agile tester - crash slides

Copyrighted ® 2015 - Samer Desouky

Certified Agile TesterHard to Practice!

It Takes

Courage and Commitment

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Samer DesoukyCQO – TestPRO

CTO – Jobzella.com

• Testing

• ISTQB® Certified Tester

• ISTQB® Certified Agile Tester

• ISTQB® Certified Test Analyst

• ISTQB® Certified Test Manager

• Process Improvement

• Certified Lean Six Sigma - Green Belt

• Service Management

• Certified ITIL® Foundation

• Business Administration - MIS B.Sc.

Presenter



Copyrighted ® 2015 - Samer Desouky3




4

Initiative focused on eliminating all

waste in development processes

Lean Software Development




a way of dealing with a situation or problem




Lean Software Development




Lean Principles

We cannot do lean, we can use lean to

improve our process

Principles 1- Eliminate waste

2- Build Quality In

3- Amplify learning

4- Decide as late as possible

5- Deliver as fast as possible

6- Empower the team

7- See the whole

8




Lean Principle #1 – Eliminate Wastes

Many people came to

work to spend their time

on waste.

What is waste, and how

do you identify it?

9




Lean Principle #1 – Eliminate Wastes

7 Wastes

Inventory 1 Partially done work

Extra processing 2 Extra processes

Over production 3 Extra features

Transportation 4 Task switching

Waiting 5 Waiting

Motion 6 Motion

Defects 7 Defects10




ISTQB - Certified Agile Tester

Agile Testing Mindset

• No Quality Police

• Continually improve

• Don’t sit and wait – be proactive

• Coding and testing are part of 1process

• Apply agile principles and values




Agile is not !!!

• Crash schedule.

• Remove all processes.

• Neglect documentation.

• Do anything.

• Quick fix.

• Silver bullet.

• Test at the end.

• No planning.

• and above all, an excuse for poor quality.




Agile vs Traditional

13




Agile Targets For Professionals?

1. Delivering working software.

2. Delivering what the customer wants.

3. Ensure quality.

4. Getting feedback as early as possible.

5. Testing is not only about detecting failures but also about

preventing faults.

6. Transfer testing from the most inflexible phase in the project to

more flexible phases of the project.14




1.1.1 Agile Software Development and the Agile Manifesto

http://agilemanifesto.org/15




1.1.1 Agile Software Development and the Agile Manifesto

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12 Principals of Agile software Development.

1. Satisfy the customer through early and continues delivering.

2. Welcome changing requirements, even late in development.

3. Deliver working software frequently.

4. Business people and development teams work together.

5. Build projects around motivated people.

6. Convey information via Face 2 Face conversation.

7. Working Software is the primary measure of progress.

8. Maintain constant pace indefinitely.

9. Give continuous attention to technical excellence.

10. Simplicity : maximizing the amount of work not done.

11. Teams are self-organized.

12. Teams retrospect and tune behavior.




1.1.2 Whole-Team Approach

Self-organizing Teams





Self-Organized Teams

• Motivated individuals.

• Work together toward a goal.

• Readily adapt to changing demands.

• Pull Work.

• Manage their work.

• Communicate more.

• Mentoring & Coaching, Command & Control.

• Have the ability and authority to take decisions.

• Aren't afraid to ask questions to get their doubts clarified.

• Continuously enhance their own skills.

18





Its all about

commitment and

involvement !





A Cow and a Chicken are walking down the road.

The Chicken says: "Hey Cow, I was thinking we should open a restaurant!“

Cow replies: "Hm, maybe, what would we call it?“

The Chicken responds: "How about ‘beef-n-eggs'?“

The Cow thinks for a moment and says: "No thanks. I'd be committed, but you'd only be involved!“

Question: In a beef-and-egg breakfast,

what's the difference between the

Chicken and the Cow?

Answer: The Chicken is involved, but

the Cow is committed!





Size

Co-location

MeetingDynamics

3 Amigos

21




1.1.3 Early and Frequent Feedback

• EFF helps Agile teams incorporate most new changes into the product

development process.

• EFF Helps in:

• Focus on features with the highest business value.

• Focus on associated risk.

• Manage the team since the capability is transparent to everyone.

• Focus on what to delivered to the customer first.

• How much work can we do in a sprint or iteration?

• What could help us go faster?

• What is preventing us from doing so?

22




1.2.1 Agile Software Development Approaches

There are several Agileapproaches, each ofwhich implements thevalues and principles ofthe Agile Manifesto indifferent ways.





Instruments and Practices:

•Sprint

•Product Increment

•Product Backlog

•Backlog Refinement

•Sprint Backlog

•Definition of Done

•Timeboxing

•Transparency24





JIT

25

Kanban Board

WIP Limit Lead Time




1.2.2 Collaborative User Story Creation

• Alternative to writing lengthy requirements specifications all up-

front.

• A User Story is :

• Simple statement about what a user wants to do with a

feature of the software.

• Written from a user’s perspective.

• Should not use technical jargon or state design goals.

• Should be written in business language that is understandable

to all.

• Should focus on the who, what and why of a feature, not

how.

26





Capture an initial list of User Stories

up-front (initial PB).

Written on index cards or sticky

notes and arrange.

Shift focus from writing about

features to discussing them.

Story-writing workshop is held

near the start of the project.

Discussions are more important

than whatever text is written.

Users will often tell stories (current

system or future system).

User stories are written throughout the agile project.

Feature list is useful for estimating and

planning.

Capturing all details when story is prioritized and due to be developed.

27





[INVEST] Technique • Independent (Implemented in any order, there is no inherent dependency)

• Negotiable (Can always be changed and rewritten)

• Valuable (Deliver value to the end user)

• Estimable (Always be able to estimate the size)

• Small (Should not be so big as to become impossible to plan/task/prioritize)

• Testable (User story or its related description must provide the necessary information)

Created by Bill Wake

28





3C concept

•Card

•Conversation

•Confirmation

http://guide.agilealliance.org/guide/threecs.html29



http://guide.agilealliance.org/guide/threecs.html


1.2.3 Retrospectives

Scrum Meetings

Backlog Refinement (Grooming Meeting)

Sprint Planning Meeting

Daily Scrum Meeting

Sprint Review Meeting

Sprint Retrospective Meeting

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1.2.4 Continuous Integration

• Big-bang integration risks

• Detailed decisions taken for high level specifications

• Integration bugs grows overtime

• Integration bugs hides overtime




1.2.4 Continuous Integration

Integrate

Automated Unit Tests

Automated Build Tools

Automated Deployment

Tools

Automated Regression Tests

Good Coverage

Manual tests

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1.2.5 Release and Iteration Planning

• Planning is an on-going activity, and this is the case in

Agile lifecycles as well.

Product Planning

Release Planning

Iteration Planning

Daily Planning



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