Agile Testing at Scale
- 1. W10 Agile Testing 5/10/17 13:45 Agile Testing at Scale Presented by: Mary Thorn Ipreo Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888-‐-‐-‐268-‐-‐-‐8770 ·∙·∙ 904-‐-‐-‐278-‐-‐-‐0524 -‐ info@techwell.com -‐ http://www.starwest.techwell.com/
- 2. Mary Thorn Chief storyteller of The Three Pillars of Agile Testing and Quality, Mary Thorn is director of agile practices at Ipreo in Raleigh, NC. Mary has a broad agile and testing background that spans automation, data warehouses, and web-‐based systems in a wide variety of technologies and testing techniques. During her more than nineteen years of experience with healthcare, HR, financial, and SaaS-‐based products, Mary has held manager-‐ and contributor-‐level positions in software development organizations. A strong leader in agile and testing methodologies, Mary has direct experience leading teams through agile adoption and beyond.
- 3. Investment Banks. Investors. Investor Relations. New York | London | Bethesda | Delhi | Boston | www.ipreo.com Agile Testing At Scale 1
- 4. For internal use only About Mary Thorn l Chief Story Teller of the book “The Three Pillars of Agile Testing and Quality” written by Bob Galen, Mary Thorn is Director of Agile Practices at Ipreo in Raleigh, NC. l Mary has a broad background that spans agile, testing and automation, and web-based systems in a wide variety of technologies and agile techniques. l During her more than twenty years of experience in healthcare, HR, financial, and SaaS-based products Mary has held manager and contributor level positions in software development organizations. A strong leader in agile and testing methodologies, she has direct experience leading teams through agile adoption and beyond.
- 5. For internal use only The Problem • 100 testers (20 onshore and 80 offshore) • Transitioning from waterfall to scrum • 25 Products • Most products had 35-75 test cases that were workflows that had anywhere from 10,000-75,000 verification points • Automation was done by vendors and would take anywhere from 1-2 weeks to run serially. • 2 Test Managers
- 6. For internal use only Mission
- 7. For internal use only Vision è The QA team members are functioning as an equal part of the overall Scrum Team è They are Subject Matter Experts (SMEs) in the area of the application. è They are technically competent. è QA members are accountable, committed, trust their teammates, driven to results, and don’t fear conflict. è They are empowered to be change agents.
- 8. For internal use only What does success look like?
- 9. For internal use only Three Pillars of Agile Quality 3 Pillars of Agile Quality Copyright © 2013 RGCG, LLC 4 Development & Test Automation • Pyramid-based Strategy: (Unit + Cucumber + Selenium) • Continuous Integration • Attack technical infrastructure in the Backlog • Visual Feedback – Dashboards • Actively practice ATDD and BDD Software Testing • Risk-based testing: Functional & Non-Functional • Test planning @ Release & Sprint levels • Exploratory Testing • Standards – checklists, templates, repositories • Balance across manual, exploratory & automation Cross-Functional Team Practices • Team-based Pairing • Stop-the-Line Mindset • Code Reviews & Standards • Active Done-Ness • Aggressive Refactoring of Technical Debt • User Stories, “3 Amigo” based Conversations • Whole Team Ownership of “Quality” • Building it ‘Right’; Building the ‘Right’ Thing • Healthy – Agile Centric Metrics • Center of Excellence or Community of Practice • Strategic balance across 3 Pillars; Assessment, Recalibration, and Continuous Improvement This document and all information contained herein, including descriptions and illustrations, are proprietary and confidential information of Ipreo Holdings, LLC and its affiliates. Copyright ® 2009 Ipreo Holdings, LLC. All rights reserved. Patent Pending. 7
- 10. For internal use only Foundation of the 3-Pillars This document and all information contained herein, including descriptions and illustrations, are proprietary and confidential information of Ipreo Holdings, LLC and its affiliates. Copyright ® 2009 Ipreo Holdings, LLC. All rights reserved. Patent Pending. 8 • Whole Team Ownership of “Quality” • Knowing the “Right” thing to Build AND Building it “Right” • Healthy – Agile Centric Metrics • Steering Required – CoE or CoP • Strategic balance across 3 Pillars; Assessment, Recalibration, and Continuous Improvement • Whole team view includes building it right, everyone tests, everyone demo’s, etc. • Focus on features/stories, confirmation, conversation, and getting them staged properly OVER testing • 4-tier metrics: Quality, Value, Prediction, Team • Agile strategies need light-handed “steering”; establish a CoE (heavier weight) or a CoP (lightweight) • Consider finding an assessment framework and then tying it to your strategy measurement, recalibration, and continuous improvement. • Make the foundation visible thru information radiators and metrics
- 11. For internal use only Development and Automation Pillar This document and all information contained herein, including descriptions and illustrations, are proprietary and confidential information of Ipreo Holdings, LLC and its affiliates. Copyright ® 2009 Ipreo Holdings, LLC. All rights reserved. Patent Pending. 9 Development & Test Automation • Pyramid-based Strategy: (Unit + Cucumber + Selenium) • Continuous Integration • Attack technical infrastructure in the Backlog • Visual Feedback – Dashboards • Actively practice ATDD and BDD A central part of agile adoption is focusing on CI, 3- tiered Automation development, and Dashboards to begin incrementally building coverage for faster feedback on changes. 100% automation is NOT the Goal! In the interim, Hardening or Stabilization Sprints and having a risk-based Release Train concept help It’s important that Test or QA not ‘own’ the tooling or all of the automation efforts. The strategy can come from QA, but the tactical automation development is best left to the team. Mature teams invest in Automation, Tooling, and Technical Debt reduction as part of Done-ness and continually add it to their backlogs
- 12. For internal use only Software Testing Pillar This document and all information contained herein, including descriptions and illustrations, are proprietary and confidential information of Ipreo Holdings, LLC and its affiliates. Copyright ® 2009 Ipreo Holdings, LLC. All rights reserved. Patent Pending. 10 Software Testing • Risk-based testing: Functional & Non- Functional • Test planning @ Release & Sprint levels • Exploratory Testing • Standards – checklists, templates, repositories • Balance across manual, exploratory & automation Exploratory Testing (SBET with pairing) can be an incredibly effective way to establish a whole-team, collaborative view towards quality and testing. It also emerges new tests. Leverage ‘plans’ as a whole-team collaboration- conversation mechanism; at Sprint and Release levels. Do not measure testing or tester progress; instead, measure throughput, output, sprint outcomes, and done-ness escapes at a team level. You need a balanced test team; not everyone needs to be able to program. But everyone needs to be passionately skilled testers with curiosity. Agile testing is a Risk-Based play in every Sprint and across a release sequence.
- 13. For internal use only Cross-Functional Team Pillar This document and all information contained herein, including descriptions and illustrations, are proprietary and confidential information of Ipreo Holdings, LLC and its affiliates. Copyright ® 2009 Ipreo Holdings, LLC. All rights reserved. Patent Pending. 11 Cross-Functional Team Practices • Team-based Pairing • Stop-the-Line Mindset • Code Reviews & Standards • Active Done-Ness • Aggressive Refactoring of Technical Debt • User Stories – 3 Amigo based Conversations One of the hardest areas to get ‘right’ culturally. It needs leadership alignment from Quality/Testing to Product to Development and a consistent voice of whole-team approaches. This is where LEAN Thinking lives, where whole- team collaboration happens, where professionalism and craftsmanship are held dear. I like the view of testers becoming the VOC, champions of quality, and consistent questioners of what is being build. Are we solving the right problems…as simply as possible. Notions of Minimal Viable Product / Feature help with focus. And yes Virginia, there ARE standards, templates, and a focus on x-team consistency!
- 14. ©2016 Ipreo. All rights reserved. None of Ipreo, its affiliates, or any of their third party providers is liable for any informa?onal errors, incompleteness, or delays, or for any ac?ons or decisions taken by any person as a result of any informa?on contained herein. 12 2016 Roadmap Personnel& Training Software TestingPillar Cross Functional Pillar Automation Pillar Q1 Q2 Q3 Q4 SOP Rolled Out Upskilling testers in test agile testing techniques and test automation Risk Based Testing Test Cases written in Specflow Exploratory Testing Rolled out Test case gap Analysis Complete Technical Debt is being attacked for Critical and High Risk man/auto stories Hiring Managers/testers Define/Baseline Metrics Performance testing plan in place Executing Performance testing plan Automation Framework rolled out to all scrum teams Definition of Done is in DNA Automation is Green
- 15. For internal use only Roadmap è Transparency around areas where improvement is needed within QA, especially around areas of automation. è It helps define what success looks like for the QA personnel for the year, and it helps define individual objectives around this. è Defines the strategy discussed above. è It actually makes you look like you know what you are doing.
- 16. For internal use only Roadmap – Who inputs to them? è Your QA team(s) or Scrum team è You as a leader (your experience, instincts, etc.) è Your organizational directives è Retro
- 17. For internal use only Roadmap cont. What are examples of what would be in a roadmap? è Build automation framework è Automate X smoke test è Automate X regression test è Define/implement performance testing strategy è Train/implement BDD è Train/implement exploratory testing è Write manual regression test cases for x è Create QA Standard Operating Procedure document è Migrate away from Quality Center/ALM and save the company $100k/year(BEST roadmap item ever)
- 18. For internal use only I have one now what?
- 19. For internal use only I have one now what? è Once you have your roadmap, you need to work with your product owner organization to create stories, and get them prioritized and injected across your entire team’s product backlogs. Make sure that you put all of your work in a “business context”, explaining what it will do for “them” or the “customer”. è Another approach is to allocate a specific percentage of each backlog to this sort of work. è If you do not have a global agreement of some kind, you have to allocate your work to the product backlogs on a situation- by-situation basis.
- 20. For internal use only Roadmap for Sale
- 21. For internal use only Strategy(eat your own dog food)
- 22. For internal use only Cross Cutting Strategy 3 Pillars of Agile Quality Copyright © 2013 RGCG, LLC 4 Development & Test Automation • Pyramid-based Strategy: (Unit + Cucumber + Selenium) • Continuous Integration • Attack technical infrastructure in the Backlog • Visual Feedback – Dashboards • Actively practice ATDD and BDD Software Testing • Risk-based testing: Functional & Non-Functional • Test planning @ Release & Sprint levels • Exploratory Testing • Standards – checklists, templates, repositories • Balance across manual, exploratory & automation Cross-Functional Team Practices • Team-based Pairing • Stop-the-Line Mindset • Code Reviews & Standards • Active Done-Ness • Aggressive Refactoring of Technical Debt • User Stories, “3 Amigo” based Conversations • Whole Team Ownership of “Quality” • Building it ‘Right’; Building the ‘Right’ Thing • Healthy – Agile Centric Metrics • Center of Excellence or Community of Practice • Strategic balance across 3 Pillars; Assessment, Recalibration, and Continuous Improvement
- 23. For internal use only ©2016 Ipreo. All rights reserved. None of Ipreo, its affiliates, or any of their third party providers is liable for any informa?onal errors, incompleteness, or delays, or for any ac?ons or decisions taken by any person as a result of any informa?on contained herein. 21 3 Pillars Tes4ng Assessment Developmen t and Test Automation Pillar Software Testing Pillar Cross Functional Team Pillar Whole Team Ownership Test Leadership Q2-2015 Team Health Team Target Development and Test Automation Pillar Software Testing Pillar Cross Functional Team Pillar Whole Team Ownership Test Leadership Q3-2016 Team Health
- 24. For internal use only ©2016 Ipreo. All rights reserved. None of Ipreo, its affiliates, or any of their third party providers is liable for any informa?onal errors, incompleteness, or delays, or for any ac?ons or decisions taken by any person as a result of any informa?on contained herein. 22 Sev 1 & 2 Defect Trend 0 1 2 3 4 5 6 7 8 9 10 Jan Feb Mar Apr May Jun Jul Aug Sep BSP CSP IL Q3 Threshold
- 25. For internal use only ©2016 Ipreo. All rights reserved. None of Ipreo, its affiliates, or any of their third party providers is liable for any informa?onal errors, incompleteness, or delays, or for any ac?ons or decisions taken by any person as a result of any informa?on contained herein. 111 50 74 0 20 40 60 80 100 120 CSP BSP IL CSP BSP IL 23 Average Age of All Open Defects 90 Day Threshold
- 26. For internal use only ©2016 Ipreo. All rights reserved. None of Ipreo, its affiliates, or any of their third party providers is liable for any informa?onal errors, incompleteness, or delays, or for any ac?ons or decisions taken by any person as a result of any informa?on contained herein. 24 Automa4on Pyramid Q1 % Change Direction Q2 % Change Direction Q3 % Change Direction Q4 % Change Direction Manual Test Cases 1195 0% − 1551 23% é 516 -‐201% ê Automated UI Tests 247 0% − 321 23% é 338 5% é Automated Integration Tests 252 0% − 535 53% é 923 42% é Automated Unit Tests 1959 0% − 1940 -‐1% ê 3141 38% é
- 27. For internal use only Doneness/Policies
- 28. For internal use only Retrospectives • Discovery Retro • Quarterly QA Retro • Technical Debt Retro • Post Prod Sev 1 or 2 Retro
- 29. For internal use only Supporting and Protecting the Team
- 30. For internal use only Relationship building è Project Management – Scrum Masters è Architecture and Business Analysis è Development è Testing è UX Design è Product Owners è DevOps or Technical Operational Team(s) è Documentation è Customer Facing Operational Team(s)
- 31. For internal use only Hiring
- 32. For internal use only People Management
- 33. For internal use only Continuous Improvement è Trainings – All 3 Pillars • Automation • Testing Practices • Team(IE Five Dysfunctions) • Agile è 10% time è Management and Leadership
- 34. For internal use only Wrapping it Up