Agile Verification Blog Recollection
In our past blog posts we discussed a conventionally executed (staged gate) project with constituent parts (the verification) being executed using agile techniques. We realized we missed some pertinent information in our series post of agile verification in a conventional project.
Agile Verification Prediction
We failed to adequately demonstrate the loops or iterations of the sprints, as there were multiple iterations of this agile verification activities for this project. This organization practices incremental and iterative product development even if the organization employs stage gate project management mechanisms.
Not only do we monitor the rate of execution per test loop, but we also track the issues found during the testing of the iterations. We are also able monitor the rate … Continue reading
Organizational Learning Differences for the Team and Management (Mental Models)
By Shawn P. Quigley
In a previous post, we discussed the five principles behind Organizational Learning (L.O.). In this post, we will discuss how the different levels of an organization view the principles and why these different views make it difficult to obtain a learning organization. We will divide an organization into two levels; worker and management. As we have previously discussed perception does not change reality, but it does change how we respond to it. With that, lets’ begin our discussion.
Mental model or as we have previously called it the open mental model is the topic for this discussion. As we have previously stated an open mental model is the action of continually clarifying and improving upon our perspective of a situation or environment. This requires that we listen to the positive and negative perspectives of others and weigh how those perspectives can applied to clarify or … Continue reading
With Agile, Every Day is a Review Day
The constant reviews of status of the project activities via daily Agile sprint meeting, provides the mechanism for the latest state of the project. This includes the scrum master and product owner apprised of the situation. I like the analogy of a pilot making course corrections. If the pilot waits until significant part of the trip is concluded before measuring where they are, a vacation trip to someplace warm can end up in someplace really cold. These daily discussions also help ferret out the risks to the project as well, specifically, the question regarding impediments. An impediment is an obstacle to our objective and therefore it is a risk. This constant directing of the team attention to the immediate task at hand and measuring is the exact opposite of distraction.
Agile and Stakeholder Management
Unlike in conventional projects where the sponsor of the project informs the team of what they want and … Continue reading
The following text is the Preface to Scrum Project Management written by Kim H Pries and Jon M Quigley and published by CRC Press from Boca Raton Florida published in 2011
Product development is becoming ever more complex. The pace of technological change is ever increasing, leaving little time to accumulate expertise before development of a particular product is to start. Acquiring enough experience to be able to predict the risk, and the courses of action during the development is difficult and often happens in the course of the live fire of the development project. This creates a need taping into all of the players in the development effort and relying less on the heroic figure to save the day and carry the project and product to a successful conclusion. Even when there is a heroic figure, and he does carry the day, the organizations loss of this individual will be detrimental to the organization. The recovery period … Continue reading
The previous two blogs demonstrated a way to employ agile techniques. At the top level the project was executed as a conventional project. The project had gates, a steering committee and numerous schedule layers. The organizational structure is balanced matrix (for the most part). The organization is distributed both by function and geographic region. The verification team discussed in the previous blogs, received components, both software and hardware. The hardware consisted of embedded parts as well as purely electrical, for example wire harness.
Collection of Sub Projects
The conventional project was responsible to deliver a new vehicle to the manufacturing facility. This includes many smaller projects to deliver numerous of sub-assemblies that comprise the entirety of the system. All of these sub-projects delivering these components follow the gates of the top level project. That includes the agile like executed portions of the project.
A delivery to Conventional Project – Testing Results
The function area for the work was … Continue reading
As we execute the test cases, we will likely find failures. These failures or faults will be reported into a reporting system that will allow us to track the failure resolution. We can also use that here in our progress tracking sheet. Continue reading
Agile in Conventional Project Line Management
The following is a story from a couple of years back. The story is about lengthy set of verification activities (multiple iterations) in a large conventionally run project. As many a test engineer will relate, testing is always cramped for time. Meaning, the time we want the answers is much less than the time required getting those answers. This project was not different. I have experience in agile and have used these tools in other project capacities. However, this was a large project of which I was responsible for the verification group’s activities. I am a line manager (in this instance the agile role more like a scrum master) in a matrix organization so the verification team members of the project report to me as well as the project manager.
Scope of Work
The first step is to identify the scope of the work. We found all of the implicated specifications and identified all requirements … Continue reading