Agile Testing: A Practical Guide for Testers and Agile Teams
Lisa Crispin, Janet Gregory
Language: English
Pages: 576
ISBN: 0321534468
Format: PDF / Kindle (mobi) / ePub
Te>Two of the industry’s most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester’s role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors
of agile testing.
Readers will come away from this book understanding
- How to get testers engaged in agile development
- Where testers and QA managers fit on an agile team
- What to look for when hiring an agile tester
- How to transition from a traditional cycle to agile development
- How to complete testing activities in short iterations
- How to use tests to successfully guide development
- How to overcome barriers to test automation
This book is a must for agile testers, agile teams, their managers, and their customers.
The eBook edition of Agile Testing also is available as part of a two-eBook collection, The Agile Testing Collection (9780134190624).
feature, a set of related stories at an estimating meeting, or you might meet to plan the release. Regardless of how a project or subset of a project gets started, you’ll need to get a high-level understanding of it. You might come up with a plan or strategy for testing as you prepare for a release, but it will probably look quite different from any test plan you’ve done before. Every project, every team, and sometimes every iteration is different. How your team solves problems should depend on
decisions. If you’re a manager and you want your agile teams to succeed, set them free to act and react creatively. The culture of an organization must adapt to this change for an agile project to be successful. B ARRIERS TO S UCCESSFUL A GILE A DOPTION BY T EST /QA T EAMS Any change faces barriers to success. Organizational culture, as we discussed in the previous section, might be the largest obstacle to overcome. Once organizational culture has become well established, it’s very hard to
sure they provide the necessary resources and that they enable every individual to learn how to do high-quality work. A Testing Manager’s Transition Tale Tae Chang manages a team at DoubleClick that conducts end-to-end testing to ensure that all integration points, both up and downstream from the target of change, are covered. When they implemented Scrum, the development teams were reorganized into numerous application teams. Communication problems resulted in missed dependencies, so Tae’s team
effective quality process. Both of these models can coexist happily with agile development. They’re rooted in the same goal, making software development projects succeed. Let’s look at CMMI, a framework for measuring the maturity of your process. It defines each level by measuring whether the process is unknown, defined, documented, permanent, or optimized. Agile projects have a defined process, although not all teams document what they do. For example, managing your requirements with index cards on
manager of Canoo WebTest, what he thought was the number one success factor for agile testing, he answered: “Start doing it—today!” You can take a baby step to improve your team’s testing right now. Go get started! This page intentionally left blank A CKNOWLEDGMENTS So many people have helped us with this book that it’s hard to know whom to thank first. Chris Guzikowski gave us the opportunity to write this book and kept encouraging us along the way. When we were deciding whether to take on