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T10 Class
4/19/2012 11:15:00 AM
"Agile Testing: What Would Deming Do?"
Presented by:
Mark Strange
Wood Cliff Consulting
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
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Mark Strange
Wood Cliff Consulting
IT management consultant Mark Strange focuses on training, coaching, and implementing
agile/Scrum for software development organizations. With his background in engineering,
quality management, and software development, Mark has helped many companies in a wide
range of industries to improve their software development efficiencies. Contact Mark for tailored
agile training, coaching, or consulting at [email protected], or visit the Wood
Cliff Consulting website at woodcliffconsulting.net.
1
Agile Testing: WWDD?
(What Would Deming Do?)
STAREAST 2012
April 19, 2012
About Mark Strange$
Background in manufacturing and engineering
Over 15 years in IT development and management
Certified ScrumMaster and member of Scrum Alliance
Registered Project Management Professional (PMP)
Main “job” is as a project manager, team manager and Agile facilitator
Has made LOTS of mistakes!
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Today’s Objectives
Objective 1: Briefly review Deming's management principles and their impact on Japanese and American business. (14 points, P-D-C-A, Definition of Quality)
Objective 2: Discuss ways in which current software testing methods do / do not align with Deming's principals.
Objective 3: Discuss ideas for improving software quality and decreasing our reliance on end-state regression testing based on Deming's teachings.
Software Development Challenges
We struggle with release dates.
We go over budget.
We build features that our customers do not want.
We spend more and more on increased inspection, but somehow the above problems get worse, not better.
These issues are nearly identical to the issues
faced by American manufacturing in the
1960s and 1970s!
3
Dr. W. Edwards Deming - Background
William Edwards Deming (10/14/1900 – 12/20/1993)
Made a significant contribution towards the rise of Japan’s economic power beginning in the 1950s
Deming’s message to Japan: “Improving quality will reduce expenses while increasing productivity and market share.”
Dr. W. Edwards Deming – More Background
Began working with Ford in 1981. By 1986, Ford was the most profitable American auto company.
Stressed new management concepts and the use of statistical techniques to improve quality.
Taught the concepts of “special cause” and “common cause” variation in a system.
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Deming’s 14 Points (“Out of the Crisis” - 1982)
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
Deming’s 14 Points (continued)
7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
9. Break down barriers between departments. People in research, design, sales, and production product management, design, development, and QA must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
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11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis").
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Deming’s 14 Points (continued)
Plan-Do-Check-Act (Deming Circle)
Plan
Do
Check
Act
Establish objectives & processes
Implement the plan
Measure, study the results, compare to objectives
Take corrective action on differences between planned & actual results
Repeat!
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Deming’s Definition of Quality
“Quality” =
Results of Work Efforts
Total Cost
Software teams tend to focus on results, with little regard for cost Management teams tend to
focus on Cost rather than improving the system
Some Questions to Askabout Software Quality
How do I define “Quality” in my product / process?
What should I measure? (Defects? If so, how?)
What metrics should I keep, and how should I use them to make decisions?
With Agile techniques gaining acceptance, how should I use the traditional QA function (or should we use it at all)?
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Balloon Exercise
In your groups, Produce as many balloons as you can in 1 minute (2 eyes, nose, mouth)
Balloon Exercise
In your groups, Produce as many balloons as you can in 1 minute (2 eyes, nose, mouth)
1”
1”1”
1”
3”
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Balloon Exercise
In your groups, Produce as many balloons as you can in 1 minute (2 eyes, nose, mouth)
1”
1”1”
1”
3”
Scrum (One of the Agile Processes)
Prioritized Product Backlog(User
Stories)
Sprint Backlog (broken down by team)
Sprint -2-4 weeks
Daily Standup
New Functionality (demonstrated at
end of sprint)
Sprint Backlog
Retrospective / Action Items(Continuous Improvement)
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Agile...
is based on Deming’s “Plan – Do – Check –Act” concept.brings software teams into closer alignment with their customers.helps us build only features that are desired.
seeks to reduce costs by finding defects earlier in the development process.
But we continue to.....
struggle to get all testing done within the sprint.allow testing to “accumulate” against our better judgment.spend more and more $$$ on inspection, without a corresponding decrease in overall costs.
struggle to change management behavior, which is critical for successful Scrum implementation.
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What Would Deming Do?
Strive to reduce costs
Define quality in detail for your product and process (and decide how to measure it)
Expand the role of the QA team (collect data, analyze, improve)
Use statistics to analyze data
Make product and process quality everyone’s responsibility (make it a management issue)
Example: Measuring Defects
Sprint 1 2 3 4 5 6 7 8 9 10
New Defects 25 24 26 21 9 25 32 15 35 24
De
fects
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Measuring Defects - The Problem
Sprint 1 2 3 4 5 6 7 8 9 10
New Defects 25 24 26 21 9 25 32 15 35 24
Story Points 40 35 42 33 15 37 50 23 56 41
Defects
Story Points
Measuring Defects - Normalized Data
Sprint 1 2 3 4 5 6 7 8 9 10
New Defects 25 24 26 21 9 25 32 15 35 24
Story Points 40 35 42 33 15 37 50 23 56 41
Defects/SP 0.63 .69 0.62 0.64 0.6 0.68 0.64 0.65 0.63 0.59
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Control Charts
Limits of variation attributable to the system:
= x ± 3 * (Std Deviation)
= x ± 3 √
Variance
n
2
Upper LimitLower Limit
Upper LimitLower Limit
Upper LimitLower Limit
Control Limits
2Upper LimitLower Limit
Upper LimitLower Limit
0.723
0.546= ± 3 Standard Deviations
Upper WarningLower Warning
0.723
0.546= ± 3 Standard Deviations
0.723
0.546= ± 3 Standard Deviations
Upper WarningLower Warning
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Defects / Story Point - Control Chart
UCL
LCL
Control Chart Scenarios
What does each chart signal?
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Scenario 1
Scenario 1
Data points outside control limits – special cause variation
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Scenario 2
Scenario 2
Upward trend - non-random variation
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Scenario 3
Scenario 3
String of data points above mean – upward shift in mean
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Scenario 4
Scenario 4
All points +/- 1σ : Recalculate Control Limits
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Scenario 5
Scenario 5
Process in statistical control!
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Main Points
Software QA must evolve for software development teams to remain competitive
Low Defect Rate + High Cost == High Quality
Testing burden must be pushed upstream to development
QA’s job is to define, measure, monitor, and improve quality
Control charts are one tool to measure and monitor quality
Please feel free to email me if you have any questions.
Good luck with your Agile projects!
www.woodcliffconsulting.net
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