The Road to Agile From the Bottom Up Kevin Malley Tracey Clark 1 March 20 th, 2013 SWOQG

2 SWOSQG Agenda Overview Why change and how What worked What had to change Signs of danger Summary of benefits Where we are headed Conclusion

3 Overview Project was managed as Waterfall and wasnt meeting customer expectations Move to Agile was influenced by successes in other areas who were having the same issues Internal Project Stakeholders where accepting to change - opportunity for improvement SWOSQG

4 Why change What we delivered late was: Not what the customer wanted Not what we had promised Not something we where happy with Full of unresolved defects Same old project failure SWOSQG

5 Change #1 – Customer Involvement Release Train Whats ready goes what isnt catches the next train Product Owner (representing Customer) drives work Involved in sprint planning Sprint Demo Testing Methods Greater emphasis on exploratory testing. Run more often and earlier in the product life cycle SWOSQG

6 Change #1 – Continued Dev and SV&V offset by one sprint Strong collaboration between developers and testers Dev Sprint 1Test Sprint 1 Dev Sprint 2Test Sprint 2 Dev Sprint 3 Regression Sprint SWOSQG

7 Lessons learned change #1 Benefits Customer happier (Involved in sprint planning and demo) Less margin of error in release dates Closer relationship between Dev and Test Exploratory tests yield quick results and could form basis for regression test scripts Pitfalls Defects could take 4 weeks to see a resolution Rapid maintenance turn around Testing reliving design weeks later SWOSQG

8 Change #2 - Design Why: Reduce relearning of design How: Tester deployed into Dev Sprint Build test cases Run Exploratory Tests on dev builds Tester then transitions to offset sprint to conduct formal tests Dev Sprint 1 Tester A Test Sprint 1 Tester A Dev Sprint 2 Tester B Test Sprint 2 Tester B Dev Sprint 3 Tester A Regression Sprint SWOSQG

9 Lessons learned change #2 Benefits Caught some issues earlier Less rehashing of design Pitfalls Still unable to resolve lengthy defect turn around Length of time to deployment not addressed SWOSQG

10 Change #3 - Time What: Time to release Defect turn around How: Testing as part of the definition of done Removal of offset sprints Testing tasks tracked within User Stories Exploratory Tests used almost exclusively during development --> Drive scripted regression tests Sprint 1Sprint 2 Regression Sprint SWOSQG

11 Lessons learned change #3 Benefits Monthly releases now possible Pitfalls Defect metrics mean far less SWOSQG

12 What had to change Removal of Test Plan (Emphasis on Strategy) Adoption of Exploratory Testing How and when we log defects Customer commitment Segregation of duties Requirements and design docs became living documents within agile tools and wikis Relationship between dev and test Everyone involved in Sprint Planning and backlog grooming SWOSQG

13 Signs of danger – Stakeholders (Chickens) Unclear Product Owner (Customer) Product Owner not Engaged Product Owner doesnt take ownership getting necessary requirements from multiple business groups and maintaining communication throughout project with all groups Timely decision making Some stakeholders become over committed SWOSQG

14 Signs of danger – Core team (Pigs) Development moves forward while impediments block testing Development and testing cant agree Dont test everything Scrum Master not understanding their role When is it time to make the decision to move to next release Improper Sprint Planning – Not learning from previous sprint Demo Lack of Agile knowledge and training SWOSQG

15 Summary of benefits after changes Customer Satisfaction Less rework Less variance in committed production dates Cleaner regression runs Quicker turn around on defects Less defects Stronger relationship between developers and testers SWOSQG

16 Where we are headed Further support and understanding from Senior Management Socialize benefits – encourage the chickens Living lean documentation Refining the use of Exploratory Testing Automation Training testers as Scrum Masters Working out an offshore model SWOSQG

17 Conclusion You wont get it right the first time The value of applying lessons learned One size doesnt fit all – multiple adjustments may be required Major adjustment to normal practices and processes Importance of roles and responsibilities SWOSQG

18 Questions SWOSQG

19 Contact Info Kevin Malley : Tracey Clark : SWOSQG