Agile Testing: An Overview
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Reviews for Agile Testing
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What our readers think
Readers find this title to be a great starting point for learning about Agile methodology. It explains the key concepts and the value of agile, although it lacks real examples. The book also emphasizes the importance of software testing in delivering expected results."
- Rating: 5 out of 5 stars5/5All Agile key words are explained. Perfect if you are new to this methodology!
- Rating: 5 out of 5 stars5/5Learn so much from this book. Now I know the big preview about how agile works and how it's great in value even though there's no real example.
Still, it's a great starting point! - Rating: 4 out of 5 stars4/5This book explained the agile methodology very well and how it laverages software testing (all types of testing) in order to deliver the expected results !
Book preview
Agile Testing - Florian Heuer
Index
Introduction
Software testing can often be a slow procedure, especially when it’s carried out following traditional business principles. Scheduled meetings, deadlines for the next version to be discussed and the need for every department to sign off on results impose endless delays and make it hard to get a product deployed before it’s already obsolete. It’s very frustrating, which is why more and more developers are turning to methods that go by the promising name of Agile.
The word agile implies speed, flexibility and creative freedom, so it’s sometimes applied to any less structured way of doing things, but when it comes to software development it usually refers to a specific process outlined in the Agile Manifesto. This was put together in 2001 by a group of software engineers frustrated by the outdated procedures being followed in their companies. Seventeen people gathered in a ski lodge in Snowbird, Utah, to rewrite the rules of their industry. In the software development community their conference has taken on an almost legendary status, and their philosophy is now widely followed.
The 68-page Agile Manifesto is a set of principles geared at improving the development process. Drawn from a variety of workflow systems – Scrum, Lean, Kanban, XP and others – it filtered out the most valuable techniques and assembled them into a way of thinking that encourages fast, adaptable design. They summed it up in a brief statement:
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
That statement sums up the basics of Agile – it’s focused on goals instead of processes. It aims at flexibility and responsiveness. It doesn’t ask you to do things for the sake of doing them, but focuses on delivering an end product. It’s all about getting the software you want, not the software the process delivers.
Agile sounds like a great idea, but implementing it can put many people off. Traditional software design processes are based on tried and tested procedures imported from manufacturing industries. They’re not tailored for the very different processes involved in developing software, but they do work and their familiarity is reassuring to management. To do Agile properly means a radically different way of working and for many the step into the unknown is intimidating. It means breaking down the boundaries between developers and testers, forging new connections across teams and abandoning a lot of the documentation and checklists that usually go along with the design process. Instead of teams handing the product back and forth as it proceeds through a series of carefully laid out steps the workflow is far more collaborative and dynamic. To traditional engineers Agile seems to throw out most of the quality safeguards they rely on, but in fact it replaces them with a whole new set that are far more likely to identify issues before they threaten the project.
If you think it’s difficult to convince engineers it can be a lot harder to persuade senior management that switching to a radically different development system is a good idea. Many companies – especially large ones – are resistant to change, and Agile tends to involve a lot of change. The lack of detailed up-front planning makes people nervous when large budgets or key business capabilities are at stake, and the fluidity of task allocation and responsibility might look like a threat to some people’s positions. These concerns usually aren’t a genuine argument against Agile, though; most of the time they come from a lack of understanding, and once people have a grasp on how Agile really works they’re generally a lot more enthusiastic.
If you want the benefits of Agile testing, but you’re unsure of how to go about implementing it in your own business, then this book is for you. Inside you’ll find a clear explanation of how Agile works, all you need to know about its principles and how