Agile Tester - Crash Slides

Copyrighted ® 2015 - Samer Desouky
Certified Agile Tester
Hard to Practice!
It Takes
Courage and Commitment

Samer Desouky
CQO – 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

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Initiative focused on eliminating all
waste in development processes
Lean Software Development

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a way of dealing with a situation or problem

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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
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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?
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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 Defects
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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
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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/
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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.
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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
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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?
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1.2.1 Agile Software Development Approaches
There are several Agile
approaches, each of
which implements the
values and principles of
the Agile Manifesto in
different ways.

Instruments and Practices:
•Sprint
•Product Increment
•Product Backlog
•Backlog Refinement
•Sprint Backlog
•Definition of Done
•Timeboxing
•Transparency
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JIT
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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.
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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.
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[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
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3C concept
•Card
•Conversation
•Confirmation
http://guide.agilealliance.org/guide/threecs.html29

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

Software Testing is our Profession.
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Agile Tester - Crash Slides

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