1 What went Wro Ray Arell Sr. Engineering Manager, Intel Corporation ng? Sprint 6 Customer Review

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Career user of the waterfall product life cycle… Prior owner of the platform level waterfall corporate specification… Contributor to a number of other waterfall standards… 3 Even spoke at conferences about my brainchild the “Framework of Quality”! Yep, that’s waterfall

 Lots of milestones, checkpoints, and processes

My team Typical Project

©2005 Intel Corporation Moore's Law states that the number of transistors on a chip doubles about every two years. The same holds true for software!

Flexibility PlanningProduction Development Exploration No! 3-6 Months  7 “The basic framework described in the waterfall model is risky and invites failure.”–Winston Royce, creator of the original waterfall model Customer

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9 Focuses on delivering high customer value with every release Work culture that promotes: Teamwork Just enough process to get stuff done Frequent customer feedback High level of empowerment Welcomes change and allows the product to evolve to meet the customer’s needs

10 Cowboy Coding Ad hoc processes focused on doing things people want to do vs. need to do. Wagile Doing short waterfall delivery and calling it Agile

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12 Each sprint is a fixed duration Team works from a prioritized product backlog Short daily team meetings Must deliver working and fully tested code

Scrum project framework puts three major constraints on testing Products are delivered on a fixed cadence and cannot be pushed out All features need to be working and meet the acceptance criteria No features are shipped to the customer if it is not tested, repaired, and retested User stories/features by design are expected to evolve Details and acceptance criteria in the backlog will evolve over time May be deferred until the maximum amount of information is available Development of the product itself may fill in the gaps Customers may shift priorities They are the customer after all! 13

Evolve vs. cold turkey A small co-located team can move faster Train your team prior to starting! Scrum Master certified, Product Owner and team trained Major paradigm shift for everybody 14 My Plan

15 "A paradigm shifting without a clutch.“ --Dilbert, 25 Aug 1995

16 ScrumFalls frAgile Agile Sprint

17 Effect on the Team Role of management Job titles and trust Shifting to self-managed The role of validation Perception of micromanagement Effect on the Customer Timid Level of involvement Misconceptions of the process Fine Tuning the Process Getting “Done” defined correctly Interfacing with non-scrum teams Cross-site/geo communications How Validation/QA should fit

18 Daily Standup Focus of the Stand-up Inform, Commit to Peers, Ask for Help What Went Wrong... PO’s acting like administrators Accountability Embarrassment Scrum Master needing to be a stronger gate keeper

19 Stress, Anger, and Fear Test strategy needed to change Working integrated Testing, debug, and retest faster Dealing with requirement changes

Source: Internal team survey Team was running too fast!

21 “Chaos in the world brings uneasiness, but it also allows the opportunity for creativity and growth.” -- Tom Barrett

22 Management Self Managed and Strong customer orientation High Focus on removing obstacles and growing people Engaged and Reasonable

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Edward Application Engineer “There is no ‘One Size Fits All’ with Independent Software Vendors (ISVs). Every ISV has a different environment, architecture and customer needs.” Ed has been working in this role for 4 years. He was a SW Engineer before that for 10 years. His work focuses on the implementation of AMT capabilities. Ed’s primary role is assisting ISV engineers in implementing specific features by customizing a solution for their given environment. Much of his day is spent troubleshooting issues and writing new code to test. Usually, Ed travels to the ISV and spends time face to face working with their implementation team. Given the economic climate, he has made changes to the way he interacts with his customers. Most of his interaction with ISVs is done over the phone and via . Goals: Simplify integration for ISV partners Solve issues fast Demonstrate AMT value Values: Good customer relationships Flexible architecture Good documentation Obstacles: Each ISV requires custom solution Troubleshooting issues remotely Translating code to meet ISV needs Design Implications: Design should demonstrate how a feature could be integrated--represent believable user experience Vanilla design = palatable for all potential customers Design should avoid appearing as a competing product

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27 Per customer survey

Source: Internal team survey

“…So I was driving home and contemplating 9 months of pregnancy, or 40 weeks. And I thought, well that would only be 20 2 week sprints, or 10 4 week sprints!” – one of my employees 32

You need to iterate your processes just like your product Don’t fall into Wagile or let cowboy coding take over Focus your test effort on weeding out things that would create a bad user experience with your product Don’t stress on the change 33

Various Authors, Exploratory Testing, Wikipedia Various Authors, Test Strategy, Wikipedia Various Authors, Scrum (development), Wikipedia Various Authors, Session-based testing, Wikipedia The Scrum Alliance, Ray Arell, Change-Based Test Management, (ISBN: ) James Bach, Heuristic Risk-Based Testing, STQE 11/99 James Bach, Risk and Requirements-Based Testing, Computer, June 1999 Ingrid Ottevanger, A Risk-Based Test Strategy, StarEast 2000 Bret Pettichord, The role of information in Risk Based testing, StarEast 2001 James Bach, Risk-Based Testing Troubleshooter, Paper Draft Erik Petersen, Smarter Testing with the 80:20 Rule, StarWest 2002 Anne Campbell, Using Risk Analysis in Testing, StarEast 2000 Paul Gerrard and Neil Thompson, Risk-Based E-Business Testing Gregory T Daich, Defining a Software Testing Strategy Jim Highsmith, Agile Project Management Ruku Tekchandani, Building a Effective Test Strategy John Pruitt and Tamara Adlin, The Persona Lifecycle Pettichord, Kaner, Bach, Lessons Learned in Software Testing, on-line Jonathan Bach, Session-Based Test Management, Daniel Pink, Drive the Surprising Truth about What Motivates Us, (eISBN: )