Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Bücher
Zeitschriften
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
ATZ-Fachkongress

Chassis.tech plus 2024


4 Kongresse in einer Veranstaltung

Treffen Sie in München die Fachleute von Chassis, Lenkung, Bremsen sowie Reifen/Räder.
Erweiterte Suche
Anmelden
nach oben

2021 | Buch

Agile: A Cultural Change Kapitel lesen Erstes Kapitel lesen

Agile Testing

The Agile Way to Quality

verfasst von: Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

Einloggen, um Zugang zu erhalten
insite
SUCHEN

Über dieses Buch

This book is written by testers for testers. In ten chapters, the authors provide answers to key questions in agile projects. They deal with cultural change processes for agile testing, with questions regarding the approach and organization of software testing, with the use of methods, techniques and tools, especially test automation, and with the redefined role of the tester in agile projects.

The first chapter describes the cultural change brought about by agile development. In the second chapter, which addresses agile process models such as Scrum and Kanban, the authors focus on the role of quality assurance in agile development projects. The third chapter deals with the agile test organization and the positioning of testing in an agile team. Chapter 4 discusses the question of whether an agile tester should be a generalist or a specialist. In Chapter 5, the authors turn to the methods and techniques of agile testing, emphasizing the differences from traditional, phase-oriented testing. In Chapter 6, they describe which documents testers still need to create in an agile project. Next, Chapter 7 explains the efficient use of test automation, which is particularly important in agile development, as it is the main instrument for project acceleration and is necessary to support state-of-the-art DevOps approaches and Continuous Integration. Chapter 8 then adds examples from test tool practice extending test automation to include test management functionality. Chapter 9 is dedicated to training and its importance, emphasizing the role of employee training in getting started with agile development. Finally, Chapter 10 summarizes the results of the agile journey in general with a special focus on testing.

To make the aspects described even more tangible, the specific topics of this book are accompanied by the description of experiences from concrete software development projects of various organizations. The examples demonstrate that different approaches can lead to solutions that meet the specific challenges of agile projects.

Inhaltsverzeichnis

Frontmatter
1. Agile: A Cultural Change
Abstract
In order to better understand the cultural change towards agile software development and to understand “Agile Testing” not only as a buzzword, it is important to take a look into the past. Much of what we perceive today as common knowledge has its justification in the methodical and technical progress of software technology in the last 30 years. Experience is an essential element for innovation and improvement. For example, the average age of the signatories of the Agile Manifesto in 2001 was about 47 years and back then, it wasn’t just about doing everything differently, it was about doing it better. This is often overlooked when “agile” is used to simply get rid of unpleasant things or to hide one’s own weaknesses. The approach to develop software in a cooperative, benefit-oriented, and efficient way, is the core of the agile idea.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
2. Agile Process Models and Their View on Quality Assurance
Abstract
Centralized quality assurance groups or departments are practically not provided in the agile world. But quality assurance is as important in agile process models as it is in conventional and long-established software development models. The early involvement of the customer in the development process is intended to ensure that the customer’s requirements are implemented as desired. It is also important in this case that the customer does not evaluate or accept the delivered software at the end of a software development project, but continuously during the acceptance of individual and short implementation cycles. In terms of close coordination between the customer and the project team, this basic rule is largely responsible for ensuring that change requests from the customer, as well as clarifications from the customer, can be processed and implemented promptly.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
3. Organization of the Software Test in Agile Projects
Abstract
This chapter examines multiple approaches, all of which have proven to be useful models in the respective project environment. Thus, the applicability of the traditional test process according to ISTQB in the agile context is considered and the Four Test Quadrants in Agile Testing are discussed. Another important topic for agile companies is scaling - therefore the approaches LeSS and SAFe are briefly presented. Additionally, case studies are outlined to illustrate what an agile test organization can look like.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
4. Role of Testers in Agile Projects
Abstract
With the shift to agile software development, the role and self-image of the tester and test manager have also changed dramatically. While in the past the tester’s job was to control what the development team produced, they are now part of the software development team. Understanding this is not easy for everyone and it is also not explicitly defined by Scrum as the most widely used agile approach with its role definitions (Product Owner, Scrum Master, Development Team). For a long time, this terminology even led to companies being under the misapprehension that they could do without testers altogether in the agile approach. In other situations, testers were formally in development teams but did not participate in all the ceremonies, such as sprint planning meetings. In the meantime, however, developers, product owners, and testers have learned what it means to be agile: to share responsibility for the implementation of an application development in an equal interaction of different competencies.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
5. Agile Test Management, Methods, and Techniques
Abstract
Management includes the tasks planning, organization, management, and control of an activity. A project manager is someone who plans, organizes, monitors, and controls a project. To be able to do this, they need knowledge, experience, information, and competence. To understand the management of agile testing, we first have to take a careful look at how agile projects work: In most agile process models such as Scrum, Kanban, Extreme Programming and Lean Management, testing is not is explicitly addressed as we know it from traditional models—it is implicitly assumed that this is of course covered by the agile teams. The test is therefore inextricably linked to the development. There may be testers, i.e., specialists with a focus on quality assurance and acceptance testing, but a separate test track does not appear in most process models. Team members with a test focus thus cover several roles: on the one hand that of the tester, on the other hand that of the test manager and finally that of the quality manager.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
6. Agile Testing Documentation
Abstract
Documentation has always been a controversial theme in software development. Even the Agile Manifesto positions itself on this topic with the statement “Working software over comprehensive documentation”, which many saw as a license to completely get rid of the often tiresome topic of documentation. This also strikes a chord with those who believe that the only valid documentation for a software application is the program code itself, and in order to describe everything a program does, the additional documentation would have to be as comprehensive as the program itself, i.e. including all conditions and branches and loops. Accordingly, the documentation would be the same as the program code, only in a different language. Contrary to these polarizing views, this chapter takes a more differentiated look at various types of documentation, their different creators, users and their purposes. These aspects and the need to maintain documentation should be considered in advance and in the spirit of Lean Management, a Lean Documentation approach should be defined for each individual project.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
7. Agile Test Automation
Abstract
The consistent use of test automation is the only chance to ensure the quality of each potentially deliverable product at the end of each sprint. However, many aspects must be clarified and defined for maintainable and efficient test automation. These include the organizational and technical integration into DevOps environments and processes, the selection of suitable automation tools, the design of an automation framework, and the organization and planning of automation activities and automated test executions within or synchronized with the development sprints. If required, test automation know-how also needs to be established within the team. This is a challenge to most teams, but this investment needs to be considered as there is no successful agile testing without test automation.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
8. Use of Tools in Agile Projects
Abstract
As with traditional models, the selection of tools also plays a significant role in the later success or failure of agile projects. The approach for agile projects described in the previous chapters raises specific requirements for the tools used to support the testing process. In the sections of this chapter, we explain relevant criteria for selecting tools for specific aspects related to different testing tasks in agile environments. We also present an example selection of tools for implementing these aspects and the considerations discussed earlier. It should be noted that all tools presented are not only designed for the described testing activities, but also cover a variety of functionalities not directly related to testing activities.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
9. Education and Its Importance
Abstract
As far as the focus on software quality is concerned, the most important training and certification programs are certainly those of the ISTQB (International Software Testing Qualifications Board), the IREB (International Requirements Engineering Board), the Scrum Alliance®, the ASQF (Arbeitskreis für Software-Qualität und Fortbildung e. V.; Working group for software quality and further education r. a.) and the iSQI (International Software Quality Institute). In this context, the expansion of the ISTQB portfolio by the “Foundation Level Extension Agile Tester”, the “Practitioner in Agile Quality (PAQ)” of iSQI as well as the “IoT-QE - Quality Engineering for the Internet of Things” of ASQF should be highlighted.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
10. Retrospective
Abstract
It is almost 20 years since the Agile Manifesto was announced. In the meantime, agile software development has become widely accepted and the principles associated with it are slowly permeating the entire organization, beyond IT boundaries. This long period of time shows once again how long it takes for new approaches and ideas - even in the fast-moving IT world - to become widely accepted. This chapter summarizes the development and distribution of the agile methodologies.
Manfred Baumgartner, Martin Klonk, Christian Mastnak, Helmut Pichler, Richard Seidl, Siegfried Tanczos
Backmatter
Metadaten
Titel
Agile Testing
verfasst von
Manfred Baumgartner
Martin Klonk
Christian Mastnak
Helmut Pichler
Richard Seidl
Siegfried Tanczos
Copyright-Jahr
2021
Electronic ISBN
978-3-030-73209-7
Print ISBN
978-3-030-73208-0
DOI
https://doi.org/10.1007/978-3-030-73209-7

Premium Partner

    Bildnachweise