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Agile Methodology

Agile Manifesto
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." Source: www.agilemanifesto.org

Principles behind Agile Manifesto


Our highest priority is to satisfy the customer through early and continuous delivery Welcome changing requirements, even late in development eliver wor!ing software frequently, from a couple of wee!s to a couple of months "usiness people and developers must wor! together daily throughout the pro#ect "uild pro#ects around motivated individuals. $ive them the environment and support they need, and trust them to get the #o% done. The most efficient and effective method of conveying information to and within a development team is face&to&face communication Wor!ing software is the primary measure of progress 'gile processes promote sustaina%le development. The sponsors, developers, and users should %e a%le to maintain a constant pace always (ontinuous attention to technical e)cellence and good design enhances agility 't regular intervals, the team reflects on how to %ecome more effective, then tunes and ad#usts its %ehavior accordingly

Agile Vs Water Fall


*mplementation using conventional Software evelopment +ifecycles li!e the Water ,all model provides a very rigid environment, less tolerant to change and lots of up front planning, resulting in heavy- methodologies.

SCRUM Agile Methodology

Characteristics of a SCRUM Project


Roles *t.s a pro#ect management methodology Wrapper for e)isting engineering practices Scrum wor!s with /0, 120 and any other engineering practice you have adopted "elieves in empowering the development team 'dvocates wor!ing in small team 34&56 (onsists of only three roles 7)pects to trac! the progress regularly

Testing in Agile Methodology


8. Testing practice that follows the agile manifesto, treating development as the customer of testing *n this light the conte)t&driven manifesto provides a set of principles for agile testing.

9. Testing practice for pro#ects using agile methodologies. What is the role of the tester on an agile pro#ect: Context Driven Testing: 8. The value of any practice depends on its conte)t. 9. There are good practices in conte)t, %ut there are no %est practices. ;. 0eople, wor!ing together, are the most important part of any pro#ect.s conte)t. <. 0ro#ects unfold over time in ways that are often not predicta%le. =. The product is a solution. *f the pro%lem isn.t solved, the product doesn.t wor!. >. $ood software testing is a challenging intellectual process. 4. Only through #udgment and s!ill, e)ercised cooperatively throughout the entire pro#ect, are we a%le to do the right things at the right times to effectively test our products. Source: www.conte)t&driven&testing.com The Role of Testing Testing is the headlights of the pro#ect Where are you now: Where do you headed: Testing provides information to the team This allows the team to ma!e informed decisions ' %ug- is anything that could %ug a user Testers don.t ma!e the final call Testing does not assure quality The team does 3or doesn.t6 Testing is not a game of gotcha,ind ways to set goals, rather than focus on mista!es

Test !irst "rogramming evelopers write unit tests %efore coding. ?otivates coding *mproves design 3reducing coupling and improvingcohesion6 Supports refactoring ?any open&source test tools have %een developed to support this )2nit #cceptance Testing 2ser stories are short descriptions of features that need to %e coded. 'cceptance tests verify the completion of user stories. *deally they are written %efore coding.

# "ractice for #gile Testing (onversational Test (reation (oaching Tests 0roviding Test *nterfaces 7)ploratory +earning

Conversational Test Creation Who should write tests: (ustomers are often too %usy. efining tests is a !ey activity that should include programmers and customer representatives. on@t do it alone.

Coaching Tests ' way of thin!ing a%out 'cceptance Tests. Turn user stories into tests. Tests provide: $oals and guidance *nstant feed%ac! 0rogress measurement Tests are specified in a format: That is clear enough that usersAcustomers can understand That is specific enough that it can %e e)ecuted Specification %y 7)ample

"roviding Test Interfaces evelopers are responsi%le for providing the fi)tures that automate coaching tests *n most cases 'gile teams are adding test interfaces to their products, rather than using e)ternal test tools

Test Interaction $odel

Buman Testers ?anual Testing Test escription s

Software 0roduct Test *nterface

'utomation ,i)tures

%xplorator& 'earning 0lan to e)plore the product with each iteration. +oo! for %ugs, missing features and opportunities for improvement.

We don.t understand software until we have used it.

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