“Transitioning Typical Processes”
- There are many processes in a typical project that don’t transition well to agile because they require heavyweight documentation or are an inherent part of the phased and gated process & require signoffs at the end of each stage.
“Metrics can be controversial”
- Measurements such as cycle time that involve the whole team are more likely to drive you toward success than measures confined to isolated roles or groups.
- Lean development looks for ways to delight customers, which ought to be the goal for all software development.
- Metrics that measure milestones along a journey to achieve team goals are useful.
When you are trying to figure out what to measure, first understand what problem you are trying to solve. If your goals are measurable, the measurements you need to gather to track the metrics will be obvious.
- Figure each metrics Return on Investment and decide whether to track or maintain it. Does the effort spent collecting it justify the value it delivers? Can it be easily communicated and understood? Do what works for your situation. Experiment with keeping a particular metric for a few sprints and evaluate whether it is paying off.
“Projects succeed when people are allowed to do their best work”
- Defects tracking systems (DTS) are too often used as communication tools & entering unnecessary bugs can be wasteful. Focus on using DTS for the right reasons.
- Whether your team decides to create a test plan or not, the planning should be done. Each project is different, so don’t expect that the same solution will fit all.
- Regarding Audits, Processes & Models
- Traditional quality processes & process improvement models like SAS 70 and CMMI standards can co-exist with agile.
- Quality assurance teams in traditional development organisations are often tasked with providing information for auditors and ensuring compliance with audit requirements.
- Examples include what testing has been performed on given software release or proving that different accounts reconcile.
- Testers can be tasked with writing test plans to evaluate the effectiveness of control activities.
- Work together with the compliance and internal audit teams to understand your team’s responsibilities.
- If your organisation is using some kind of process model or quality standard, educate yourself about it and work with the appropriate specialists in your organisation.
- Process improvement models and frameworks emphasize discipline and conformance to process.
“Standards simply enable you to measure your progress towards your goal”
- Working with existing quality processes and models is one of the biggest cultural issues you may face as you transition to agile development. All of these changes are hard, but when your whole team gets involves, none are insurmountable.
2 thoughts on “Read Along- ‘Agile Testing’ Chapter-5”
[…] Book Review: Read Along- ‘Agile Testing’ Chapter-5 – Nishi Grover Garg – https://testwithnishi.com/2020/05/06/read-along-agile-testing-chapter-5/ […]
[…] Chapter-5 Transitioning Typical Processes […]