Skip to main content

From Mandate to Acceptance: How do I ensure that the developers build what I really need?

In April, for the first time in a while, I'll be addressing the Scrum Breakfast on a topic which probably causes more pain than any other aspect of software development: testing.

As Project Leader, Business Analyst, Product Owner, you want your development team to build the right product and build it right. If you wait to the end of the project to start thinking about quality and the end of the project, you risk building the wrong product, building a system which doesn't work, or building a product which requires extensive (and expensive) corrections between the "end" of development and the actual release.

Scrum and Lean Thinking encourage you to build quality in. How do you specify a software product and ensure that it gets fully tested without causing massive rework in the test phase?

Topics:
  • How does the customer perceive quality?
  • Acceptance Tests - the interface between development and management
  • Case Study: How to increase the chance of doing it right
As usual, namics zürich is providing the location, coffee and gipfeli, and swissITbridge is enabling the webinar. You can register for either online.
  • Date: April 1, 2009
  • Time: 8.00 to 10.00, talk starts at 8.35
  • Location: namics ag, Konradstrasse 12, CH-8005  Zürich
  • Details in German (the talk will be held in German)
  • Register online (also for the webinar)
BTW - exactly 1 year ago, I entered self employment and became an independent Scrum Coach and Trainer. The start was little bumpy, but I am really happy I did it. To mark the occasion, I will bring a bottle or two of South African Champagne. Look forward to seeing you there...!

Comments

Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

Five Simple Questions To Determine If You Have the Agile Mindset

My company has started a top-down transition to Scrum and Kanban. Will that make us an Agile company? About 2 years ago, I attended a conference hosted by the Swiss Association for Quality on the topic of Agility. As a warm-up exercise, the participants were given the 4 values of the Agile Manifesto, then asked to arrange themselves in space. How Agile is your company? How Agile do you think it should be? Very Agile on left, very traditional on the right. There was a cluster of people standing well to the right of center. “Why are you standing on the right?” It turns out that they were all from the railway. “Our job is to run the trains on time.” They were uncertain whether this agility thing was really aligned with their purpose.
Is Agility limited to software? Steve Denning has collected the evidence and laid out the case that Agile is not limited to software, nor is it merely a process, nor is it something you can do with part of your time, nor is it something you can have your …