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You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019
This document discusses improving testing practices to enable true agility. It begins by questioning whether current practices actually achieve agility's goals. Poor testing leads to late discoveries of problems and inability to adapt quickly. The document then covers various pains organizations face and challenges to address. It discusses how practices like testing, code reviews, refactoring, and root cause analysis can help deliver value faster and drive continuous improvement. Quality, learning from others, and evidence-based metrics are important. The overall message is that testing is crucial for agility and organizations must focus on understanding customer needs to provide value.
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You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019
- 1. You Can't BeAgile If Your Testing Practices Suck Peter Gfader @peitor
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- 3. Peter Gfader The AgileArchitect
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- 6. What do youdo in software? • Analyze • Discover • Design • Code • Test • Architect • Document • Coach • Manage
- 7. You Can't BeAgile If Your Testing Practices Suck Peter Gfader @peitor
- 8. Is this whatAgile is about?
- 11. „We have Squadsnow“Thanks Spotify for a new word for Team.
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- 15. What is yourcurrent pain? From Senior Management
- 16. What is yourcurrent pain? What I heard... • Lack of Innovation • Operational issues • Not working with My people • No time for improving • Too slow • Late delivery • Too little visibility • Too many dependencies to manage • Poor morale • Too many issues in production • Timelines not predictable • Morale is low • Problems discovered too late • Hiring great people • Competition • Low Employee satisfaction • People very busy certain time, certain time team is over or understaffed • They have the wrong Mindset • Quality is low • Feedback is very low and late • Lack of know how • Too many regulations, ISO norms, laws, compliance rules
- 17. Which pain is gonewith Agile?
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- 19. Agile is not "Doingwhat I say… Just faster"
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- 23. So... What is Agilethen?
- 24. What is Agile foryou? Elevator Pitch In Pairs
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- 27. "Company" = A system That solvesexternal problems And makes more money than it spends.
- 28. "Company" = A system That solvesexternal problems And makes more money than it spends.
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- 39. Can you admitthat you don’t know?
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- 41. You should! Or someoneelse will
- 42. Uber, the world’slargest taxi company owns no vehicles. Airbnb, the world’s largest accommodation provider owns no real estate. Facebook, the world’s most popular media provider creates no content. Instagram, the most valuable photo company, sells no cameras. Netflix, the fastest growing television network, lays no cables. Alibaba, the world’s most valuable retailer has no inventory.
- 43. Agile ... Why? Agileis about working smarter, rather than harder. lt's about generating more value with less work. → particularly more monetizable value with less work. Steve Denning https://businessagility.institute
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- 45. "Operational Agility" How quickcan we deliver value (in the form or a Product/Feature) to changing demands from the market?
- 46. „Strategic Agility“ How quickcan an organisation improve its competitive position & create opportunities for growth.
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- 50. Our world changes... •Globalization • Deregulation • Knowledge work • The Internet • Greater competition • Faster pace • Digitization of everything • The customer is the boss
- 51. “We are seeingmore change in the next 15 years than in the last 15 years. The big question is always, do we car manufacturers learn to become tech companies more quickly than a tech company learns to be an automotive player?” Peter Schwarzenbauer – Aug 2017 BMW management board https://www.nytimes.com/2017/02/08/business/germany-bmw-daimler-volkswagen-uber.html
- 52. “We are seeingmore change in the next 15 years than in the last 15 years. The big question is always, do we car manufacturers learn to become tech companies more quickly than a tech company learns to be an automotive player?” Peter Schwarzenbauer – BMW management board https://www.nytimes.com/2017/02/08/business/germany-bmw-daimler-volkswagen-uber.html
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- 54. What is yourcurrent pain? What I heard... Skills • Lack of Innovation • Operational issues • No time for improving • Too slow (Late delivery) • Too many dependencies to manage • Quality is low • Lack of know how People • Poor morale • Hiring great people • People very busy certain time, certain time team is over or understaffed • Mindset problem? Tools & Know How is there Market/Competition • Customer is gone • Market share decreases Self Awareness • Too little visibility • Problems discovered too late • Lack of Innovation • Feedback is very low and late
- 55. From the #painto Major Challenges
- 56. Major challenges 1. Visionto 1 week Outcomes 2. Good Engineering Skills 3. Continuous Improvement 4. Leadership
- 57. What Worked „Peter tellme what to do“
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- 59. „Scrum says“ „This isnot Agile“ „Let‘s do this in an agile way“ „XP recommends …“ „In the SAFe book its written“ „This is not Lean enough“ „You must be co-located for XP“ „Let’s make this transparent by putting it in wall” “We are iterative and adaptive” “Great showcase and demo” „Customer“ „User“ „Risk“ „Market“ „Competition“ „Value“ „Product“ „Sponsor” „Money” #moreContent Stop Start https://beyond-agility.com/stop/
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- 61. „How do we become agile?“ Howcan we discover and deliver Value faster? What is Value in our Organization? Product? https://beyond-agility.com/stop/
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- 63. Value Metrics #TODO Evidence-BasedManagement Metrics https://www.scrum.org/resources/evidence-based-management-guide Metrics for Pirates AARRR https://www.slideshare.net/dmc500hats/startup-metrics-for-pirates- long-version Googles HEART https://www.dtelepathy.com/ux-metrics/
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- 69. Major challenges 1. Visionto 1 week Outcomes 2. Good Engineering Skills 3. Continuous Improvement 4. Leadership
- 70. How to slow down yourproject / product?
- 73. Why do wewrite bad code?
- 74. 1. Hypothesis ForBad Code Broken Window Theory
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- 76. 2. Hypothesis ForBad Code We write bad code, because we read bad code
- 77. Write crappy code? Youhave never seen good code! Santa Claus. Osterhase.
- 78. Write crappy code? Youhave never seen good code! Read good code → Make code easier to read
- 79. Easy code toread → Easy code to change → Easy to maintain
- 80. Code Readings? • CodeReviews • Peer work reviews • Pair Programming • Mob Programming • Pre Commit • Gerrit • Pull Requests
- 81. Code Readings? • PeerReviews • Whole Team Code Reviews • Pair Programming • Mob Programming • Pre Commit • Gerrit • Pull Requests • Open source (Read? Write?)
- 82. #TODO Tips CodeReviews • Code, !Person • Constructively propose changes → Questions!
- 83. Code Reviews • Code,!Person • Constructively propose changes → Questions! • Review not only code o Tests o Build process o .. → Grow as a team
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- 87. #TODO Strong Style PairProgramming "For an idea to go from your head into the computer it MUST go through someone else's hands" http://llewellynfalco.blogspot.com/2014/06/llewellyns-strong-style-pairing.html
- 88. Mob Programming • Wholeteam • Work on same thing • Same time • Same space • Same computer http://mobprogramming.org/
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- 90. #TODO: Review Code •In your team • With 1 peer • Open source • Brown bags – Lunch time discussion
- 91. #TODO: Code toread in the Team https://github.com/nsubstitute/NSubstitute https://github.com/techtalk/SpecFlow https://github.com/sf105/goos-code https://github.com/machine/machine.specifications https://github.com/BjRo/xunitbddextensions https://github.com/dtchepak/DaveSquared.StringsTheThing Good code is like a joke!
- 92. Good code islike a joke! No need for explanation
- 93. 3. Hypothesis ForBad Code “Nobody can write good code in 1 sit-in.” There is no “Right the 1st time”
- 94. 3. Hypothesis ForBad Code “Nobody can write good code in 1 sit-in” -> Refactoring
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- 97. The little issuewith Refactoring?
- 98. Unclear what works andwhat doesn’t We are never done. Without Tests
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- 105. Test-Driven Development (TDD) Writingtests prior to writing the production code. Its that easy ☺ ? REFACTOR GREEN RED
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- 107. → Outside worldand code do not match → Implemented requirements unclear → Code not understandable TDD Outside In
- 108. Test Driven Development TDD= Testing technique? TDD = Design technique? TDD = Learning technique? TDD = Thinking technique?
- 109. Habit 2/7 Begin withthe end in mind
- 110. #Todo Practice Globally November16th (or 15th), 2019 Global Day of Code Retreat https://www.coderetreat.org
- 111. #Todo Find yourpeers https://www.meetup.com/topics/software-craftsmanship/
- 112. All fine... Butwe are here
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- 114. Proper Root CauseAnalysis 1. Gather Data during Sprint
- 115. Proper Root CauseAnalysis 2. Cluster and Analyse in Retrospective 5Whys
- 116. Proper Root CauseAnalysis 3. Delegate to Team Dive deeeeeep
- 117. Proper Root CauseAnalysis 4. How to prevent this in future?
- 118. Proper Root CauseAnalysis 5. Maximize learning From individuals to team (s) to organizational learning
- 119. 5 Steps -Proper Root Cause Analysis 1. Gather Data 2. Retrospective 3. Delegate to Team -> Deep Dive 4. Prevent this in the future 5. Maximize learning
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- 122. How to sellto Managers? Investment Well crafted & tested code is expensive.
- 123. Investment Well crafted &tested code is expensive. Fixing bad code is very, very, very, very expensive.
- 124. Agile/Lean/Scrum/Kanban/DevOps don’t matter. Whatmatters is to get better at understanding your future customer and providing value faster. https://beyond-agility.com
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- 127. • Steve Denning3 Laws of Business Agility https://www.infoq.com/presentations/3-laws-business-agility • Steve Denning – Why Agile https://businessagility.institute • Future Leadership Training • Haier HBR – The end of bureaucracy https://hbr.org/2018/11/the-end-of-bureaucracy • Book: The Leader's Guide to Radical Management http://www.stevedenning.com/Books/radical-management.aspx References
- 128. References • Pragmatics ofAgile Development http://www.agiledeveloper.com/presentations/pragmatics_of_agile_development.pdf • Kanban VS Scrum http://www.infoq.com/minibooks/kanban-scrum-minibook • Agile Software Development http://www.agiledeveloper.com/presentations/AgileSoftwareDevelopment.zip • A Thinking Tool called Agile https://sites.google.com/site/leanagileandscrum/lean-agile-scrum-conference- 2010/presentations-las-2010/00_Kniberg_Keynote.pdf?attredirects=0&d=1 • The Four Elements of Simple Design http://www.jbrains.ca/permalink/the-four-elements-of-simple-design • http://agilemanifesto.org/ • http://manifesto.softwarecraftsmanship.org/
- 129. Picture References • https://gratisography.com/ •https://businessagility.institute • https://twitter.com/peitor • https://craigsmith.id.au/2015/12/03/yow-2015-40-agile-methods-in-40-minutes/
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