Exit criteria are a list of items to check off that define the end of any activity. Exit criteria can be defined for any activity you want to undertake: You can have exit criteria for cooking veggies to the desired doneness, or for a city tour to be sure you see all the sights, or for a meeting to assign action items for everyone! Exit criteria are helpful to tell you (and others involved) when to stop the activity. Specifically, for an agile project, having clear and concise exit criteria makes it easier to understand the scope and avoid going overboard while keeping a tab on your quality.
The first rule for exit criteria is to have them defined up front, before beginning the activity.
For an agile project, let’s say we want to have exit criteria in place for the end of the sprint. We will need to work on defining them at the beginning of the sprint, or at the release-planning stage. Once the activity begins, the goal is to achieve all exit criteria by the end. We cannot have people defining or changing the planned exit criteria during execution of the activity, since that will not be upholding the quality standards set in the beginning.
The second rule is to have standard exit criteria for all similar activities. So, exit criteria defined for the sprint level apply to all sprints in that release, and exit criteria defined for the user story level apply to all user stories in all sprints. This upholds the same standard of quality and expectation of work required for each of these work units.
In the article, I have discussed sample Exit Criteria for Sprint, User Story or Task level and also shown how to create your own exit criteria based on your project’s and team’s context.
The important things to focus on are having the exit criteria defined up front and ensuring follow-through by sticking to the criteria throughout your release cycle. Being consistent with checking off everything on your exit criteria list ensures a smooth flow of high-quality work.
Agile teams are constantly running toward goals, requiring constant planning, monitoring, and re-planning. Metrics can help support these efforts by providing useful information about the health and progress of the project.
There are a few common metrics we use in agile teams: sprint burndown charts, release burnup charts, team velocity. They’re common because they communicate practical information, but they’re not the only metrics we can employ.
In my recent articles for TestRail blog, I described 3 Uncommon metrics you can easily create that will be very useful for your agile team. I also wrote about 3 Metrics that are not useful and you must stop using now!
Metrics are supposed to help and support an agile team by providing useful information about the health and progress of their project. But not all metrics are always beneficial. Going overboard with them can sometimes cause more harm than good.
In this post I have described three metrics that can impede your agile team instead of motivating you.
Agile transformations can be a challenging undertaking, and many organizations struggle with what is probably the hardest part of the transition: adopting an agile mindset. It is imperative that teams embrace the agile culture before they can fully embrace agile.
As I always like to say, agile is more a mindset than a process. It guides you to a better way of working and collaborating in order to deliver the most value to your users. But how you choose to implement those guidelines is up to you, and most teams coming from a traditional style of software development find this aspect the most challenging.
Teams are left to find ways to work together rather than having a process forcing them to do certain actions, follow certain processes, or organize specific meetings. There are no templates or techniques to adhere to and no rules to follow strictly.
This may come as a surprise and leave teams guessing since they are used to being told what to do and how. Agile drives them to think on their feet as they plan and replan their way through the development process. Read More–>
Being Comfortable with Visibility & Exposure
Agile gives everyone a voice and values every person’s opinion. Many teams have been used to only the manager speaking for them or having one representative in most meetings. As a result, some team members may feel flustered now that they’ll occasionally be in the spotlight. People who are not used to voicing their opinion are expected to speak in all forums. Hiding behind the team is no longer an option in agile.
This also means team members are valued as individuals and everyone’s contribution is recognized. Agile treats all team members as equals, whatever their role or designation. They are expected to estimate their own tasks, pick things to work on, collaborate with other team members, and provide value by the end of each iteration. Continue Reading–>
On top of that I get to present not one but 2 talks!! My topics are
“The What, When & How of Test Automation” 45 mins
In this I will talk about preparing robust automation strategies. Agile means pace and agile means change. With frequent time boxed releases and flexible requirements, test automation faces numerous challenges. Haven’t we all asked what to automate and how to go about the daily tasks with the automation cloud looming over our heads. Here we’ll discuss answers to some of these questions and try to outline a number of approaches that agile teams can take in their selection of what to automate, how to go about their automation and whom to involve, and when to schedule these tasks so that the releases are debt free and of best quality.
“Gamify your Agile workplace” 15 mins
In this I’ll present live some innovation games and have audience volunteers engage and play games based on known scenarios. Let’s Play and learn some useful Innovation Games that can help you gamify your agile team and workplace, making the team meetings shorter and communication more fun!
Both these topics are close to my heart and I am looking forward to sharing my thoughts with a wider audience.
I am also excited to meet all the awesome speakers at the event , as well as get to know the fantastic team of organizers behind this event!
A task board is a physical or
virtual chart containing all current team tasks at hand and their progress over
time. For an agile team, all sprint tasks can be represented on the task board,
and their flow over various stages can be tracked in the daily standup meeting.
Task boards are a great way to visually representing pieces of work and their
Besides helping to organize and track work and being the focal point of the iteration and relevant meetings, task boards can have numerous more benefits for an agile team. In my article published @Gurock, I have discussed four additional ways in which Task boards can help an agile team-> https://blog.gurock.com/agile-task-boards/
I was invited to present a talk at this month’s @Playscrum Meetup at Bangalore, hosted by @Leanpitch technologies on 20th July
It was a small event with a great set of delegates who gathered to hear me talk about Gamification in Agile teams. Agile teams rely heavily on communication and collaboration among all team members. In this session, I talked about about ‘Innovation Games’ which help make all agile meetings and ceremonies shorter, crisper, more visual and open involving all team members.
It was an interactive session wherein we played many Innovation Games with the audience volunteers, which was a big hit with everyone. There was good participation, many great ideas and discussions in the group. Overall a good experience at my first Playscrum meetup in Bangalore. Would love to collaborate again soon!
Agile focuses on motivated individuals acting together toward a common goal. Consequently, agile needs people to collaborate and requires complete transparency, communication, and cooperation, within and across teams. But at the same time, individuals instinctively try to outperform others in order to stand out in their teams.
This transition from individual responsibility to collective ownership is often the hardest part of the cultural shift that teams face when adopting agile. I have looked at ways to encourage healthy competition, more cooperation, and a sense of community among agile teammates in my latest article for Gurock – TestRail blog, the main points being-
We are all forever on the lookout for better and faster ways to achieve our quality goals, and adding new tools to our suite often seems like a good way to do that. However, introducing a new tool to an already working environment may be tricky and could require some special considerations.
Mind maps are a creative way of gathering ideas around a central theme and categorizing them in concrete branches. Mind maps can be useful for both personal and professional life as an organization and visualization technique. They’re descriptive, easy and even fun.
In my latest post for Gurock blog, I showcase the usage of mind maps as a technique for test planning and test design. This tool’s capabilities make your documentation leaner and ideas more visual, which benefits the whole agile team. https://blog.gurock.com/agile-mind-map/
Be it test planning in an agile team which needs entire team’s insights and collaboration, or categorization of product features, test areas and backlog, Mindmaps can be used for all aspects and phases of the project.
Testers can generate their test ideas and have them categorized in a mind map around the central theme of the feature. The visual nature of a mind map helps them find more scenarios, see which parts are more heavily tested, and focus on main areas or branches. Once done, they can have other stakeholders take a look at it and get their opinions. This fosters brainstorming together and gathers the maximum number of ideas from the entire team.
Find useful tips to create your own mindmaps, as well as some samples for your reference in agile test designing as well as test planning. Read the complete article here -> https://blog.gurock.com/agile-mind-map/
Here we have for you another Innovation Game centered around prioritization. It is a visual and crisp way to chart out and understand priorities of upcoming tasks , features or stories.
Game : 20/20 Vision
Aim : To chart out the RELATIVE priorities of the tasks at hand
Method: The 20/20 game elaborates the prioritization of each task in relation to a benchmark task of medium priority and complexity.
Just like a visit to the Optometrist, where he makes you compare the various lenses to find the best suitable for your sight, in this game we make the team compare all stories / requirements / tasks and find the right place for them on the chart of priority in relation to the one benchmark level.
Description: Write down all stories on post-its. With the team’s consensus and decision, decide on one story which is of medium level and put in on the board in the middle.
Now the team goes through each story one by one, and places the story on the board as higher or lower priority in relation to the benchmark story. At the end of the exercise, we arrive at a visual representation of the story or task prioritization, giving us a clear road-map for future!
This game takes almost 15-30 minutes only depending on the number of tasks at hand, as compared to long planning meetings.