Agility focuses on delivering business value to the customers as rapidly as possible. So, how does the team assure the business that it’s delivering the most value possible in the right priority? It’s more than prioritizing user stories or estimating development effort with story points. Through presentation and interactive exercises, Ken Pugh explains how to estimate and track business value throughout an agile project. He presents two methods for quickly estimating business value for features and stories, and shows the relationship between business value estimates and story point estimates. Ken illustrates how to chart business value for iteration reviews and demonstrates what estimates really mean in both dollars and time. On a larger scale, Ken shows business value as a portfolio management tool for prioritizing feature development across many projects.
Cognitive scientists tell us that we are hardwired for deception, which makes accurate estimation almost impossible. We must simply accept that our estimates are best guesses and continually re-evaluate as we go, which is the agile approach to managing change.
The team, running Scrum by-the-book for three months, was continually failing to meet its delivery dates. As a result, trust between the business managers and the team degraded almost to a point-of-no-return. The team, which held bi-weekly retrospectives, could not pinpoint the problems causing its inability to ship. Mitch Lacey was asked to assist the team in finding the root cause of its problems. He analyzed multiple aspects of the project-from individual work items to planning meetings. While multiple issues were identified, one thing stood out above all others--the estimation process used had caused the team to miss its deadlines. Mitch discusses the estimation problems the team was having, how they were discovered and fixed, and the resulting improvement in financial and customer satisfaction.
An agile approach can deliver recognizable value to organizations. Using examples from recent projects, David Garmus demonstrates that software development projects can benefit from using the agile methodology when appropriate. Delivering a project in an organization that is following an agile implementation methodology can be faster and more productive than the same project in an organization that is using the traditional waterfall approach. David provides actual delivery (project performance)
Gone are the religious wars of plan-driven vs. agile software development methodologies and practices. Recent surveys indicate agile practices are being adopted in many software development organizations, with others seriously contemplating making the switch. The question from most organizations now has turned from plan-driven vs. agile to which agile practices they should use in their development process to most improve their business results. The experiences of other organizations that have adopted agile practices help answer this question. Based on her empirical studies of Extreme Programming teams and other agile practices, Laurie Williams shares her views on which agile methods have been most beneficial to industrial teams practicing agile development. Armed with real data, you can implement changes with more confidence that they will add value in your organization.
Agile methodologies may be coming soon to a project near you. Agile software development holds the promise of faster development, less cost, fewer defects, and increased customer value, all while maintaining a sustainable work pace in a high morale environment. As a tester, you may be wondering, "How will agile affect me?" We've all heard stories that agile methodologies have no place for testers. In this presentation, Jean Tabaka changes that perspective. She will highlight the fundamental tenets of agile software development, the project management frameworks that support these tenets, and the engineering disciplines that naturally fit in these frameworks. For some testers, the agile approach can be a jolt to their long-held beliefs of how testing should be done.
Whether you are building a brand new product or evolving an existing system, understanding the business needs of your customers is the foundation of a marketable product or valuable internal application. Few of us are experts in interviewing techniques, and few customers talk about their tasks, needs, and context in neat, concise statements about requirements. Hone your elicitation skills and learn what it takes to get beneath the surface and understand your customers: their world, how they work, and what really bothers them. With effective interviewing techniques and skills, you will get inside their heads and better understand their needs within their context.
As a decision-making framework, a test strategy outlines the vision and values that drive the project and keeps you on a clear path in times of change or uncertainty. A good test strategy makes you more resilient to inevitable changes as the project progresses. However, each test
project needs its own strategy depending on the business and risk profiles of the applications, technology in use, development methods, and even the experience and culture of the test group. In this interactive session with James Lyndsay, you will learn about a wide range of test strategy
These days, we hear a lot about unit testing, testing for programmers, test-first programming, and the like. Design techniques for such tests and for improving system testing are often called white box test designs. Join Rex Black as he explains the basics of white box testing and compares
white box with other types of testing. Find out how the metaphor of "boxes" can inform-and confuse-us. Rex discusses the basis path tests, including cyclomatic number as a measure of complexity and a way to determine the number of tests necessary to cover all paths. He walks
As software professionals, we all care about quality. We focus our efforts on building quality into the code and testing to assess quality and find errors before our customers do. However, there is an important element of quality that comes before all that and is critical to delivering reliable software: quality working relationships and quality interactions. Esther Derby covers pragmatic strategies for building, strengthening, and maintaining working relationships with all stakeholders-managers, customers, team members, and peers. The first step is to build a foundation of trust and respect. Then, we must focus on interests rather than positions and seek joint solutions to problems. We should use the richest communication channel available for our interactions and make a generous interpretation of others’ actions.