Agile Testing Principles 1)Customer Satisfaction 2)Time to market 3)frequent Releases 4)Frequent Scrum meetings Our highest priority

is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Agile's success hinges on adherence to certain core principles. Without all the basics, Agile becomes unbalanced. Achieving all these objectives on day one is i ncredibly challenging. The decision to "go Agile" is a decision to enter the pat h to Agility. Before you start, you must be ready to achieve ALL the basic items within the first 3 iterations. This will likely require careful planning, execu tive commitment, and assistance in the form of Agile coaching. These Agile basic s are expressed as the Standard Agile Scrum Commandments: 1. You Must Have Empowered and Accessible Product Owners Who Engage The Customer The Customer (Internal and/or external) must be identified and empowered Must be represented by the product owner, but may interact directly with

the product team Must have capacity to engage for user story clarification without blocki ng the team The Product Owner must be identified, staffed and empowered Translates roadmaps (agile and legacy) into product backlogs Writes and has final interpreter of user stories Controls the product backlog and accepts or rejects its deliverables Is accountable for the deliverables and their prioritization 2. You Must Have Scrum-Masters Who Are Responsible For Application Of Agile Prin ciples Forces the scrum team to self management Removes impediments to productivity 3. You Must Have Self-managed, Cross-Functional, Concurrent Scrum Teams Team is cross-functional in membership: design, architecture, development, t esting, customer engagement Team is concurrent in efforts: design, development, test development, testin g, acceptance of user stories,accommodation of change, and the customer interact ion all happen at the same time Example: Test development, and testing happens during design and coding, not after completion Team is empowered for its success and its failure 4. You Must Follow Fundamental Agile Scrum Principles Hold the key scrum meetings Daily stand-ups Sprint planning Demos and retrospectives All work must be represented in the product backlog and tracked (No hidden work) All tasks (anything requiring time is a task) must be fit under a user s tory with initial time estimates, periodic remaining time update, and final actu als tracked. All design and coding, product owner work, test development, and testing are tracked under their respective users stories. Continuous integration and acceptance New functionality can't break old functionality You operate within a continuous integration infrastructure Acceptance of deliverables occurs throughout the project Practice agile planning Utilize the Agile Inspect / Adapt Iterative Cycle Last responsible moment requirement planning Manage external dependencies Clear identification of predecessor and successor dependencies Dependencies in and out at sprint boundaries only Avoid the use of scrum data as a micromanagement mine Do not trivialize the interpretation burden of scrum data 1. Interpretation of complete scrum data requires expert understanding o f agile 2. Hidden or spun data is not allowed, grim status is exposed for the sa ke of action Do not use data to compare scrum teams or individuals 1. Scrum data is team specific, and not normalized 5. You Must Implement An Electric Scrum Providing Transparency With On-Demand Gl obalization

The default Electric Scrum environment includes the VTG Agile Reference Mode lRally Agile Lifecycle tool integrated with Cisco Unificed Communication tools. Alternatives are allowed but must: Support all the Standard Agile Commandments Be internet capable for anywhere/anyway access Support multi-geography Unified Communication: chat, phone, video, colla boration, sharing 6. You Must Operate Within Cisco's Corporate Requirements Use the Standard Agile Commit Process and Basic Agile Commit Template (EDCS857455) to ensure ISO and corporate requirements Support the hybrid process requirementwhere required Ensure that critical quality measurementsare represented in your scrum data Standard Agile Reference Model A Standard Agile Reference Model has been created to: Provide for a commonality in implementation so retraining is minimized as pe ople move from group to group Demonstrate, rather than describe, the necessary functionality Create a functional working model that can be copied so groups can hit the g round running Click here for the reference model page Standard Agile Training Training is a critical part of Standard Agile, and will help you assess the feas ibility and cost of change in your organization. Please review our training page to determine the best course of action for your purpose.

problems Too slow to address changing markets Inability to integrate customer needs throughout the process Outdated methods of designing products Product quality concerns Cumbersome release cycles Too much overhead due to self-imposed requirement monoliths YouMust Have Empowered and Accessible Product Owners Who Engage The Customer The Customer (Internal and/or external) must be identified and empowered The Product Owner must be identified, staffed and empowered You Must Have Scrum MastersWho Are Responsible For Application Of Agile Princip les Forcing the scrum team to self management Removingimpedimentsto productivity You Must Have Self-managed, Cross-Functional, ConcurrentScrum Teams

Team is cross-functional in membership: design, architecture, development, testi ng, customer Team is concurrent in efforts: design, development, test development, testing, a cceptance of user stories, accommodation of change, and the customer interaction all happens at the same time Team is empowered for its success and its failure You Must Follow Fundamental Agile Scrum Principles Hold the key scrum meetings All work must be represented in the product backlog and tracked (No hidden work ) Continuous integration and acceptance Practice Agile planning Manage external dependencies Avoid the use of scrum data as a micromanagement mine An Electric Scrum Providing Transparency With On-Demand Globalization The default Electric Scrum environment in VTG includes the Rally Agile Lifecycle ManagementTool integrated with Cisco's collaboration tools.

Metric 2 Quality Improvements Is Agile better for the deliverable than what we did before? Metric 2-A: Customer Encountered Defect Trend (cumulative) Metric 2-B: Tests Run Per Week Metric 2-C: Total Tests Automated (cumulative) Metric How is Metric Metric Metric Metric 3 Agile Effectiveness your Agile team performing? 3-A: Incremental Progress Trend (per sprint) 3-B: Development Capacity Trend (per sprint) 3-C: Estimation Accuracy (per sprint) 3-D: Team Dynamics and Productivity

Metric 4: Agile Customer Engagement What is the customer s satisfaction with their interaction with the Agile Project? Step by step guide for teams new to agile