Agile Testing and Test Management, my keynote at Agile Testing Days, 2011

1. Agile Testers and Test Managers:
Now What?
Johanna Rothman
New: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects
@johannarothman
www.jrothman.com
jr@jrothman.com
781-641-4046

2. Let’s Explore with the Wayback
Machine...
2 © 2011 Johanna Rothman

3. Before there
were testers
in 1977...
3 © 2011 Johanna Rothman

4. It felt as if
there were
two camps in
the late ‘80s
4 © 2011 Johanna Rothman

5. Fast Forward to 2003
5 © 2011 Johanna Rothman

6. Second Class Testers First Class Testers
Routinely excluded from requirements An integral part of requirements
or design meetings and design meetings
Requests for tools generally
Requests for tools postponed or ignored
approved
Per-person training same as
Training? What’s training?
developers
Testers develop deep domain
Testers are fungible
expertise
Testers work with developers after code Testers work with developers from
is complete the beginning of a feature
6 © 2011 Johanna Rothman

7. First Class Testers are Agile Testers
7

8. In Agile,
Everyone
Develops
the
Product
8 © 2011 Johanna Rothman

9. Whole Team Works Together
Create the product backlog
Estimate the backlog
Create/verify feature acceptance criteria
Know what done means
Demo the product at the end of an iteration
Conduct a retrospective
9 © 2011 Johanna Rothman

10. Agile is About Working Product
“Developers” create a feature and unit test it
“Testers” assess the feature and product in a variety of
ways
Automated tests where they will need to repeat the tests
Exploratory tests
“Writers” create necessary documentation
Team: Have we met the acceptance criteria?
10 © 2011 Johanna Rothman

11. Is Agile All About Development?
11

12. What About Test Managers?
12

13. We Need Both Management and
Leadership
13

14. What Does a Leader Look Like to
You?
Create teams of threes
Together, in your team, write down your definition of a
leader
Once you look like you’re done writing, I’ll ask you to
shout out your definitions
14 © 2011 Johanna Rothman

15. What Kind of Team?
Just now, in your two’s and three’s, what kind of team
were you?
What kind of management did you need?
15 © 2011 Johanna Rothman

16. Some Definitions of Leader
Guide
Conductor
16 © 2011 Johanna Rothman

17. Agile Test Managers Are Leaders
Set strategy to manage the project portfolio
Remove organization obstacles
Build trusting relationships with people for coaching,
feedback, career development
Lead hiring decisions and process
Build the capacity of the organization
Build communities of practice
17 © 2011 Johanna Rothman

18. Strategically Important Work
What it is
When to start it and stop it
Not making those decisions creates management debt
As well as chaos
18 © 2011 Johanna Rothman

19. Management Iterations
Cycles allow you to assess strategy
Cycles help you see organizational obstacles
Frees the technical teams to do work
19 © 2011 Johanna Rothman

20. Leaders Remove Organizational
Obstacles
Individual reviews are an organizational obstacle for agile
teams
20 © 2011 Johanna Rothman

21. Instead of Individual Reviews
Build a trusting relationship
Share the strategy
Share the profits
Provide cost of living raises to the team
Give the team a team bonus
The team can decide who gets what
21 © 2011 Johanna Rothman

22. Trusting Relationships
You tell me: What keeps people in a job?
22 © 2011 Johanna Rothman

23. What Does That Mean for
Functional Managers?
23 © 2011 Johanna Rothman

24. Managers Become Champions
No micromanaging!
Meet often enough, one-on-one to build a trusting
relationship
Allows manager to see the system
24 © 2011 Johanna Rothman

25. Feedback and Meta-Feedback
Not evaluation or praise; feedback
When you use a peer-to-peer feedback approach:
Create an opening
Describe behavior or results
State the impact
Make a request
25 © 2011 Johanna Rothman

26. Coaching and Meta-Coaching
Not just teaching, offering options with support
26 © 2011 Johanna Rothman

27. Career Development
Where can people go?
How do they know?
How can you help them?
27 © 2011 Johanna Rothman

28. Build Organizational Capacity
How many of you know your organizational velocity now?
Remove system obstacles
Recognize when a team is stuck
28 © 2011 Johanna Rothman

29. One Huge Barrier to Increasing
Capacity: Multitasking
People are Not
Machines!
Managers can see the
system to manage the
project portfolio and
eliminate crises and context
switching
29 © 2011 Johanna Rothman

30. Lead Hiring Effort
Recognize when you need more people
Initiate the hiring
Job analysis
Job description
Manage the phone screens
Manage the interviews and interactions with HR
30 © 2011 Johanna Rothman

31. Community of Practice
What’s missing in agile is the coaching that a test manager used
to do one-on-one
We need communities of practice for
Testers
Developers
Architects
Product owners
Anyone else who needs to learn the functional skills
31 © 2011 Johanna Rothman

32. Agile Creates the Conditions for
First-Class Testers and Leading
Managers
32

33. References and Resources
Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects,
Pragmatic Bookshelf, 2009.
Rothman, Johanna. No More Second Class Testers!, Better Software, Jan 2004.
Rothman, Johanna. Agile Managers:The Essence of Leadership, Cutter IT Journal,
Vol. 23, No. 3, March 2010.
Visit http://www.jrothman.com to read more or sign up for my email
newsletter. Or give me your card. Or fill out a yellow form.
33 © 2011 Johanna Rothman