Recently I was involved in a discussion about how to introduce test automation in agile teams. These were the main discussion questions and below is my attempt to answer them.
How can an agile project manager or scrum master directly influence test automation in agile teams?
I believe directly influencing team to implement any improvement doesn’t go a long way unless the change comes from within the team. If team doesn’t think they have a problem then why change to what is already working.
Scrum master is there to facilitate discussions, these collaborative discussions should highlight problems and team figures out how they will solve them. Scrum master should be focusing their energy on removing any impediments that team faces when they are implementing their chosen solutions.
How do you introduce and improve the level of test automation in agile teams?
Identify what is the core problem and by solving it how you will help your business, clients and ultimately team itself.
Once can help team members to think in a structured manner, so they understand their current state, desired state and steps between them. Here are some of the steps to think about.
Try running a The A3 Process workshop with your team. I found this a very effective tool in solving complex issues in structured manner.
Once team understands the core problem and knows to solve it then tools, languages, processes, frameworks, artifacts, ceremonies and metrics are primary factors in big scheme of things.
Accepting change and responding to change is a true Agile spirit in my opinion. During product development projects; user requirements change, UI changes, client expectations change, system behavior changes and to accommodate these changes your codebase consistently has to evolve.
Continues code refactoring is reality in Agile teams, a great piece of code in this sprint might be refactored in next sprint.
How Agile team deals with refactoring depends upon the
Maturity of software engineering practices
Desire to learn new things
Exploring areas of improvement,
Tolerance in product management team about consequences of patchy solutions
Culture of doing the right thing for the client
On daily basis developers spot code smells and identify areas of improvement, small changes get implemented quickly and bigger changes get discussed, sometimes compromise solution is chosen otherwise features delivery or project due date gets the hit. Among these developments the communicating what has changed usually slips through the cracks because everyone is so focus on feature delivery.
Recently I ran number to workshops to identify challenges we face in continues refactoring and how to approach refactoring in a structured and systematic manner. We came up with a refactoring model that any product development team can follow make code refactoring more effective and easy to understand.
Refactoring Model Details
Identify areas of improvements
Define your goal
Improve quality and/or performance
So how you team is approaches refactoring and what systems you’ve in place?
Dictionary meaning of reward is something given or received in return for a service, metric, hardship etc.
In typical reward system one celebrates success of an individual or team based on their hard work or value added to organisation (usually one is rewarded for success). Ceremonies are held and art effects are presented in form of monetary items, recognition certificates and well done emails. In reward communication these keywords are mostly used “going extra mile”, “proactive behavior”, “going out-of-the-way”, “excellent team work” etc.
I understand that reward system plays important role in organisation’s culture and shows that people are treated with respect and valued for their contribution. High point in these ceremonies are usually individual or a team getting the reward but not the steps that one took to be rewarded (I understand that there are small speeches and emails. But do you really remember who was the top performer in your team 6 months ago? and why they received the reward (ah ha.. a moment for thought perhaps).
This idea has been flickering in my mind that reward system and understanding system are interlinked with each other and by combining these systems we can help teams better understand about the actual behavior that led someone to get rewarded.
Some of the basic characteristics of combined system can be (I call this “Understanding System”)
Better recognition and radiation of non-formal learning
Spaced learning rather than cramped learning
Acceleration in idea generation
Increased workplace satisfaction and talent retention
I am interested to know what reward system you have in-place for your team and how is it helping your team to learn, grow and understand the actual behavior that led to the reward?
Historically most companies use stock standard individual performance plan processes and tools (monthly meetings, Microsoft Word templates, SMART goals). Common issues are difficulty to maintain and version control Microsoft Word template, monthly meetings become upwards reporting meetings to line management, multiple document copies fly around via emails and mostly performance plan gets created at the start of the year and the next time this document is looked it’s at the end of the year.
Performance plans are all about accomplishing inspiring goals. It is time to get creative, innovative, collaborative and introduce agile methodology into individual performance plans. This year I am assisting my team to turn individual performance plans into agile performance plans.
Here are few things you can do to turn individual performance plan into agile performance plan.
Performance Stories: Turn goals into performance stories with clear acceptance criteria.
Product Owners: Ask your line manager to become a product owner of your agile performance plan.
Less Context Switching: Use agile development tools than no-one has to switch a new system to manage goals.
Value Steams: Create inspiriting value steams and let your goals flow thought them e.g. (Thinking, Inspiring Goals, Doing, Done)
Lean Principles: Use queue limits for goals and concentrate on finishing the highest priority item
Performance Plan Sprints: Turn your monthly individual performance meeting into performance sprint planning and retrospectives.
So how your team is creating individual performance plans this year?
Since the start of agile performance plans in my team I’ve noticed increased participation from team members, new value streams are opening up, collaboration has increased, instant feedback on goals is possible by using Agile tool notifications.
In previous post I explained just one scenario where lack of user feedback during development can land your project into the wilderness with your clients.
Traditionally in software teams roles like business analysts, product owners and usability specialists are responsible for getting client’s feedback by variety of means. It’s time to empower our teams with new feedback and interface testing tools, so they can grab every opportunity to collect smart feedback data and build great products, save cost with higher client satisfaction.
Let me propose few ideas for software development teams
Get closer to your clients by measuring and reducing feedback loop travel time.
To me feedback is a “Value Channel”, so if you create new channels you’ll increase the value of your product.
Use new tools available in the market to collect your feedback.
Make data based decisions rather than emotional ones by validating your idea.
Client’s time is important and providing feedback shouldn’t be more than 2 clicks away.