Testing Agile Projects Stuart Reid

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1 ing Agile Projects Stuart Reid ing Solutions Group Houndsditch London EC3A 7BT UK Stuart Reid, 2011

2 Scope Agile Manifesto and Principles An Agile Development & Process Options where do we put the ing? Recommendations Questions?

3 A (simple) Development & Process Business Requirements What s missing? Dealing with change! Solution: Be more agile and adaptive! specify requirements design & code acceptance regression OPERATIONAL SOFTWARE

4 Everything evolves Business Requirements Business Business Requirements Requirements BUGS and Enhancements Phase 1 Operational software

5 That is, while there is value in the items on the right, we value the items on the left more. The Agile Manifesto In AGILE we value Individuals & interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

6 Agile Principles Incremental & iterative development frequent delivery of usable software changing requirements are welcomed working software is the primary measure of progress People-oriented development trust and support of self-organizing teams face-to-face communication involve the business sustainable development Technical excellence and built-in quality simple designs are more agile the team regularly reflects and adjusts its behaviour

7 Standish Report % of projects completed on time and within budget and delivered to specification. Projects cancelled: 31% 64% of features rarely or never used.

8 Reasons for project failure 1. Users failed to provide complete requirements. 2. Users were not involved in the development process. 3. The project had inadequate or no resources that were vital for its completion. 4. Executive management just did not seem interested in seeing the project through. 5. Specs kept on changing during the project s tenure. 6. Planning was a casualty. 7. The project s scope had become outdated due to change in business environment. 8. The project team was technically incompetent. [Standish Report 2004]

9 Agile projects are succeeding Agile Projects Success Rates All Co-Located Not Co-Located Offshoring 59.5 [Results from Scott Ambler s February 2008 Agile Adoption Survey]

10 Industrial take-up of Agile Agile development is now mainstream: a report on internal Microsoft projects gives a figure of 32% [2006]; a Dr Dobbs survey reported 69% [2008] Ordev developer conference hands-up survey 80% doing agile [2008] Approx. 80% of IBM project teams are using agile practices [2009] Take up may be partial Not all agile teams are doing all the practices ( Scrumbut ) Some organisations are blending waterfall and agile

11 A (simple) Agile Development & Process Business Requirements specify write requirements stories design develop & stories code stories acceptance regression OPERATIONAL SOFTWARE

12 A (simple) Agile Development & Process Business Requirements story-level regression continuous integration & regression write stories develop stories stories acceptance regression tdd OPERATIONAL SOFTWARE

13 AGILE TESTING EXPLORATORY TESTING Exploratory ing is simultaneous learning, design, and execution. ing where the er decides on the s as those s are performed and uses information gained while ing to design new and better s. Agile ing (Functional + Non-Functional) Scripted ing Automated ing Regression ing Exploratory ing

14 An Agile Approach EVOLVING BUSINESS REQUIREMENTS Business Business Business Business Requirements Requirements Requirements Requirements PRODUCT BACKLOG Sprint 1 Sprint 2 Sprint 3 Sprint n INCREMENTAL PRODUCT DELIVERY

15 Agile Stories ID NFR: Story size (XS XL) Story name and description Owner Acceptance criteria on the back of story card GUI WEB SERVICES 3rd Party Services Database

16 Which Agile Methodology? Agile has been around in various forms since the mid-1990s, but recently the industry appears to be standardising on some common approaches. The fourth annual State of Agile survey [2009] suggests that Scrum is now way ahead of the opposition being used on 75% of agile projects - 24% of these are using XP with Scrum Microsoft report [2006] that 65% of their agile projects are using Scrum.

17 Option 1 the ideal Product Backlog write stories raise issues Product Backlog select sprint backlog write stories Sprint Backlog raise issues S plan sprint fix issues develop stories issues stories sprint showcase daily scrums e sprint retrospective

18 Option 1 Pros & Cons Anecdotally this approach is twice as effective as the other options allows direct & immediate communication between team members developers and ers share responsibility for delivery of a quality product A worry that ers lose their independence and objectivity but the greater collaboration enhances the ability of ers to lobby for quality

19 Option 2 Separate Parallel Activities Developing v2 (includes tdd + continuous Debugging v1» v1.1 regression ) Sprint 1 Sprint 2 Spri v2 v1 1 V1.1 2 V2.1 T Prep v1 Story V1 Specialist Story ing Re- (e.g. V1.1 security, performance) AcceptanceRegression OPERATIONAL SOFTWARE

20 Option 2 Pros & Cons Less responsive option as some customer requirements will now take nearly 2 sprints Version management more complex as developers are now developing one version and debugging another Communications overhead between developers and ers May be necessary due to environments restrictions And we get here by accident

21 Option 3 Occasional Full Sprint Prep Story Specialist ing (e.g. security, performance) Acceptance Regression Debugging Dev Sprint 1 Dev Sprint 2 Dev Sprint 3 Sprint Dev Sprint 4 Dev Sprint 5 OPERATIONAL SOFTWARE

22 Option 3 Pros & Cons Even less responsive option as some customer requirements will take several sprints but can normally deliver within 2 sprints What to do with ers during development and developers during ing? need cross-functional team members more difficult to accommodate specialists May be necessary due to environments restrictions Copes when it is difficult to organise regular acceptance s Used for integration of multi-sprint projects

23 Option 4 Integrating Late Sprints Prep Integration NFT (e.g. security, performance) Acceptance Final Regression Dev Sprint 1 Dev Sprint 2 Dev Sprint 3 Sprint Dev Sprint 4 Dev Sprint 5 Develop stories v2 Story V2 Regression v2 OPERATIONAL SOFTWARE

24 Recommendations Moving to agile is generally a positive experience the team enjoy it less projects fail useful functionality is delivered sooner customers are happier Integrating the development and ing as closely as possible gives the most benefit Most organizations transition to the ideal agile approach via one of the less agile options automation is essential for TDD and regression ing

25 Thanks for listening Any Questions?

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