Webster Visualize Webster Financial Team Visual Scrumware Joe Andrusyszyn Mark Bryant Brian Hannan Robert Songer

Outline Overview Process Requirements Design Testing Risks Schedule Metrics Reflections

Overview – The Problem Webster Financial employs a XML- based automated testing strategy Test case logic comes from business analysts XML test cases written by development team Webster needs to bridge the gap

Overview – The Solution Flowchart application inspired by Microsoft Visio Business Analyst Understands business logic No XML knowledge Webster Visualize Visual test case editing Reads/Writes XML Webster Testing Framework Runs XML Test Cases Webster developer’s domain

Process Structured Scrum –Process Constraints Webster Financial is very structured Forced to create SRS up front –Scrum Initially, system needs were not clear Low process overhead No project leader Works well for small groups Flexibility for UI development

Process Activities Weekly Telephone Meetings w/ Client Scrum Meetings – 3 times per week Weekly Project Meetings Sprint Backlog (activity schedule) Sprint Burndown Charts

Requirements Process Elicitation –Teleconferencing –Throwaway Prototypes Negotiation Multiple SRS Revisions –Client reviews –Revisions based on reviews Final SRS –Sign off by client –Not expected to change

Requirements Validation –GUI prototypes given to client –Technology Prototypes Acceptance Testing –UAT Plan based off the SRS Future Management –Evolutionary & Throwaway Prototyping

Requirements High Priority Document Management Validate XML against XSD Graphical Representation Medium Priority Auto-Save Feature Graphical Comments Text-Based Debugging Low Priority Export Test Case to JPEG Inline XML Editor Test Suite Management

Design Incremental.NET 2.0 Framework –XML & GUI Diagrams –State –Sequence –XSD organization Current Status

Testing Acceptance –Created from SRS –Handed over to client Unit –Automation w/ NUnit System Integration Regression Tracking with Bugzilla

Risks Risk ID Number Risk Description Impact Rating Probability of Occurrence Weighted Impact Rating 1 Team members are taking other classes which could cause some deliverables to be late or of lesser quality % Team members' focus is on things other than required deliverables, causing the team to be late or miss key deliverables % The team does not understand the full needs and desires of the customer %50.00

Risk Mitigation Strategies for Top 3 Risks –Allocate work around class schedules –Prioritize tasks in sprint planning –Throwaway prototyping on top of evolutionary system Successfully Mitigated –Requirements Creep –Lack of C# knowledge

Schedule Monthly Sprints Five Product Releases –one or two per sprint Sprint Schedule Current Status

Sprint Schedule - Example Sprint Month February Sprint Theme Operational Prototyping, Test Planning & Design #Activity Level 1 Activity Level 2 Activity Level 3 Assigned To Activity Start Date Activity End Date Estimated Work Hours Actual Work Hours Estimated % Complete Estimated Hours Remaining Comments 1Requirements Brian, Rob, Joe, Mark %0 1.1 Finish Elicitation Brian, Rob, Joe, Mark 2/1/20082/12/ %0 Elicitation may still need to be done as we develop the features that didn’t have many requirements up front client phone meetings Brian, Rob, Joe, Mark 2/1/20082/29/ %0 We will not need to have client phone meetings for requirements anymore. The rest will be taken care of through s client s Rob2/1/20082/29/ %0 s should hopefully increase from the normal due to not having phone meetings with the client. 1.2 Complete Baseline SRS Document Brian, Rob, Joe, Mark 2/1/20082/12/ %0 Estimate extended as more work was needed

December Elicitation & Planning January Requirements & Throwaway Prototyping February Operational Prototyping, Test Planning & Design March Refine Design & Implementation April Implementation, Integration, Verification & Validation May Wrap Up Sprint Organization

Metrics Estimation Accuracy Defects –Per Release –Per Module Time Spent Per Module

Effort Estimation

Reflections Current Project Status Positive –Relatively on schedule –Under budget Removal of Oracle Database requirements –No need for XML interpreter –No interaction with Webster libraries needed –Saves Webster lots of money for a test harness –Well-defined scope & SRS

Reflections Negative –SRS completed late Design pushed back –Slow start Five weeks of foggy ideas about system –Little face-to-face interaction w/ client

Heading Into Spring Continue Design –UI research and exploration Incremental Implementation Integrate Test Plan Product Releases

Webster Visualize Webster Financial Team Visual Scrumware Joe Andrusyszyn Mark Bryant Brian Hannan Robert Songer