know who is doing what and when?? Gaining control and visibility How do we test multilayered applications Teams have been used to working in silos De-location of teams acts a catalyst for agile challenges Composite applications Lack of commonality Distribution of teams November 2009

11 Automation Test automation plays an important role in Agile Development Focus on Unit Testing, however higher level testing should also be taken into consideration Automation should be built with the agile principles in mind Flexible, modular, data-driven test scripts 11

12 Agile Teams Team Size Emphasis on small teams for effectiveness According to Scrum, the recommended team size is 7 (plus/minus 2) sharing the same location For bigger and distributed teams: Divide the project into small independent projects Each project has freedom to create the solution to a specific problem or application Coordinate activities between the projects Coordination Inter-team meetings (e.g. Scrum of Scrums meetings) Specialist roles (e.g. Architecture team) 12

13 Agile in the Large Successful scalability of Agile projects requires a pragmatic management approach Visibility and Control Effective means for coordination and communication Collaboration tools Central repository for project assets Agility vs. process and documentation burden 13 Traceability Audit trail Reusability Impact analysis Reporting and metrics

14 People Issues Agile methodologies initially promoted the generalist role However, the need for experts and specialists became evident Handling bigger teams Career advancements Hero cultures Coaches (e.g. during the transition to agile phase) A successful approach is to use 14 T-shaped competencies Cross-functional teams Cross-skill set Domain Knowledge Testers also participate in on non-testing tasks Management Testing skills Technical Expertise

15 Conclusion Agile is about individuals, working software, customer collaboration, and responsiveness to change No silver bullet - maturity is required! Control, management and visibility is still important, especially with bigger teams Pragmatic approach towards processes and tooling 15

16 References Optimize Quality for Business Outcomes: A Practical Approach to Software Testing Andreas Golze, Mark Sarbiewski & Alain Zahm John Wiley & Sons, 2008, ISBN: Managing the Testing Process: Practical Tools and Techniques for Managing Hardware and Software Testing Rex Black John Wiley & Sons Inc, 2002, ISBN: Agile Testing: A Practical Guide for Testers and Agile Teams Lisa Crispin & Janet Gregory (Author) Addison-Wesley Professional, 2009, ISBN: Agile Project Management with Scrum Ken Schwaber Microsoft Press, 2008, ISBN: X Extreme Programming Refactored: The Case Against XP Matt Stephens & Doug Rosenberg Apress, 2003, ISBN:

17 HP s Agile Accelerator Workflow Genefa Murphy Product Manager HP Quality Center 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

18 HP s Agile Accelerator IS... Built on the flexible QC platform A framework for rapid agile adoption Supports all aspects of agile development: Requirements Process Testing Development

19 HP s Agile Accelerator Solution Agile Project Planning Accurately define, capture, and manage Agile process Release/Sprint/ Backlog Management User Story Definition/Task Definition Planning HP Agile Accelerator Delivery Iterative Incremental Adoptive Agile Development Management User Story Management Task Management Effort Estimation Agile Reporting SDLC Management Complete Agile lifecycle coverage Agile Quality Management Testing Task Management Test Execution Management Defect Reporting Test Metrics and Progress STLC Management Agile Dashboard and Reporting Burn Up/Burn Down Charts Cross Sprint Velocity Charts Agile Development Progress Dashboard Agile Testing Progress Dashboard

20 The Agile Process Planning the Release Defining the Backlog Working with User Stories and Tasks Assessing Risk Management Reporting November 2009

21 Agile Planning Process 12 November 2008 Hewlett-Packard Development Company, L.P The information contained herein is subject to change without notice.

22 Agile Planning Process Define Projects Define Application Group Define Release Define Sprints Automatic Generation of product Backlog Management Hierarchy

23 Product Backlog Definition Define User Story/Super Story Assign Priority Assign Status Assign Teams Assign Estimated Hours, Story Points Prioritize User Stories Assign User Stories to Teams Assign Current Estimated Hours Change Status Fit Criteria Comments Define and Assign Tasks to Teams Members Assign Priority Assign Status Assign Teams Assign Estimated Hours, Story Points

24 User Story Definition and Task Definition 12 November 2008 Hewlett-Packard Development Company, L.P The information contained herein is subject to change without notice.

25 User Story Allocation Assign User Story to Sprint Assign Tasks to Members Review completion Close out Tasks and User Stories November 2009

26 User Story/Task Process Flow User Story Process Flow Defined Draft Under Review Reviewed Ready For Coding In Progress Completed Accepeted November 2009

27 Risk Assessment - User Story/Task Level Assign Business Criticality Failure Probability Functional Complexity Perform Risk Analysis Roll Up Development time and testing time to Users Story level Auto assign testing time to development task Risk Analysis User Story Level Risk Assessment Task Level Perform Risk Assessment Prior to Coding Understand Risk Variance across User Stories/Sprints Better prioritization of Coding Activities

28 Issues Management 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

29 Issue Management Create Issues Identify impacted User Story Alert impacted User Stories

30 Dashboard and Reporting 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

31 Dashboard and Reporting 1. AA Built in Charts and Graphs 2. Excel Report 3. Dashboard

32 QC Agile Accelerator Summary Supports Agile Practices Scrum & XP methodology: Release, Sprint, Backlog, User story, Task Effort Calculation and Roll ups Special User Groups Task Estimation, Planned, Actual hours Product manager, Project Engineers, Scrum Master, Supports Complete Agile Lifecycle From planning to delivery, Dev & testing included Report project progress and delivered value Burn-up charts and Burn-down charts, coverage Description Project Management Requirements Management Test Management Defect Management Traceability Customizable Reports Linkages ( Between entities) Risk Based Testing Impediments Themes Multiple Teams/Common Backlog Detailed Change History Records blocking issues Version Control Quality Center X X X X X X X X X X X X X X 35

33 Q&A 2009 Hewlett-Packard Development Company, L.P November The information 2009 contained herein is subject to change without notice.