I’m an Agile Test Manager:*Do I really exist?

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Technology

Published on January 17, 2009

Author: adorepump

Source: slideshare.net

I’m an Agile Test Manager: Do I really exist? A discussion and debate David Evans & Ivan Ericsson SQS Group Limited Test Management Summit London, 30th January 2008

Agenda Who are we? What do we think? What do you think? What have we concluded?

Who are we?

What do we think?

What do you think?

What have we concluded?

Dave Ericsson Not a real person, but a moniker in SQS to refer to us together We think frighteningly alike on most subjects in testing Just as well, since we jointly hold the title of “Directors of Methodology” As consultants we have both served roles that could be called “Agile Test Manager” Dave Evans Software developer and tester for 20 years Agile convert for 5 years Prefers the term ‘Coach’ or even ‘Evangelist’ over ‘Manager’ Ivan Ericsson Involved in testing for 12 years A Test Manager for 8, 1 year in agile Test Manager as shoeshine boy Who are we? Dave Ericsson : not a real person

Dave Ericsson

Not a real person, but a moniker in SQS to refer to us together

We think frighteningly alike on most subjects in testing

Just as well, since we jointly hold the title of “Directors of Methodology”

As consultants we have both served roles that could be called “Agile Test Manager”

Dave Evans

Software developer and tester for 20 years

Agile convert for 5 years

Prefers the term ‘Coach’ or even ‘Evangelist’ over ‘Manager’

Ivan Ericsson

Involved in testing for 12 years

A Test Manager for 8, 1 year in agile

Test Manager as shoeshine boy

Who are you? You have heard of Agile Software Development You have at least a reasonable sense of what it means Your organisation has had projects that called themselves agile Your organisation has completed projects that were really agile You have been a Test Manager directly involved in an Agile team Raise your hand. Keep it raised if…

You have heard of Agile Software Development

You have at least a reasonable sense of what it means

Your organisation has had projects that called themselves agile

Your organisation has completed projects that were really agile

You have been a Test Manager directly involved in an Agile team

Recap of Common Agile Characteristics Iterative development Running, tested features developed in order of business priority Responsive to changing requirements Many opportunities to re- prioritise and re-evaluate ‘ Travel light’ Favour conversations over documentation and formal process Customer (Product Owner) is part of the team Empowered customer rep either on-site or accessible to the team, provides constant feedback on quality and priorities Focus on delivering Business Value Everything costs, so don’t do anything that doesn’t add value! Test-Driven High emphasis on testing early, testing often & testing fast Restrospectives The team review and improve their own processes regularly Most Agile methods have these features in common

Iterative development

Running, tested features developed in order of business priority

Responsive to changing requirements

Many opportunities to re- prioritise and re-evaluate

‘ Travel light’

Favour conversations over documentation and formal process

Customer (Product Owner) is part of the team

Empowered customer rep either on-site or accessible to the team, provides constant feedback on quality and priorities

Focus on delivering Business Value

Everything costs, so don’t do anything that doesn’t add value!

Test-Driven

High emphasis on testing early, testing often & testing fast

Restrospectives

The team review and improve their own processes regularly

The Agile Manifesto – What the Agile camp has declared it believes “ 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. ” www.agilemanifesto.org Are you left-leaning or right-leaning? Please read all of 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 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. ”

www.agilemanifesto.org

Canonical Agile (Scrum) Roles Customer (Product Owner) The person responsible for defining Requirements (Product Backlog items) and prioritising items for each Iteration / Sprint. Coach (Scrum Master) The person whose primary role is to remove impediments blocking the team Team of developers and testers Collaborating to produce running, tested features. Developers, testers and any specialists that may be needed (e.g. DBA, UI designer) The team are all ‘pigs’, not ‘chickens’ Although testing is very high on the agenda of all good agile projects, you will be hard pressed to find the term “Test Manager” in any book about Agile. Hey, where’s the Test Manager?

Customer (Product Owner)

The person responsible for defining Requirements (Product Backlog items) and prioritising items for each Iteration / Sprint.

Coach (Scrum Master)

The person whose primary role is to remove impediments blocking the team

Team of developers and testers

Collaborating to produce running, tested features.

Developers, testers and any specialists that may be needed (e.g. DBA, UI designer)

The team are all ‘pigs’, not ‘chickens’

Although testing is very high on the agenda of all good agile projects, you will be hard pressed to find the term “Test Manager” in any book about Agile.

Test Management Ensure independence of testing Ensure corporate standards are complied with Ensure the test effort remains state-of-the-art QA of the test effort Manage effectiveness of the test effort Manage efficiency of the test effort This is what we do. Isn’t it?

Ensure independence of testing

Ensure corporate standards are complied with

Ensure the test effort remains state-of-the-art

QA of the test effort

Manage effectiveness of the test effort

Manage efficiency of the test effort

Agile Test Management? Assumption: Ensure independence of testing What is the business value of independence? Aren’t the testers and developers representing the customer? Is independence more valuable than shared goals, knowledge and communication? Could the automated tests be the independent evidence? Assumption: Ensure corporate standards are complied with Is compliance always more valuable than improvement and innovation? Is it more valuable than doing the right thing, right now? Could we use standards as platforms rather than cages? Assumption: Ensure the test effort remains state-of-the-art How would we do this, other than by examining and improving our own process? Does state-of-the-art testing deliver more business value? Questioning those assumptions

Assumption: Ensure independence of testing

What is the business value of independence?

Aren’t the testers and developers representing the customer?

Is independence more valuable than shared goals, knowledge and communication?

Could the automated tests be the independent evidence?

Assumption: Ensure corporate standards are complied with

Is compliance always more valuable than improvement and innovation?

Is it more valuable than doing the right thing, right now?

Could we use standards as platforms rather than cages?

Assumption: Ensure the test effort remains state-of-the-art

How would we do this, other than by examining and improving our own process?

Does state-of-the-art testing deliver more business value?

Agile Test Management? Assumption: QA of the test effort Does this need a TM, or could the quality of the test effort be measured by the customer’s level of confidence in the test coverage and satisfaction with the product? Assumption: Manage effectiveness of the test effort Can the customer make the decision on what is good enough? Isn’t the team collectively responsible for the effectiveness of testing? Assumption: Manage efficiency of the test effort If features are estimated (for development and testing effort) and completed within short time-boxes, wont any inefficiencies be transparent? As long as we achieve the appropriate quality levels within the team’s group estimates, does it matter how we get there? Questioning those assumptions

Assumption: QA of the test effort

Does this need a TM, or could the quality of the test effort be measured by the customer’s level of confidence in the test coverage and satisfaction with the product?

Assumption: Manage effectiveness of the test effort

Can the customer make the decision on what is good enough?

Isn’t the team collectively responsible for the effectiveness of testing?

Assumption: Manage efficiency of the test effort

If features are estimated (for development and testing effort) and completed within short time-boxes, wont any inefficiencies be transparent?

As long as we achieve the appropriate quality levels within the team’s group estimates, does it matter how we get there?

Your Thoughts As a Test Manager, what value could you deliver to an Agile project? Is this enough to justify your salary? How would you position your role in a ‘classic’ agile team? Would the whole team be satisfied with this? What are the risks to a project of having no TM involvement? Are there other ways to mitigate these risks? Can we reconcile these positions?

As a Test Manager, what value could you deliver to an Agile project?

Is this enough to justify your salary?

How would you position your role in a ‘classic’ agile team?

Would the whole team be satisfied with this?

What are the risks to a project of having no TM involvement?

Are there other ways to mitigate these risks?

Our Thoughts All the activities of Test Management have a valid role, somewhere The Test Manager needs to determine where and when Understand when to wear different ‘hats’ as manager, coach, test expert etc. Focussing relentlessly on business value might make us do a better job of management Let the team be self-organising: do less man-management Consider how your responsibilities helps the team get better at delivering value Manage testers better by helping them do their job well Lead by example: do what they do, at least some of the time Understand their issues, observe their problems first-hand Be an amplifier of information about quality to all who care Don’t hoard or ‘own’ this information Don’t try to ‘own’ Quality If you do, no-one else will take responsibility for it Some possible ways through…

All the activities of Test Management have a valid role, somewhere

The Test Manager needs to determine where and when

Understand when to wear different ‘hats’ as manager, coach, test expert etc.

Focussing relentlessly on business value might make us do a better job of management

Let the team be self-organising: do less man-management

Consider how your responsibilities helps the team get better at delivering value

Manage testers better by helping them do their job well

Lead by example: do what they do, at least some of the time

Understand their issues, observe their problems first-hand

Be an amplifier of information about quality to all who care

Don’t hoard or ‘own’ this information

Don’t try to ‘own’ Quality

If you do, no-one else will take responsibility for it

Thanks! Any other questions or thoughts, feel free to contact us. [email_address] [email_address]

Any other questions or thoughts, feel free to contact us.

[email_address]

[email_address]

SQS Group Limited 120 Moorgate London EC2M 6SS United Kingdom Phone: +44 (0) 2074 484620 Fax: +44 (0) 2074 484651 [email_address] [email_address] Internet: www.sqs-uk.com

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