ASPE Technology ASPE Technology www.aspetech.com www.aspetech.com 1 1 - - 877 877 - - 800 800 - - 5221 Toll 5221 Toll - - Free Free Related Training Courses: Related Training Courses: Agile Project Management Agile Project Management – – Bob Galen Bob Galen Agile Software Development Fundamentals Agile Software Development Fundamentals – – Ken Pugh Ken Pugh The The ScrumMaster ScrumMaster Certification Workshop Certification Workshop – – Peter Peter Borsella Borsella NEW: Agile Requirements NEW: Agile Requirements – – Ken Pugh Ken Pugh **There are no PMI **There are no PMI PDU’s PDU’s for this web seminar. for this web seminar.
Related Training Courses:Related Training Courses:Agile Project Management Agile Project Management –– Bob GalenBob Galen
Agile Software Development Fundamentals Agile Software Development Fundamentals –– Ken PughKen PughTheThe ScrumMasterScrumMaster Certification Workshop Certification Workshop –– Peter Peter BorsellaBorsella
NEW: Agile Requirements NEW: Agile Requirements –– Ken PughKen Pugh
**There are no PMI **There are no PMI PDU’s PDU’s for this web seminar.for this web seminar.
Manage Your Testing with Manage Your Testing with SCRUMSCRUM
Robert L. GalenRobert L. GalenRGalen Consulting Group, LLCRGalen Consulting Group, LLC
Primer on the SCRUM agile methodologyPrimer on the SCRUM agile methodologyPulling out core SCRUM practices that may be applied to Pulling out core SCRUM practices that may be applied to testing effortstesting efforts
Within a testing context:Within a testing context:BacklogsBacklogsSprints and goalsSprints and goalsDaily SCRUM Daily SCRUM –– dynamicsdynamicsTracking progressTracking progressRetrospectiveRetrospectiveConclusions / Q&AConclusions / Q&A
This presentation is less about Scrum the methodology and more This presentation is less about Scrum the methodology and more about applying Scrum practices within your testing teams and about applying Scrum practices within your testing teams and
efforts. In essence, wrapping Scrum around your existing effortsefforts. In essence, wrapping Scrum around your existing efforts. . Key goals for the talk include:Key goals for the talk include:
1.1. Expose you to the Scrum methodologyExpose you to the Scrum methodology2.2. Spur your thinking about possible application of Scrum Spur your thinking about possible application of Scrum
attributes to your testing projectsattributes to your testing projects3.3. Sensitize you to the power of selfSensitize you to the power of self--directed teamsdirected teams
4.4. No silver bullets, but motivate you to try itNo silver bullets, but motivate you to try it
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 toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding 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.
Jeff Sutherland Jeff Sutherland –– first implemented Scrum at first implemented Scrum at Easel Corp. in 1993Easel Corp. in 1993Ken Ken SchwaberSchwaber provided initial formal definitions provided initial formal definitions in 1995 paper and at OOPSLA 96in 1995 paper and at OOPSLA 96ASD w/Scrum book published in 2001 by ASD w/Scrum book published in 2001 by SchwaberSchwaber and Mike and Mike BeedleBeedleAPM w/Scrum published in 2004APM w/Scrum published in 2004Applied to hundreds of projectsApplied to hundreds of projectsView it as an “Agile Project Management View it as an “Agile Project Management wrapper” for software projectswrapper” for software projects
One of the Agile Methodologies, a Project Management One of the Agile Methodologies, a Project Management “Wrapper”“Wrapper”Fosters selfFosters self--organizing teamsorganizing teamsProduct progresses or iterates in a series of monthProduct progresses or iterates in a series of month--long long “sprints”“sprints”Requirements are captured as items in a “product Requirements are captured as items in a “product backlog” listbacklog” listNo specific engineering practices prescribedNo specific engineering practices prescribedUses generative rules to create an agile environment for Uses generative rules to create an agile environment for delivering projectsdelivering projects
ScrumMasterScrumMasterSCRUM PM, filled by PM or Team leaderSCRUM PM, filled by PM or Team leaderResponsible for enacting Scrum values and practicesResponsible for enacting Scrum values and practicesMain job is to remove impedimentsMain job is to remove impediments
Product OwnerProduct OwnerContributes to the Product Backlog and Sprint GoalsContributes to the Product Backlog and Sprint GoalsPrioritizes the BacklogPrioritizes the BacklogTypically a Product Manager, Marketing, Internal Customer, Typically a Product Manager, Marketing, Internal Customer, Real Customer, etc.Real Customer, etc.
Typically 5Typically 5--10 people10 peopleCrossCross--functionalfunctional
QA, Programmers, Analysts, UI Designers, etc.QA, Programmers, Analysts, UI Designers, etc.Members should be fullMembers should be full--timetime
May be exceptions (e.g., System Admin, etc.)May be exceptions (e.g., System Admin, etc.)Teams are selfTeams are self--organizingorganizing
What to do if a team selfWhat to do if a team self--organizes someone off the team??organizes someone off the team??Ideally, no titles but rarely a possibilityIdeally, no titles but rarely a possibility
Focused teams Focused teams –– membership can change only between membership can change only between sprintssprints
Scrum projects make progress in a series of “sprints”Scrum projects make progress in a series of “sprints”Analogous to XP iterationsAnalogous to XP iterations
Target duration is one monthTarget duration is one month+/+/-- a week or two, but a constant duration leads to a better a week or two, but a constant duration leads to a better rhythmrhythm
Product is designed, coded, and tested during the sprintProduct is designed, coded, and tested during the sprintAs in XP, target is working, production level codeAs in XP, target is working, production level code
No changes are allowed during the sprintNo changes are allowed during the sprint
A list of all desired A list of all desired work on the project, work on the project, usually a combination usually a combination of of
storystory--based work (“let based work (“let user search and user search and replace”)replace”)tasktask--based work based work (“improve exception (“improve exception handling”)handling”)
List is prioritized by the List is prioritized by the Product OwnerProduct Owner
Typically a Product Typically a Product Manager, Marketing, Manager, Marketing, Internal Customer, Internal Customer, etc.etc.
From Sprint Goal to Sprint BacklogFrom Sprint Goal to Sprint Backlog
A Scrum team takes the Sprint Goal and decides what A Scrum team takes the Sprint Goal and decides what tasks are necessarytasks are necessaryTeam selfTeam self--organizes around organizes around howhow they’ll meet the Sprint they’ll meet the Sprint GoalGoal
Managers don’t assign tasks to individualsManagers don’t assign tasks to individualsManagers don’t make decisions for the teamManagers don’t make decisions for the team
ScrumMasterScrumMaster will facilitate team alignment towards will facilitate team alignment towards GoalGoalSprint Backlog is created & used to drive work during Sprint Backlog is created & used to drive work during the sprintthe sprint
Burndown charts reflect total work planned moving towards Sprint completion. Scrum emphasizes the notion of seeing work reduce over the life of the sprint as a fundamental metric for progress. The charts can reflect a wide variety of work products.
DynamicsDynamicsDaily, 15Daily, 15--minute, Standminute, Stand--up meeting, Facilitated by up meeting, Facilitated by ScrumMasterScrumMaster. Not for problem solving. Not for problem solving
Three questions:Three questions:1.1. What did you do yesterday?What did you do yesterday?2.2. What will you do today?What will you do today?3.3. What obstacles are in your way?What obstacles are in your way?
Attendees are “pigs” and “chickens” Attendees are “pigs” and “chickens” ––Pigs (team) speak to above questionsPigs (team) speak to above questionsChickens (interested observers) attendance helps to Chickens (interested observers) attendance helps to avoid other unnecessary meetingsavoid other unnecessary meetings
Team presents what it accomplished during the sprintTeam presents what it accomplished during the sprintTypically takes the form of a demo of new features or Typically takes the form of a demo of new features or underlying architectureunderlying architectureInformalInformal
22--hour prep time rulehour prep time ruleParticipantsParticipants
Can also morph into a retrospective for lessons learned Can also morph into a retrospective for lessons learned and in making adjustments for the next sprintand in making adjustments for the next sprint
Simply put Simply put –– Scrum is a PM “wrapper” Scrum is a PM “wrapper” –– so why not so why not leverage it within your testing efforts?leverage it within your testing efforts?Support iterative testingSupport iterative testing
Backlog, sprint goal driven, team orchestratedBacklog, sprint goal driven, team orchestratedMeasured (Measured (burndownburndown) progress to goal) progress to goalDaily meetingsDaily meetings
Derive clarity with stakeholders for testing focus, Derive clarity with stakeholders for testing focus, sequence and outcomessequence and outcomesSimple PM model Simple PM model –– team led, not command ledteam led, not command led
Independent of a full Scrum implementation, targeting Independent of a full Scrum implementation, targeting testing teams / effortstesting teams / effortsLarger teams (2Larger teams (2--10+ testers) and independent testing10+ testers) and independent testingCan be applied across the testing of a “series” of Can be applied across the testing of a “series” of products and/or releasesproducts and/or releasesCan also be applied towardsCan also be applied towards
Planning stepsPlanning stepsLab setup, testing preparationLab setup, testing preparationTeam breaks and employee development / trainingTeam breaks and employee development / training
Identify a “backlog” of testing activities for the entire Identify a “backlog” of testing activities for the entire projectprojectPrioritize them within the team. In this case:Prioritize them within the team. In this case:
Customer and Product OwnerCustomer and Product OwnerDevelopment teamDevelopment teamTesting teamTesting team
This becomes your testing flow and strategy for This becomes your testing flow and strategy for attacking the productattacking the product
Use risk based techniques to identify tasks, phasing and focusUse risk based techniques to identify tasks, phasing and focus
PriorityPriorityTesting taskTesting task Example backlog Example backlog from a RUP from a RUP ––Enterprise Enterprise document search document search applicationapplicationBacklog ordered Backlog ordered collaboratively collaboratively ––
Testing cycles as sprintsTesting cycles as sprintsThe duration can vary by team and product, but create The duration can vary by team and product, but create a tempo for your testing intervalsa tempo for your testing intervals
Keep the tempo consistent!Keep the tempo consistent!11--2 weeks, most of my experience is with 2 week intervals2 weeks, most of my experience is with 2 week intervalsTied to ratio’s of developer (output) to tester (productivity Tied to ratio’s of developer (output) to tester (productivity and scope)and scope)
Can also include lab setup, test design, automation, Can also include lab setup, test design, automation, planning and postplanning and post--release testing activitiesrelease testing activities
Goals should be meaningful Goals should be meaningful and focusingand focusingThey should evolve along the They should evolve along the product maturity product maturity evolutionary pathevolutionary pathThey should guide the team They should guide the team towards decisions, not towards decisions, not presupposing the stepspresupposing the stepsShould consider previous and Should consider previous and upcoming goals upcoming goals –– overall overall workflowworkflow
Apply the notion of Apply the notion of burndownburndown charts to whatever charts to whatever makes sense within the context of the Test Sprint. For makes sense within the context of the Test Sprint. For example:example:
Test case execution ratesTest case execution rates% manual complete, % automation complete, % blocked% manual complete, % automation complete, % blocked
Total # of lab setup tasks, rigs setup, production Total # of lab setup tasks, rigs setup, production environment instances setupenvironment instances setupDefect repair verificationsDefect repair verificationsTest cases designed and reviewedTest cases designed and reviewedAutomated tests completed and deployedAutomated tests completed and deployedRegression coverage percentagesRegression coverage percentages
Daily Test Scrum Meetings Daily Test Scrum Meetings
Every day, entire team, I prefer first thing in the Every day, entire team, I prefer first thing in the morningmorningSame 3 questionsSame 3 questionsAdvantages to including specific “chickens” Advantages to including specific “chickens” ––
No more than a 1 hour meetingNo more than a 1 hour meetingScrum provides a wonderful mechanism for very fast Scrum provides a wonderful mechanism for very fast ––
Sprint accomplishment reviewSprint accomplishment reviewWork (Sprint Backlog) carryover into next sprintWork (Sprint Backlog) carryover into next sprintIdentify adjustments for the next sprintIdentify adjustments for the next sprint
Then carry this into your next Sprint Goal / Sprint Then carry this into your next Sprint Goal / Sprint Planning sessionPlanning sessionOft times in testing we miss interim reflection or review Oft times in testing we miss interim reflection or review steps steps –– waiting until the end of the projectwaiting until the end of the project
Testing with ScrumTesting with ScrumWrapWrap--upup
Get over the silly names and animal references Get over the silly names and animal references ☺☺Scrum aligns well to software testing “cycles”Scrum aligns well to software testing “cycles”Simple attributes:Simple attributes:
Backlog Backlog --> Iterative testing sprints> Iterative testing sprintsGoals Goals --> Self directed teams> Self directed teamsDaily feedback loop, Daily feedback loop, burndownburndown progressprogressEnd of sprint assessment and future adjustmentsEnd of sprint assessment and future adjustments
Value can be derived from using bits & piecesValue can be derived from using bits & piecesSelf directed Self directed –– increased buyincreased buy--in, empowerment and fun!in, empowerment and fun!
Break into small groups:Break into small groups:Discuss possible integration of Scrum into the groups’ Discuss possible integration of Scrum into the groups’ existing work environments and teamsexisting work environments and teamsWhat do you perceive to be the useful bits to applyWhat do you perceive to be the useful bits to applyWhat might not be useful, and why?What might not be useful, and why?What would be the key challenges for adoption What would be the key challenges for adoption –– in your in your specific contexts?specific contexts?And what could you do to overcome the challenges?And what could you do to overcome the challenges?
Let’s deLet’s de--brief and share...brief and share...
I want to thank Mike Cohn for making available a set of I want to thank Mike Cohn for making available a set of introductory slides for Scrum. I used those slides for most of tintroductory slides for Scrum. I used those slides for most of the he content in the “Primer” section. They are made available under content in the “Primer” section. They are made available under ––
Mike has a wonderful website where this and other presentationsMike has a wonderful website where this and other presentations are are available on Scrum and XP Planning / Stories available on Scrum and XP Planning / Stories ––www.www.mountaingoatsoftwaremountaingoatsoftware.com.com
DeMarcoDeMarco, Tom and Lister, Timothy, ", Tom and Lister, Timothy, "PeoplewarePeopleware -- Productive Projects Productive Projects and Teams", Dorset House Publishing, (1999, 1987)and Teams", Dorset House Publishing, (1999, 1987)HohmannHohmann, Luke, "Journey of the Software Professional , Luke, "Journey of the Software Professional -- A Sociology of A Sociology of Software Development", Prentice Hall, (1997)Software Development", Prentice Hall, (1997)SchwaberSchwaber, Ken and , Ken and BeedleBeedle, Mike, “Agile Software Development with , Mike, “Agile Software Development with Scrum”, Prentice Hall Publishing, (2002)Scrum”, Prentice Hall Publishing, (2002)SchwaberSchwaber, Ken, “Agile Project Management with Scrum”, Microsoft , Ken, “Agile Project Management with Scrum”, Microsoft Press, (2004)Press, (2004)
