• 

  Enterprise Integration Patterns

  This book provides a consistent vocabulary and visual notation framework to describe large-scale integration solutions across many technologies. It also explores in detail the advantages and limitations of asynchronous messaging architectures. The authors present practical advice on designing code that connects an application to a messaging system, and provide extensive information to help you determine when to send a message, how to route it to the proper destination, and how to monitor the health of a messaging system. If you want to know how to manage, monitor, and maintain a messaging system once it is in use, get this book. Backcover Would you like to use a consistent visual notation for drawing integration solutions? Look inside the front cover. Do you want to harness the power of asynchronous systems without getting caught in the pitfalls? See Thinking Asynchronously in the Introduction. Do you want to know which style of application integration is best for your purposes? See Chapter 2, Integration Styles. Do you want to learn techniques for processing messages concurrently? See Chapter 10, Competing Consumers and Message Dispatcher. Do you want to learn how you can track asynchronous messages as they flow across distributed systems? See Chapter 11, Message History and Message Store. Do you want to understand how a system designed using integration patterns can be implemented using Java Web services, .NET message queuing, and a TIBCO-based publish-subscribe architecture? See Chapter 9, Interlude: Composed Messaging. Utilizing years of practical experience, seasoned experts Gregor Hohpe and Bobby Woolf show how asynchronous messaging has proven to be the best strategy for enterprise integration success. However, building and deploying messaging solutions presents a number of problems for developers. Enterprise Integration Patterns provides an invaluable catalog of sixty-five patterns, with real-world solutions that demonstrate the formidable of messaging and help you to design effective messaging solutions for your enterprise. The authors also include examples covering a variety of different integration technologies, such as JMS, MSMQ, TIBCO ActiveEnterprise, Microsoft BizTalk, SOAP, and XSL. A case study describing a bond trading system illustrates the patterns in practice, and the book offers a look at emerging standards, as well as insights into what the future of enterprise integration might hold. This book provides a consistent vocabulary and visual notation framework to describe large-scale integration solutions across many technologies. It also explores in detail the advantages and limitations of asynchronous messaging architectures. The authors present practical advice on designing code that connects an application to a messaging system, and provide extensive information to help you determine when to send a message, how to route it to the proper destination, and how to monitor the health of a messaging system. If you want to know how to manage, monitor, and maintain a messaging system once it is in use, get this book. 0321200683B09122003 Foreword by John Crupi. Foreword by Martin Fowler. Preface. Acknowledgments. Introduction. 1. Solving Integration Problems Using Patterns. The Need for Integration. Integration Challenges. How Integration Patterns Can Help. The Wide World of Integration. Loose Coupling. One-Minute EAI. A Loosely Coupled Integration Solution. Widgets & Gadgets 'R Us: An Example. Summary. 2. Integration Styles. Introduction. File Transfer (by Martin Fowler). Shared Database (by Martin Fowler). Remote Procedure Invocation (by Martin Fowler). Messaging. 3. Messaging Systems. Introduction. Message Channel. Message. Pipes and Filters. Message Router. Message Translator. Message Endpoint. 4. Messaging Channels. Introduction. Point-to-Point Channel. Publish-Subscribe Channel. Datatype Channel. Invalid Message Channel. Dead Letter Channel. Guaranteed Delivery. Channel Adapter. Messaging Bridge. Message Bus. 5. Message Construction. Introduction. Command Message. Document Message. Event Message. Request-Reply. Return Address. Correlation Identifier. Message Sequence. Message Expiration. Format Indicator. 6. Interlude: Simple Messaging. Introduction. JMS Request-Reply Example. .NET Request-Reply Example. JMS Publish-Subscribe Example. 7. Message Routing. Introduction. Content-Based Router. Message Filter. Dynamic Router. Recipient List. Splitter. Aggregator. Resequencer. Composed Message Processor. Scatter-Gather. Routing Slip. Process Manager. Message Broker. 8. Message Transformation. Introduction. Envelope Wrapper. Content Enricher. Content Filter. Claim Check. Normalizer. Canonical Data Model. 9. Interlude: Composed Messaging. Loan Broker Example. Synchronous Implementation Using Web Services (by Conrad F. D'Cruz). Asynchronous Implementation with MSMQ. Asynchronous Implementation with TIBCO ActiveEnterprise (by Michael J. Rettig). 10. Messaging Endpoints. Introduction. Messaging Gateway. Messaging Mapper. Transactional Client. Polling Consumer. Event-Driven Consumer. Competing Consumers. Message Dispatcher. Selective Consumer. Durable Subscriber. Idempotent Receiver. Service Activator. 11. System Management. Introduction. Control Bus. Detour. Wire Tap. Message History. Message Store. Smart Proxy. Test Message. Channel Purger. 12. Interlude: System Management Example. Loan Broker System Management. 13. Integration Patterns in Practice. Case Study: Bond Pricing System (by Jonathan Simon). 14. Concluding Remarks. Emerging Standards and Futures in Enterprise Integration (by Sean Neville). Bibliography. Index. 0321200683T10062003Would you like to use a consistent visual notation for drawing integration solutions? Look inside the front cover. Do you want to harness the power of asynchronous systems without getting caught in the pitfalls? See Thinking Asynchronously in the Introduction. Do you want to know which style of application integration is best for your purposes? See Chapter 2, Integration Styles. Do you want to learn techniques for processing messages concurrently? See Chapter 10, Competing Consumers and Message Dispatcher. Do you want to learn how you can track asynchronous messages as they flow across distributed systems? See Chapter 11, Message History and Message Store. Do you want to understand how a system designed using integration patterns can be implemented using Java Web services, .NET message queuing, and a TIBCO-based publish-subscribe architecture? See Chapter 9, Interlude: Composed Messaging. Utilizing years of practical experience, seasoned experts Gregor Hohpe and Bobby Woolf show how asynchronous messaging has proven to be the best strategy for enterprise integration success. However, building and deploying messaging solutions presents a number of problems for developers. Enterprise Integration Patterns provides an invaluable catalog of sixty-five patterns, with real-world solutions that demonstrate the formidable of messaging and help you to design effective messaging solutions for your enterprise.The authors also include examples covering a variety of different integration technologies, such as JMS, MSMQ, TIBCO ActiveEnterprise, Microsoft BizTalk, SOAP, and XSL. A case study describing a bond trading system illustrates the patterns in practice, and the book offers a look at emerging standards, as well as insights into what the future of enterprise integration might hold.This book provides a consistent vocabulary and visual notation framework to describe large-scale integration solutions across many technologies. It also explores in detail the advantages and limitations of asynchronous messaging architectures. The authors present practical advice on designing code that connects an application to a messaging system, and provide extensive information to help you determine when to send a message, how to route it to the proper destination, and how to monitor the health of a messaging system. If you want to know how to manage, monitor, and maintain a messaging system once it is in use, get this book.0321200683B09122003

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• 

  The Clean Coder

  The Much-Anticipated Follow-Up to "Uncle Bob's" Highly Praised Clean Code Programmers who endure and succeed amidst swirling uncertainty and nonstop pressure share a common attribute: They care deeply about the practice of creating software. They treat it as a craft. They are professionals. In The Clean Coder: A Code of Conduct for Professional Programmers, legendary software expert Robert C. Martin introduces the disciplines, techniques, tools, and practices of true software craftsmanship. This book is packed with practical advice-about everything from estimating and coding to refactoring and testing. It covers much more than technique: It is about attitude. Martin shows how to approach software development with honor, self-respect, and pride; work well and work clean; communicate and estimate faithfully; face difficult decisions with clarity and honesty; and understand that deep knowledge comes with a responsibility to act. Readers will learn What it means to behave as a true software craftsman How to deal with conflict, tight schedules, and unreasonable managers How to get into the flow of coding, and get past writer's block How to handle unrelenting pressure and avoid burnout How to combine enduring attitudes with new development paradigms How to manage your time, and avoid blind alleys, marshes, bogs, and swamps How to foster environments where programmers and teams can thrive When to say "No"-and how to say it When to say "Yes"-and what yes really means Great software is something to marvel at: powerful, elegant, functional, a pleasure to work with as both a developer and as a user. Great software isn't written by machines. It is written by professionals with an unshakable commitment to craftsmanship. The Clean Coder will help you become one of them-and earn the pride and fulfillment that they alone possess. Product Description Programmers who endure and succeed amidst swirling uncertainty and nonstop pressure share a common attribute: They care deeply about the practice of creating software. They treat it as a craft. They are professionals. In The Clean Coder: A Code of Conduct for Professional Programmers, legendary software expert Robert C. Martin introduces the disciplines, techniques, tools, and practices of true software craftsmanship. This book is packed with practical advice-about everything from estimating and coding to refactoring and testing. It covers much more than technique: It is about attitude. Martin shows how to approach software development with honor, self-respect, and pride; work well and work clean; communicate and estimate faithfully; face difficult decisions with clarity and honesty; and understand that deep knowledge comes with a responsibility to act. Readers will learn What it means to behave as a true software craftsman How to deal with conflict, tight schedules, and unreasonable managers How to get into the flow of coding, and get past writer's block How to handle unrelenting pressure and avoid burnout How to combine enduring attitudes with new development paradigms How to manage your time, and avoid blind alleys, marshes, bogs, and swamps How to foster environments where programmers and teams can thrive When to say "No"-and how to say it When to say "Yes"-and what yes really means Great software is something to marvel at: powerful, elegant, functional, a pleasure to work with as both a developer and as a user. Great software isn't written by machines. It is written by professionals with an unshakable commitment to craftsmanship. The Clean Coder will help you become one of them-and earn the pride and fulfillment that they alone possess. Foreword xiii Preface xix Acknowledgments xxiii About the Author xxix On the Cover xxxi Pre-Requisite Introduction 1 Chapter 1: Professionalism 7 Be Careful What You Ask For 8 Taking Responsibility 8 First, Do No Harm 11 Work Ethic 16 Bibliography 22 Chapter 2: Saying No 23 Adversarial Roles 26 High Stakes 29 Being a "Team Player" 30 The Cost of Saying Yes 36 Code Impossible 41 Chapter 3: Saying Yes 45 A Language of Commitment 47 Learning How to Say "Yes" 52 Conclusion 56 Chapter 4: Coding 57 Preparedness 58 The Flow Zone 62 Writer's Block 64 Debugging 66 Pacing Yourself 69 Being Late 71 Help 73 Bibliography 76 Chapter 5: Test Driven Development 77 The Jury Is In 79 The Three Laws of TDD 79 What TDD Is Not 83 Bibliography 84 Chapter 6: Practicing 85 Some Background on Practicing 86 The Coding Dojo 89 Broadening Your Experience 93 Conclusion 94 Bibliography 94 Chapter 7: Acceptance Testing 95 Communicating Requirements 95 Acceptance Tests 100 Conclusion 111 Chapter 8: Testing Strategies 113 QA Should Find Nothing 114 The Test Automation Pyramid 115 Conclusion 119 Bibliography 119 Chapter 9: Time Management 121 Meetings 122 Focus-Manna 127 Time Boxing and Tomatoes 130 Avoidance 131 Blind Alleys 131 Marshes, Bogs, Swamps, and Other Messes 132 Conclusion 133 Chapter 10: Estimation 135 What Is an Estimate? 138 PERT 141 Estimating Tasks 144 The Law of Large Numbers 147 Conclusion 147 Bibliography 148 Chapter 11: Pressure 149 Avoiding Pressure 151 Handling Pressure 153 Conclusion 155 Chapter 12: Collaboration 157 Programmers versus People 159 Cerebellums 164 Conclusion 166 Chapter 13: Teams and Projects 167 Does It Blend? 168 Conclusion 171 Bibliography 171 Chapter 14: Mentoring, Apprenticeship, and Craftsmanship 173 Degrees of Failure 174 Mentoring 174 Apprenticeship 180 Craftsmanship 184 Conclusion 185 Appendix A: Tooling 187 Tools 189 Source Code Control 189 IDE/Editor 194 Issue Tracking 196 Continuous Build 197 Unit Testing Tools 198 Component Testing Tools 199 Integration Testing Tools 200 UML/MDA 201 Conclusion 204 Index 205The Much-Anticipated Follow-Up to "Uncle Bob's" Highly Praised Clean Code Programmers who endure and succeed amidst swirling uncertainty and nonstop pressure share a common attribute: They care deeply about the practice of creating software. They treat it as a craft. They are professionals.In The Clean Coder: A Code of Conduct for Professional Programmers , legendary software expert Robert C. Martin introduces the disciplines, techniques, tools, and practices of true software craftsmanship.This book is packed with practical advice-about everything from estimating and coding to refactoring and testing. It covers much more than technique: It is about attitude. Martin shows how to approach software development with honor, self-respect, and pride; work well and work clean; communicate and estimate faithfully; face difficult decisions with clarity and honesty; and understand that deep knowledge comes with a responsibility to act.Readers will learnWhat it means to behave as a true software craftsman How to deal with conflict, tight schedules, and unreasonable managers How to get into the flow of coding, and get past writer's block How to handle unrelenting pressure and avoid burnout How to combine enduring attitudes with new development paradigms How to manage your time, and avoid blind alleys, marshes, bogs, and swamps How to foster environments where programmers and teams can thrive When to say "No"-and how to say it When to say "Yes"-and what yes really means Great software is something to marvel at: powerful, elegant, functional, a pleasure to work with as both a developer and as a user. Great software isn't written by machines. It is written by professionals with an unshakable commitment to craftsmanship. The Clean Coder will help you become one of them-and earn the pride and fulfillment that they alone possess.

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  SysML Distilled

  SysML extends UML with powerful systems engineering capabilities for modeling a far wider spectrum of systems, and effectively capturing all aspects of a system’s design. Now, there’s a go-to reference for everyone who wants to start creating accurate and useful system models with SysML. Drawing on his pioneering experience creating models for Lockheed Martin and NASA, Lenny Delligatti illuminates SysML’s core components, and shows how to use them even under tight deadlines and other constraints. You needn’t know all of SysML to create effective models: SysML Distilled quickly teaches what you do need to know, and helps you deepen your knowledge incrementally as the need arises. Coverage includes: How SysML extends and improves UML, and how to immediately put it to practical use How to use SysML as a foundation for Model-Based System Engineering (MBSE) or Model-Based Engineering (MBE) What to know before you start an SysML modeling project How to use key SysML diagrams for block definitions, internal blocks, use cases, activities, sequences, state machines, parametrics, requirements, and packages How to use allocations to define cross-cutting relationships And much more – including appendices presenting complete SysML notation, identifying changes between SysML versions, and identifying authoritative sources for more information Product Description The Systems Modeling Language (SysML) extends UML with powerful systems engineering capabilities for modeling a wider spectrum of systems and capturing all aspects of a system’s design. SysML Distilled is the first clear, concise guide for everyone who wants to start creating effective SysML models.(Drawing on his pioneering experience at Lockheed Martin and NASA, Lenny Delligatti illuminates SysML’s core components and provides practical advice to help you create good models and good designs. Delligatti begins with an easy-to-understand overview of Model-Based Systems Engineering (MBSE) and an explanation of how SysML enables effective system specification, analysis, design, optimization, verification, and validation. Next, he shows how to use all nine types of SysML diagrams, even if you have no previous experience with modeling languages. A case study running through the text demonstrates the use of SysML in modeling a complex, real-world sociotechnical system.Modeled after Martin Fowler’s classic UML Distilled, Delligatti’s indispensable guide quickly teaches you what you need to know to get started and helps you deepen your knowledge incrementally as the need arises. Like SysML itself, the book is method independent and is designed to support whatever processes, procedures, and tools you already use.Coverage IncludesWhy SysML was created and the business case for using it Quickly putting SysML to practical use What to know before you start a SysML modeling project Essential concepts that apply to all SysML diagrams SysML diagram elements and relationships Diagramming block definitions, internal structures, use cases, activities, interactions, state machines, constraints, requirements, and packages Using allocations to define mappings among elements across a model SysML notation tables, version changes, and sources for more information Features + Benefits The most practical introduction to SysML Covers all essential diagrams: block definitions, internal blocks, use cases, activities, sequences, state machines, parametrics, requirements, and packages How to use SysML to move towards full-fledged Model-Based Systems Engineering (MBSE) Foreword by Rick Steiner xvii Foreword by Richard Soley xix Preface xxv Acknowledgments xxxi About the Author xxxiii Chapter 1: Overview of Model-Based Systems Engineering 1 1.1 What Is MBSE? 2 1.2 The Three Pillars of MBSE 4 1.3 The Myth of MBSE 9 Chapter 2: Overview of the Systems Modeling Language 11 2.1 What SysML Is–and Isn’t 11 2.2 Yes, SysML Is Based on UML–but You Can Start with SysML 13 2.3 SysML Diagram Overview 14 2.4 General Diagram Concepts 17 Chapter 3: Block Definition Diagrams 23 3.1 Purpose 23 3.2 When Should You Create a BDD? 24 3.3 The BDD Frame 24 3.4 Blocks 26 3.5 Associations: Another Notation for a Property 44 3.6 Generalizations 49 3.7 Dependencies 52 3.8 Actors 53 3.9 Value Types 55 3.10 Constraint Blocks 57 3.11 Comments 59 Chapter 4: Internal Block Diagrams 63 4.1 Purpose 63 4.2 When Should You Create an IBD? 64 4.3 Blocks, Revisited 64 4.4 The IBD Frame 65 4.5 BDDs and IBDs: Complementary Views of a Block 66 4.6 Part Properties 67 4.7 Reference Properties 67 4.8 Connectors 68 4.9 Item Flows 71 4.10 Nested Parts and References 72 Chapter 5: Use Case Diagrams 77 5.1 Purpose 77 5.2 When Should You Create a Use Case Diagram? 77 5.3 Wait! What’s a Use Case? 78 5.4 The Use Case Diagram Frame 81 5.5 Use Cases 82 5.6 System Boundary 83 5.7 Actors 83 5.8 Associating Actors with Use Cases 84 5.9 Base Use Cases 85 5.10 Included Use Cases 85 5.11 Extending Use Cases 87 Chapter 6: Activity Diagrams 89 6.1 Purpose 89 6.2 When Should You Create an Activity Diagram? 90 6.3 The Activity Diagram Frame 90 6.4 A Word about Token Flow 92 6.5 Actions: The Basics 93 6.6 Object Nodes 95 6.7 Edges 99 6.8 Actions, Revisited 102 6.9 Control Nodes 112 6.10 Activity Partitions: Allocating Behaviors to Structures 119 Chapter 7: Sequence Diagrams 123 7.1 Purpose 123 7.2 When Should You Create a Sequence Diagram? 124 7.3 The Sequence Diagram Frame 125 7.4 Lifelines 125 7.5 Messages 129 7.6 Destruction Occurrences 138 7.7 Execution Specifications 139 7.8 Constraints 141 7.9 Combined Fragments 144 7.10 Interaction Uses 151 Chapter 8: State Machine Diagrams 155 8.1 Purpose 155 8.2 When Should You Create a State Machine Diagram? 156 8.3 The State Machine Diagram Frame 156 8.4 States 158 8.5 Transitions 162 8.6 Pseudostates 171 8.7 Regions 173 Chapter 9: Parametric Diagrams 177 9.1 Purpose 177 9.2 When Should You Create a Parametric Diagram? 178 9.3 Blocks, Revisited 179 9.4 The Parametric Diagram Frame 182 9.5 Constraint Properties 184 9.6 Constraint Parameters 185 9.7 Value Properties 185 9.8 Binding Connectors 187 Chapter 10: Package Diagrams 189 10.1 Purpose 189 10.2 When Should You Create a Package Diagram? 190 10.3 The Package Diagram Frame 190 10.4 Notations for Namespace Containment 191 10.5 Dependencies between Packages 193 10.6 Importing Packages 193 10.7 Specialized Packages 194 10.8 Shades of Gray: Are You Looking at a Package Diagram or a Block Definition Diagram? 198 Chapter 11: Requirements Diagrams 201 11.1 Purpose 201 11.2 When Should You Create a Requirements Diagram? 202 11.3 The Requirements Diagram Frame 202 11.4 Requirements 204 11.5 Requirements Relationships 205 11.6 Notations for Requirements Relationships 209 11.7 Rationale 213 Chapter 12: Allocations: Cross-Cutting Relationships 215 12.1 Purpose 215 12.2 There’s No Such Thing as an Allocation Diagram 216 12.3 Uses for Allocation Relationships 216 12.4 Notations for Allocation Relationships 219 12.5 Rationale 224 Appendix A: SysML Notation Desk Reference 227 Appendix B: Changes between SysML Versions 245 Bibliography 253 Index 255SysML Distilled is a go-to reference for everyone who wants to start creating accurate and useful system models with SysML. Drawing on his pioneering experience creating models for Lockheed Martin and NASA, Lenny Delligatti illuminates SysML's core components, and shows how to use them even under tight deadlines and other constraints. The reader needn't know all of SysML to create effective models: SysML Distilled quickly teaches what does need to be known, and helps deepen the reader's knowledge incrementally as the need arises.  

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  More Agile Testing

  The authors are renowned experts on the topic of testing in agile environments. They have remained very active and accessible in both the agile and testing communities since the publication of their first book. This shorter book supplements the lessons of its predecessor, and provides even more practical advice on how to successfully implement and manage a testing program in an agile setting. The book further defines agile testing and illustrates the tester’s role with contemporary examples from real agile teams. This book is another must for agile testers, agile teams, their managers, and their customers. Product Description Janet Gregory and Lisa Crispin pioneered the agile testing discipline with their previous work, Agile Testing. Now, in More Agile Testing, they reflect on all they’ve learned since. They address crucial emerging issues, share evolved agile practices, and cover key issues agile testers have asked to learn more about. Packed with new examples from real teams, this insightful guide offers detailed information about adapting agile testing for your environment; learning from experience and continually improving your test processes; scaling agile testing across teams; and overcoming the pitfalls of automated testing. You’ll find brand-new coverage of agile testing for the enterprise, distributed teams, mobile/embedded systems, regulated environments, data warehouse/BI systems, and DevOps practices. You’ll come away understanding • How to clarify testing activities within the team • Ways to collaborate with business experts to identify valuable features and deliver the right capabilities • How to design automated tests for superior reliability and easier maintenance • How agile team members can improve and expand their testing skills • How to plan “just enough,” balancing small increments with larger feature sets and the entire system • How to use testing to identify and mitigate risks associated with your current agile processes and to prevent defects • How to address challenges within your product or organizational context • How to perform exploratory testing using “personas” and “tours” • Exploratory testing approaches that engage the whole team, using test charters with session- and thread-based techniques • How to bring new agile testers up to speed quickly–without overwhelming them The eBook edition of More Agile Testing also is available as part of a two-eBook collection, The Agile Testing Collection (9780134190624). Features + Benefits Codifies the latest thinking on testing for agile projects and builds upon the feedback received from the authors' previous book Readers will come away from this book understanding how to get testers engaged in the agile development process Shows where testers and QA managers fit into the equation, and how the development and testing teams can work hand-in-hand on an agile project Another addition to the highly successful Mike Cohn Signature Series Foreword by Elisabeth Hendrickson xvii Foreword by Johanna Rothman xix Preface xxi Acknowledgments xxix About the Authors xxxiii About the Contributors xxxv Part I: Introduction 1 Chapter 1: How Agile Testing Has Evolved 3 Summary 6 Chapter 2: The Importance of Organizational Culture 7 Investing Time 8 The Importance of a Learning Culture 12 Fostering a Learning Culture 13 Transparency and Feedback Loops 15 Educating the Organization 17 Managing Testers 19 Summary 20 Part II: Learning for Better Testing 21 Chapter 3: Roles and Competencies 23 Competencies versus Roles 24 T-Shaped Skill Set 28 Generalizing Specialists 33 Hiring the Right People 36 Onboarding Testers 37 Summary 39 Chapter 4: Thinking Skills for Testing 41 Facilitating 42 Solving Problems 43 Giving and Receiving Feedback 45 Learning the Business Domain 46 Coaching and Listening Skills 48 Thinking Differently 49 Organizing 51 Collaborating 52 Summary 53 Chapter 5: Technical Awareness 55 Guiding Development with Examples 55 Automation and Coding Skills 56 General Technical Skills 59 Development Environments 59 Test Environments 60 Continuous Integration and Source Code Control Systems 62 Testing Quality Attributes 65 Test Design Techniques 67 Summary 67 Chapter 6: How to Learn 69 Learning Styles 69 Learning Resources 72 Time for Learning 77 Helping Others Learn 79 Summary 83 Part III: Planning–So You Don’t Forget the Big Picture 85 Chapter 7: Levels of Precision for Planning 87 Different Points of View 87 Planning for Regression Testing 97 Visualize What You Are Testing 98 Summary 100 Chapter 8: Using Models to Help Plan 101 Agile Testing Quadrants 101 Challenging the Quadrants 108 Using Other Influences for Planning 113 Planning for Test Automation 115 Summary 116 Part IV: Testing Business Value 119 Chapter 9: Are We Building the Right Thing? 121 Start with “Why” 121 Tools for Customer Engagement 123 More Tools or Techniques for Exploring Early 134 Invest to Build the Right Thing 134 Summary 135 Chapter 10: The Expanding Tester’s Mindset: Is This My Job? 137 Whose Job Is This Anyway? 137 Take the Initiative 142 Summary 144 Chapter 11: Getting Examples 145 The Power of Using Examples 145 Guiding Development with Examples 148 Where to Get Examples 155 Benefits of Using Examples 157 Potential Pitfalls of Using Examples 159 The Mechanics of Using Examples to Guide Coding 162 Summary 162 Part V: Investigative Testing 163 Chapter 12: Exploratory Testing 165 Creating Test Charters 168 Generating Test Charter Ideas 171 Managing Test Charters 176 Exploring in Groups 183 Recording Results for Exploratory Test Sessions 185 Where Exploratory Testing Fits into Agile Testing 188 Summary 190 Chapter 13: Other Types of Testing 191 So Many Testing Needs 192 Concurrency Testing 194 Internationalization and Localization 195 Regression Testing Challenges 200 User Acceptance Testing 201 A/B Testing 203 User Experience Testing 205 Summary 207 Part VI: Test Automation 209 Chapter 14: Technical Debt in Testing 211 Make It Visible 212 Work on the Biggest Problem–and Get the Whole Team Involved 217 Summary 220 Chapter 15: Pyramids of Automation 223 The Original Pyramid 223 Alternate Forms of the Pyramid 224 The Dangers of Putting Off Test Automation 227 Using the Pyramid to Show Different Dimensions 231 Summary 235 Chapter 16: Test Automation Design Patterns and Approaches 237 Involve the Whole Team 238 Starting Off Right 239 Design Principles and Patterns 240 Test Maintenance 248 Summary 251 Chapter 17: Selecting Test Automation Solutions 253 Solutions for Teams in Transition 253 Meeting New Automation Challenges with the Whole Team 258 Achieving Team Consensus for Automation Solutions 260 How Much Automation Is Enough? 262 Collaborative Solutions for Choosing Tools 264 Scaling Automation to Large Organizations 264 Other Automation Considerations 268 Summary 269 Part VII: What Is Your Context? 271 Chapter 18: Agile Testing in the Enterprise 275 What Do We Mean by “Enterprise”? 275 “Scaling” Agile Testing 276 Coordinating Multiple Teams 283 Consistent Tooling 289 Managing Dependencies 292 Advantages of Reaching Out beyond the Delivery Team 296 Summary 297 Chapter 19: Agile Testing on Distributed Teams 299 Why Not Colocate? 301 Common Challenges 302 Strategies for Coping 308 Offshore Testing 312 Tool Ideas for Distributed Teams 319 Summary 322 Chapter 20: Agile Testing for Mobile and Embedded Systems 325 Similar, Yet Different 326 Testing Is Critical 328 Agile Approaches 329 Summary 337 Chapter 21: Agile Testing in Regulated Environments 339 The “Lack of Documentation” Myth 339 Agile and Compliance 340 Summary 346 Chapter 22: Agile Testing for Data Warehouses and Business Intelligence Systems 347 What Is Unique about Testing BI/DW? 348 Using Agile Principles 351 Data–the Critical Asset 352 Big Data 357 Summary 360 Chapter 23: Testing and DevOps 361 A Short Introduction to DevOps 361 DevOps and Quality 363 How Testers Add DevOps Value 371 Summary 376 Part VIII: Agile Testing in Practice 379 Chapter 24: Visualize Your Testing 381 Communicating the Importance of Testing 381 Visualize for Continuous Improvement 386 Visibility into Tests and Test Results 390 Summary 392 Chapter 25: Putting It All Together 393 Confidence-Building Practices 394 Create a Shared Vision 402 Summary 405 Appendix A: Page Objects in Practice: Examples 407 An Example with Selenium 2–WebDriver 407 Using the PageFactory Class 410 Appendix B: Provocation Starters 413 Glossary 415 References 423 Bibliography 435 Index 459The authors are renowned experts on the topic of testing in agile environments. They have remained very active and accessible in both the agile and testing communities since the publication of their first book. This shorter book supplements the lessons of its predecessor, and provides even more practical advice on how to successfully implement and manage a testing program in an agile setting. The book further defines agile testing and illustrates the tester's role with contemporary examples from real agile teams. This book is another must for agile testers, agile teams, their managers, and their customers.

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  User Stories Applied

  Learn to build robust software that more closely meets the customer's needs through applying the concept of user stories. A clear explanation of the most agile means of gathering software requirements Thoroughly reviewed and eagerly anticipated by the agile software development community Allows the reader to save time and resources by gathering the proper requirements BEFORE coding begins The concept of user stories has its roots as one of the main tenets of Extreme Programming. In simple terms, user stories represent an effective means of gathering requirements from the customer (roughly akin to use cases). This book describes user stories and demonstrates how they can be used to properly plan, manage, and test software development projects. The book highlights both successful and unsuccessful implementations of the concept, and provides sets of questions and exercises that drive home its main points. After absorbing the lessons in this book, readers will be able to introduce user stories in their organizations as an effective means of determining precisely what is required of a software application. Product Description Thoroughly reviewed and eagerly anticipated by the agile community, User Stories Applied offers a requirements process that saves time, eliminates rework, and leads directly to better software. The best way to build software that meets users' needs is to begin with "user stories": simple, clear, brief descriptions of functionality that will be valuable to real users. In User Stories Applied, Mike Cohn provides you with a front-to-back blueprint for writing these user stories and weaving them into your development lifecycle. You'll learn what makes a great user story, and what makes a bad one. You'll discover practical ways to gather user stories, even when you can't speak with your users. Then, once you've compiled your user stories, Cohn shows how to organize them, prioritize them, and use them for planning, management, and testing. User role modeling: understanding what users have in common, and where they differ Gathering stories: user interviewing, questionnaires, observation, and workshops Working with managers, trainers, salespeople and other "proxies" Writing user stories for acceptance testing Using stories to prioritize, set schedules, and estimate release costs Includes end-of-chapter practice questions and exercises User Stories Applied will be invaluable to every software developer, tester, analyst, and manager working with any agile method: XP, Scrum... or even your own home-grown approach. Features + Benefits Learn to build robust software that more closely meets the customer's needs through applying the concept of user stories. ° A clear explanation of the most agile means of gathering software requirements ° Thoroughly reviewed and eagerly anticipated by the agile software development community ° Allows the reader to save time and resources by gathering the proper requirements BEFORE coding begins Backcover Agile requirements: discovering what your users really want. With this book, you will learn to: Flexible, quick and practical requirements that work Save time and develop better software that meets users' needs Gathering user stories -- even when you can't talk to users How user stories work, and how they differ from use cases, scenarios, and traditional requirements Leveraging user stories as part of planning, scheduling, estimating, and testing Ideal for Extreme Programming, Scrum, or any other agile methodology ---------------------------------------------------------------------------------------------------------- Thoroughly reviewed and eagerly anticipated by the agile community, User Stories Applied offers a requirements process that saves time, eliminates rework, and leads directly to better software. The best way to build software that meets users' needs is to begin with user stories: simple, clear, brief descriptions of functionality that will be valuable to real users. In User Stories Applied, Mike Cohn provides you with a front-to-back blueprint for writing these user stories and weaving them into your development lifecycle. You'll learn what makes a great user story, and what makes a bad one. You'll discover practical ways to gather user stories, even when you can't speak with your users. Then, once you've compiled your user stories, Cohn shows how to organize them, prioritize them, and use them for planning, management, and testing. User role modeling: understanding what users have in common, and where they differ Gathering stories: user interviewing, questionnaires, observation, and workshops Working with managers, trainers, salespeople and other proxies Writing user stories for acceptance testing Using stories to prioritize, set schedules, and estimate release costs Includes end-of-chapter practice questions and exercises User Stories Applied will be invaluable to every software developer, tester, analyst, and manager working with any agile method: XP, Scrum... or even your own home-grown approach. ADDISON-WESLEY PROFESSIONAL Boston, MA 02116 www.awprofessional.com ISBN: 0-321-20568-5 Foreword. Acknowledgments. Introduction. I: GETTING STARTED. 1: An Overview. What Is a User Story? Where Are the Details? "How Long Does It Have to Be?" The Customer Team. What Will the Process Be Like? Planning Releases and Iterations. What Are Acceptance Tests? Why Change? Summary. Questions. 2: Writing Stories. Independent. Negotiable. Valuable to Purchasers or Users. Estimatable. Small. Testable. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 3: User Role Modeling. User Roles. Role Modeling Steps. Two Additional Techniques. What If I Have On-Site Users? Summary. Developer Responsibilities. Customer Responsibilities. Questions. 4: Gathering Stories. Elicitation and Capture Should Be Illicit. A Little Is Enough, or Is It? Techniques. User Interviews. Questionnaires. Observation. Story-Writing Workshops. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 5: Working with User Proxies. The Users' Manager. A Development Manager. Salespersons. Domain Experts. The Marketing Group. Former Users. Customers. Trainers and Technical Support. Business or Systems Analysts. What to Do When Working with a User Proxy. Can You Do It Yourself? Constituting the Customer Team. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 6: Acceptance Testing User Stories. Write Tests Before Coding. The Customer Specifies the Tests. Testing Is Part of the Process. How Many Tests Are Too Many? The Framework for Integrated Test. Types of Testing. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 7: Guidelines for Good Stories. Start with Goal Stories. Slice the Cake. Write Closed Stories. Put Constraints on Cards. Size the Story to the Horizon. Keep the UI Out as Long as Possible. Some Things Aren't Stories. Include User Roles in the Stories. Write for One User. Write in Active Voice. Customer Writes. Don't Number Story Cards. Don't Forget the Purpose. Summary. Questions. II: ESTIMATING AND PLANNING. 8: Estimating User Stories. Story Points. Estimate as a Team. Estimating. Triangulate. Using Story Points. What If We Pair Program? Some Reminders. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 9: Planning a Release. When Do We Want the Release? What Would You Like in It? Prioritizing the Stories. Mixed Priorities. Risky Stories. Prioritizing Infrastructural Needs. Selecting an Iteration Length. From Story Points to Expected Duration. The Initial Velocity. Creating the Release Plan. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 10: Planning an Iteration. Iteration Planning Overview. Discussing the Stories. Disaggregating into Tasks. Accepting Responsibility. Estimate and Confirm. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 11: Measuring and Monitoring Velocity. Measuring Velocity. Planned and Actual Velocity. Iteration Burndown Charts. Burndown Charts During an Iteration. Summary. Developer Responsibilities. Customer Responsibilities. Questions. III: FREQUENTLY DISCUSSED TOPICS. 12: What Stories Are Not. User Stories Aren't IEEE 830. User Stories Are Not Use Cases. User Stories Aren't Scenarios. Summary. Questions. 13: Why User Stories? Verbal Communication. User Stories Are Comprehensible. User Stories Are the Right Size for Planning. User Stories Work for Iterative Development. Stories Encourage Deferring Detail. Stories Support Opportunistic Development. User Stories Encourage Participatory Design. Stories Build Up Tacit Knowledge. Why Not Stories? Summary. Developer Responsibilities. Customer Responsibilities. Questions. 14: A Catalog of Story Smells. Stories Are Too Small. Interdependent Stories. Goldplating. Too Many Details. Including User Interface Detail Too Soon. Thinking Too Far Ahead. Splitting Too Many Stories. Customer Has Trouble Prioritizing. Customer Won't Write and Prioritize the Stories. Summary. Developer Responsibilities. Customer Responsibilities. Questions. 15: Using Stories with Scrum. Scrum Is Iterative and Incremental. The Basics of Scrum. The Scrum Team. The Product Backlog. The Sprint Planning Meeting. The Sprint Review Meeting. The Daily Scrum Meeting. Adding Stories to Scrum. A Case Study. Summary. Questions. 16: Additional Topics. Handling NonFunctional Requirements. Paper or Software? User Stories and the User Interface. Retaining the Stories. Stories for Bugs. Summary. Developer Responsibilities. Customer Responsibilities. Questions. IV: AN EXAMPLE. 17: The User Roles. The Project. Identifying the Customer. Identifying Some Initial Roles. Consolidating and Narrowing. Role Modeling. Adding Personas. 18: The Stories. Stories for Teresa. Stories for Captain Ron. Stories for a Novice Sailor. Stories for a Non-Sailing Gift Buyer. Stories for a Report Viewer. Some Administration Stories. Wrapping Up. 19: Estimating the Stories. The First Story. Advanced Search. Rating and Reviewing. Accounts. Finishing the Estimates. All the Estimates. 20: The Release Plan. Estimating Velocity. Prioritizing the Stories. The Finished Release Plan. 21: The Acceptance Tests.The concept of user stories has its roots as one of the main tenets of ExtremeProgramming. In simple terms, user stories represent an effective means ofgathering requirements from the customer (roughly akin to use cases). Thisbook describes user stories and demonstrates how they can be used to properlyplan, manage, and test software development projects. The book highlightsboth successful and unsuccessful implementations of the concept, and providessets of questions and exercises that drive home its main points. After absorbingthe lessons in this book, readers will be able to introduce user stories in theirorganizations as an effective means of determining precisely what is required ofa software application.

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  Management 3.0

  Pragmatic Insights for Successfully Managing Your Unique Agile Team or Organization In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; that you can't simply let them run themselves; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly: rather it deepens your understanding of how organizations and Agile teams work, and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager and trainer, Appelo identifies the most valuable elements of Agile management, and helps you improve each of them. Coverage includes Getting beyond "Management 1.0" command hierarchies, and "Management 2.0" fads Understanding how complexity and non-linearity affect your organization-and why the best-laid plans so often fail Giving teams the care and feeding they need to grow on their own Defining boundaries and constraints, so teams can succeed in alignment with company goals Anticipating issues teams won't or can't resolve by themselves Sowing the seeds for a culture of software craftsmanship Keeping your people active, creative, motivated, and energized Helping teams develop crucial missing skills and disciplines Crafting organizational networks and communication flows that promote success Making change desirable-and making stagnation painful Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 will help you bring greater agility to any software organization, team, or project. Product Description In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes . Getting beyond "Management 1.0" control and "Management 2.0" fads . Understanding how complexity affects your organization . Keeping your people active, creative, innovative, and motivated . Giving teams the care and authority they need to grow on their own . Defining boundaries so teams can succeed in alignment with business goals . Sowing the seeds for a culture of software craftsmanship . Crafting an organizational network that promotes success . Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project. Backcover In many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes . Getting beyond "Management 1.0" control and "Management 2.0" fads . Understanding how complexity affects your organization . Keeping your people active, creative, innovative, and motivated . Giving teams the care and authority they need to grow on their own . Defining boundaries so teams can succeed in alignment with business goals . Sowing the seeds for a culture of software craftsmanship . Crafting an organizational network that promotes success . Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project. Forewords xix Acknowledgments xxv About the Author xxvii Preface xxix 1 Why Things Are Not That Simple 1 Causality 2 Complexity 3 Our Linear Minds 5 Reductionism 7 Holism 8 Hierarchical Management 9 Agile Management 11 My Theory of Everything 12 The Book and the Model 13 Summary 14 Reflection and Action 14 2 Agile Software Development 17 Prelude to Agile 17 The Book of Agile 19 The Fundamentals of Agile 22 The Competition of Agile 24 The Obstacle to Agile 28 Line Management versus Project Management 28 Summary 30 Reflection and Action 31 3 Complex Systems Theory 33 Cross-Functional Science 34 General Systems Theory 35 Cybernetics 36 Dynamical Systems Theory 37 Game Theory 37 Evolutionary Theory 38 Chaos Theory 38 The Body of Knowledge of Systems 39 Simplicity: A New Model 41 Revisiting Simplification 44 Nonadaptive versus Adaptive 45 Are We Abusing Science? 46 A New Era: Complexity Thinking 48 Summary 50 Reflection and Action 50 4 The Information-Innovation System 51 Innovation Is the Key to Survival 52 Knowledge 54 Creativity 56 Motivation 58 Diversity 60 Personality 62 Only People Are Qualified for Control 64 From Ideas to Implementation 65 Summary 66 Reflection and Action 67 5 How to Energize People 69 Creative Phases 69 Manage a Creative Environment 72 Creative Techniques 74 Extrinsic Motivation 75 Intrinsic Motivation 78 Demotivation 79 Ten Desires of Team Members 80 What Motivates People: Find the Balance 83 Make Your Rewards Intrinsic 86 Diversity? You Mean Connectivity! 87 Personality Assessments 89 Four Steps toward Team Personality Assessment 90 Do-It-Yourself Team Values 92 Define Your Personal Values 94 The No Door Policy 95 Summary 97 Reflection and Action 97 6 The Basics of Self-Organization 99 Self-Organization within a Context 99 Self-Organization toward Value 101 Self-Organization versus Anarchy 102 Self-Organization versus Emergence 104 Emergence in Teams 106 Self-Organization versus Self-Direction versus Self-Selection 107 Darkness Principle 108 Conant-Ashby Theorem 110 Distributed Control 111 Empowerment as a Concept 112 Empowerment as a Necessity 113 You Are (Like) a Gardener 115 Summary 117 Reflection and Action 118 7 How to Empower Teams 119 Don't Create Motivational Debt 119 Wear a Wizard's Hat 121 Pick a Wizard, Not a Politician 122 Empowerment versus Delegation 123 Reduce Your Fear, Increase Your Status 124 Choose the Right Maturity Level 125 Pick the Right Authority Level 127 Assign Teams or Individuals 131 The Delegation Checklist 132 If You Want Something Done, Practice Your Patience 133 Resist Your Manager's Resistance 134 Address People's Ten Intrinsic Desires 136 Gently Massage the Environment 136 Trust 138 Respect 141 Summary 144 Reflection and Action 144 8 Leading and Ruling on Purpose 147 Game of Life 147 Universality Classes 149 False Metaphor 150 You're Not a Game Designer 151 But.Self-Organization Is Not Enough 152 Manage the System, Not the People 154 Managers or Leaders? 156 Right Distinction: Leadership versus Governance 156 Meaning of Life 158 Purpose of a Team 160 Assigning an Extrinsic Purpose 163 Summary 164 Reflection and Action 165 9 How to Align Constraints 167 Give People a Shared Goal 167 Checklist for Agile Goals 170 Communicate Your Goal 172 Vision versus Mission 174 Examples of Organizational Goals 176 Allow Your Team an Autonomous Goal 177 Compromise on Your Goal and Your Team's Goal 178 Create a Boundary List of Authority 179 Choose the Proper Management Angle 180 Protect People 181 Protect Shared Resources 183 Constrain Quality 185 Create a Social Contract 186 Summary 188 Reflection and Action 188 10 The Craft of Rulemaking 191 Learning Systems 191 Rules versus Constraints 193 The Agile Blind Spot 196 What's Important: Craftsmanship 198 Positive Feedback Loops 200 Negative Feedback Loops 201 Discipline * Skill = Competence 204 Diversity of Rules 206 Subsidiarity Principle 208 Risk Perception and False Security 209 Memetics 211 Broken Windows 215 Summary 216 Reflection and Action&nbsIn many organizations, management is the biggest obstacle to successful Agile development. Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization.Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them.Coverage includes- Getting beyond "Management 1.0" control and "Management 2.0" fads- Understanding how complexity affects your organization- Keeping your people active, creative, innovative, and motivated- Giving teams the care and authority they need to grow on their own- Defining boundaries so teams can succeed in alignment with business goals- Sowing the seeds for a culture of software craftsmanship- Crafting an organizational network that promotes success- Implementing continuous improvement that actually worksThoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.

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  ADAPTIVE PROJECT FRAMEWORK

  A Breakthrough Framework for Adaptive Project Management from Project Management Guru Robert K. Wysocki Traditional project management models simply are not appropriate for an increasing number of critical projects, for which complete requirements and objectives cannot be specified upfront, and relentless change cannot be avoided. What's needed is an entirely new framework for project management: one that combines Agile methods with the profession's most enduring best practices. In this book, Robert K. Wysocki provides that framework-the Adaptive Project Framework (APF)-and shows how to apply it in any domain. Wysocki, one of the world's leading project management consultants, has spent decades helping large organizations succeed with complex projects. Drawing on everything he's learned, he explains why a fundamentally new framework is needed, and introduces all five phases of that framework. He covers artifacts, processes, and deliverables, and shows how to utilize each phase most effectively in your environment. Through four detailed case studies, you'll discover how APF can help you adapt to unexpected events, encouraging creative responses based on open partnerships between clients and project teams. Coverage includes Bringing greater flexibility and speed to any project, regardless of its goals or context Moving forward successfully with projects that have vague requirements Discovering what clients really want, not just what they say they want Managing ongoing scope changes throughout a project Customizing APF to your own environment Integrating APF with existing agile software development methods Overcoming the obstacles to success with APF Preparing for the future of project management This book is written for every project participant-project and program managers, software and product developers, process designers, and business analysts-who needs to deliver results in a world that won't stand still. Product Description A Breakthrough Framework for Adaptive Project Management from Project Management Guru Robert K. Wysocki For an increasing number of critical projects, traditional project management models simply are not appropriate. In many cases, complete requirements and objectives cannot be specified up front, and significant changes cannot be avoided. What's needed is an entirely new framework for project management: one that combines agile methods with the profession's most enduring best practices. In this book, Robert K. Wysocki provides that framework-the Adaptive Project Framework (APF)-and shows how to apply it in any domain. Wysocki, one of the world's leading project management consultants, has spent decades helping large organizations succeed with complex projects. Drawing on everything he's learned, he explains why a fundamentally new framework is needed and introduces all five phases of that framework. He covers artifacts, processes, and deliverables, and shows how to utilize each phase most effectively in your environment. Through four detailed case studies, you'll discover how APF can help you adapt to unexpected events, encouraging creative responses based on open partnerships between clients and project teams. Coverage includes Bringing greater flexibility and speed to any project, regardless of its goals or context Moving forward successfully with projects that have vague requirements Discovering what clients really want, not just what they say they want Managing ongoing scope changes throughout a project Customizing APF to your own environment Integrating APF with existing agile software development methods Using APF to overcome the obstacles to success Preparing for the future of project management This book is written for every project participant-project and program managers, software and product developers, process designers, and business analysts-who needs to deliver results in a world that won't stand still. Backcover A Breakthrough Framework for Adaptive Project Management from Project Management Guru Robert K. Wysocki For an increasing number of critical projects, traditional project management models simply are not appropriate. In many cases, complete requirements and objectives cannot be specified up front, and significant changes cannot be avoided. What's needed is an entirely new framework for project management: one that combines agile methods with the profession's most enduring best practices. In this book, Robert K. Wysocki provides that framework-the Adaptive Project Framework (APF)-and shows how to apply it in any domain. Wysocki, one of the world's leading project management consultants, has spent decades helping large organizations succeed with complex projects. Drawing on everything he's learned, he explains why a fundamentally new framework is needed and introduces all five phases of that framework. He covers artifacts, processes, and deliverables, and shows how to utilize each phase most effectively in your environment. Through four detailed case studies, you'll discover how APF can help you adapt to unexpected events, encouraging creative responses based on open partnerships between clients and project teams. Coverage includes Bringing greater flexibility and speed to any project, regardless of its goals or context Moving forward successfully with projects that have vague requirements Discovering what clients really want, not just what they say they want Managing ongoing scope changes throughout a project Customizing APF to your own environment Integrating APF with existing agile software development methods Using APF to overcome the obstacles to success Preparing for the future of project management This book is written for every project participant-project and program managers, software and product developers, process designers, and business analysts-who needs to deliver results in a world that won't stand still. Preface xv Acknowledgments xvii About the Author xix Introduction 1 The Contemporary Project Landscape 2 Project Management Is Organized Common Sense 18 Why I Wrote This Book 20 How This Book Is Structured 21 Case Studies 21 Who Should Read This Book? 24 Putting It All Together 27 Chapter 1: Overview of the Adaptive Project Framework 29 The Fundamentals of the Adaptive Project Framework 30 Goal, Solution, Functions, and Features 34 Traditional Project Management (TPM) 37 Agile Project Management (APM) 43 Case Study: Try & Buy Department Stores-DSDM Approach 58 Adaptive Project Framework 58 Case Study: PDQ Prioritized Scope Triangle 85 Extreme Project Management 89 Emertxe Project Management 90 Putting It All Together 91 Discussion Questions 91 Chapter 2: How to Scope the APF Project 93 Overview of the APF Version Scope Phase 94 APF Version Scope Phase: The Defining Process 98 Case Studies 110 APF Version Scope: Planning Process 128 Version Scope Phase Kick-off Meeting 141 Team Formation 142 Putting It All Together 143 Discussion Questions 143 Chapter 3: How to Plan an APF Cycle 145 An Overview of the APF Cycle Planning Phase 146 APF Cycle Plan Deliverables 161 Cycle Scope Changes 176 Issue Tracking and Resolution 177 Micromanaging an APF Cycle 178 Case Study: Try & Buy Department Stores 180 Case Study: Pizza Delivered Quickly 182 Putting It All Together 188 Discussion Questions 188 Chapter 4: How to Build the APF Cycle 189 Overview of the Cycle Build Phase 190 Cycle Build Variations 212 Case Study: Kamikazi Software Systems 214 Putting It All Together 215 Discussion Questions 215 Chapter 5: How to Manage the Client Checkpoint 217 An Overview of the APF Client Checkpoint Phase 218 Client Checkpoint Questions 229 Major Inputs to the Next Cycle Planning Activity 234 Artifacts of the Client Checkpoint Phase 237 Next Cycle 245 Client Checkpoint Variations 246 Case Study: PDQ 246 Putting It All Together 251 Discussion Questions 252 Chapter 6: How to Conduct the Post-version Review 253 Overview of the APF Post-version Review Phase 255 Major Questions for the Post-version Review Phase 256 Lessons Learned 259 Improvement Opportunities 261 Post-version Final Report 264 Case Study: Snacks Fifth Avenue-Kiosk Design 265 Case Study: Kamikazi Software Systems-Systems Development Project Management Process Design 266 Case Study: Pizza Delivered Quickly-Order Entry and Home Delivery Process Design 267 Case Study: Try & Buy Department Stores-Curriculum Design, Development, and Delivery 268 Putting It All Together 269 Discussion Questions 269 Chapter 7: Adapting APF 271 APF Is Flexible and Adaptive 271 Variations 272 Putting It All Together 282 Discussion Questions 283 Chapter 8: APF in the Extreme 285 Defining an Extreme Project 286 Extreme Project Life Cycle 290 A Variation of an Extreme Project: The Emertxe Project 305 Comparing xPM and MPx PMLC Models 306 Putting It All Together 307 Discussion Questions 307 Chapter 9: APF Frequently Asked Questions 309 APF Is a Work in Process 309 You Mean I'm Going to Ask My Clients for $1M and One Year, and I Can't Tell Them What They Will Get? 310 Can the Clients Increase the Budget or Deadline? 312 What if You Can't Get the Client to Be Meaningfully Involved? 313 How Much Planning Do You Do Up Front for the Contents of the First Few Cycles? 316 What if the Team Is Resistant to APF? 317 Can a Distributed Team Use APF? How? 317 Can Part of a Project Use APF? How? 319 Do You Have to Worry about Micro-management? 319 How Do You Implement APF in an Organization Heavily Invested in TPM? 320 Putting It All Together 321 Chapter 10: Taking Stock 323 Organizational Environment 324 Making Choices 324 Prioritization Rules 325 Value of the Project Landscape Model 325 The Current State of APF 325 Implementing APF in Your Organization 330 Putting It All Together 334 Discussion Questions 334 Appendix: CareerAgent Overview 335 CareerAgent Functions 335 The Architecture of CareerAgent 336 Index 343A Breakthrough Framework for Adaptive Project Management from Project Management Guru Robert K. WysockiFor an increasing number of critical projects, traditional project management models simply are not appropriate. In many cases, complete requirements and objectives cannot be specified up front, and significant changes cannot be avoided. What's needed is an entirely new framework for project management: one that combines agile methods with the profession's most enduring best practices. In this book, Robert K. Wysocki provides that framework-the Adaptive Project Framework (APF)-and shows how to apply it in any domain.Wysocki, one of the world's leading project management consultants, has spent decades helping large organizations succeed with complex projects. Drawing on everything he's learned, he explains why a fundamentally new framework is needed and introduces all five phases of that framework. He covers artifacts, processes, and deliverables, and shows how to utilize each phase most effectively in your environment. Through four detailed case studies, you'll discover how APF can help you adapt to unexpected events, encouraging creative responses based on open partnerships between clients and project teams.Coverage includesBringing greater flexibility and speed to any project, regardless of its goals or contextMoving forward successfully with projects that have vague requirementsDiscovering what clients really want, not just what they say they wantManaging ongoing scope changes throughout a projectCustomizing APF to your own environmentIntegrating APF with existing agile software development methodsUsing APF to overcome the obstacles to successPreparing for the future of project managementThis book is written for every project participant-project and program managers, software and product developers, process designers, and business analysts-who needs to deliver results in a world that won't stand still.

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  Agile Testing

  "As Agile methods have entered the mainstream, we've learned a lot about how the testing discipline fits into Agile projects. Lisa and Janet give us a solid look at what to do, and what to avoid, in Agile testing." -Ron Jeffries, www.XProgramming.com "An excellent introduction to agile and how it affects the software test community!" -Gerard Meszaros, Agile Practice Lead and Chief Test Strategist at Solution Frameworks, Inc., an agile coaching and lean software development consultancy "In sports and music, people know the importance of practicing technique until it becomes a part of the way they do things. This book is about some of the most fundamental techniques in software development-how to build quality into code-techniques that should become second nature to every development team. The book provides both broad and in-depth coverage of how to move testing to the front of the development process, along with a liberal sprinkling of real-life examples that bring the book to life." -Mary Poppendieck, Author of Lean Software Development and Implementing Lean Software Development "Refreshingly pragmatic. Chock-full of wisdom. Absent of dogma. This book is a gamechanger. Every software professional should read it." -Uncle Bob Martin, Object Mentor, Inc. "With Agile Testing, Lisa and Janet have used their holistic sensibility of testing to describe a culture shift for testers and teams willing to elevate their test effectiveness. The combination of real-life project experiences and specific techniques provide an excellent way to learn and adapt to continually changing project needs." -Adam Geras, M.Sc. Developer-Tester, Ideaca Knowledge Services "On Agile projects, everyone seems to ask, 'But, what about testing?' Is it the development team's responsibility entirely, the testing team, or a collaborative effort between developers and testers? Or, 'How much testing should we automate?' Lisa and Janet have written a book that finally answers these types of questions and more! Whether you're a tester, developer, or manager, you'll learn many great examples and stories from the real-world work experiences they've shared in this excellent book." -Paul Duvall, CTO of Stelligent and co-author of Continuous Integration: Improving Software Quality and Reducing Risk "Finally a book for testers on Agile teams that acknowledges there is not just one right way! Agile Testing provides comprehensive coverage of the issues testers face when they move to Agile: from tools and metrics to roles and process. Illustrated with numerous stories and examples from many contributors, it gives a clear picture of what successful Agile testers are doing today." -Bret Pettichord, Chief Technical Officer of WatirCraft and Lead Developer of Watir Testing is a key component of agile development. The widespread adoption of agile methods has brought the need for effective testing into the limelight, and agile projects have transformed the role of testers. Much of a tester's function, however, remains largely misunderstood. What is the true role of a tester? Do agile teams actually need members with QA backgrounds? What does it really mean to be an "agile tester?" Two of the industry's most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester's role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors of agile testing. Readers will come away from this book understanding How to get testers engaged in agile development Where testers and QA managers fit on an agile team What to look for when hiring an agile tester How to transition from a traditional cycle to agile development How to complete testing activities in short iterations How to use tests to successfully guide development How to overcome barriers to test automation This book is a must for agile testers, agile teams, their managers, and their customers. Product Description Te>Two of the industry’s most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester’s role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors of agile testing.Readers will come away from this book understandingHow to get testers engaged in agile development Where testers and QA managers fit on an agile team What to look for when hiring an agile tester How to transition from a traditional cycle to agile development How to complete testing activities in short iterations How to use tests to successfully guide development How to overcome barriers to test automation This book is a must for agile testers, agile teams, their managers, and their customers. The eBook edition of Agile Testing also is available as part of a two-eBook collection, The Agile Testing Collection (9780134190624). Backcover Testing is a key component of agile development. The widespread adoption of agile methods has brought the need for effective testing into the limelight, and agile projects have transformed the role of testers. Much of a tester's function, however, remains largely misunderstood. What is the true role of a tester? Do agile teams actually need members with QA backgrounds? What does it really mean to be an "agile tester?" Two of the industry's most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester's role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors of agile testing. Readers will come away from this book understanding How to get testers engaged in agile development Where testers and QA managers fit on an agile team What to look for when hiring an agile tester How to transition from a traditional cycle to agile development How to complete testing activities in short iterations How to use tests to successfully guide development How to overcome barriers to test automation This book is a must for agile testers, agile teams, their managers, and their customers. Foreword by Mike Cohn xxiii Foreword by Brian Marick xxv Preface xxvii Acknowledgments xxxvii About the Authors xli Part I: Introduction 1 Chapter 1: What Is Agile Testing, Anyway? 3 Agile Values 3 What Do We Mean by "Agile Testing"? 4 A Little Context for Roles and Activities on an Agile Team 7 How Is Agile Testing Different? 9 Whole-Team Approach 15 Summary 17 Chapter 2: Ten Principles for Agile Testers 19 What's an Agile Tester? 19 The Agile Testing Mind-Set 20 Applying Agile Principles and Values 21 Adding Value 31 Summary 33 Part II: Organizational Challenges 35 Chapter 3: Cultural Challenges 37 Organizational Culture 37 Barriers to Successful Agile Adoption by Test/QA Teams 44 Introducing Change 49 Management Expectations 52 Change Doesn't Come Easy 56 Summary 58 Chapter 4: Team Logistics 59 Team Structure 59 Physical Logistics 65 Resources 66 Building a Team 69 Summary 71 Chapter 5: Transitioning Typical Processes 73 Seeking Lightweight Processes 73 Metrics 74 Defect Tracking 79 Test Planning 86 Existing Processes and Models 88 Summary 93 Part III: The Agile Testing Quadrants 95 Chapter 6: The Purpose of Testing 97 The Agile Testing Quadrants 97 Knowing When a Story Is Done 104 Managing Technical Debt 106 Testing in Context 106 Summary 108 Chapter 7: Technology-Facing Tests that Support the Team 109 An Agile Testing Foundation 109 Why Write and Execute These Tests? 112 Where Do Technology-Facing Tests Stop? 119 What If the Team Doesn't Do These Tests? 121 Toolkit 123 Summary 127 Chapter 8: Business-Facing Tests that Support the Team 129 Driving Development with Business-Facing Tests 129 The Requirements Quandary 132 Thin Slices, Small Chunks 144 How Do We Know We're Done? 146 Tests Mitigate Risk 147 Testability and Automation 149 Summary 150 Chapter 9: Toolkit for Business-Facing Tests that Support the Team 153 Business-Facing Test Tool Strategy 153 Tools to Elicit Examples and Requirements 155 Tools for Automating Tests Based on Examples 164 Strategies for Writing Tests 177 Testability 183 Test Management 186 Summary 186 Chapter 10: Business-Facing Tests that Critique the Product 189 Introduction to Quadrant 3 190 Demonstrations 191 Scenario Testing 192 Exploratory Testing 195 Usability Testing 202 Behind the GUI 204 Testing Documents and Documentation 207 Tools to Assist with Exploratory Testing 210 Summary 214 Chapter 11: Critiquing the Product Using Technology-Facing Tests 217 Introduction to Quadrant 4 217 Who Does It? 220 When Do You Do It? 222 "ility" Testing 223 Performance, Load, Stress, and Scalability Testing 233 Summary 238 Chapter 12: Summary of Testing Quadrants 241 Review of the Testing Quadrants 241 A System Test Example 242 Tests Driving Development 244 Automation 245 Critiquing the Product with Business-Facing Tests 248 Documentation 251 Using the Agile Testing Quadrants 252 Summary 253 Part IV: Automation 255 Chapter 13: Why We Want to Automate Tests and What Holds Us Back 257 Why Automate? 258 Barriers to Automation-Things that Get in the Way 264 Can We Overcome These Barriers? 270 Summary 271 Chapter 14: An Agile Test Automation Strategy 273 An Agile Approach to Test Automation 274 What Can We Automate? 279 What Shouldn't We Automate? 285 What Might Be Hard to Automate? 287 Developing an Automation Strategy-Where Do We Start? 288 Applying Agile Principles to Test Automation 298 Supplying Data for Tests 304 Evaluating Automation Tools 311 Implementing Automation 316 Managing Automated Tests 319 Go Get Started 324 Summary 324 Part V: An Iteration in the Life of a Tester 327 Chapter 15: Tester Activities in Release or Theme Planning 329 The Purpose of Release Planning 330 Sizing 332 Prioritizing 338 What's in Scope? 340 Test Planning 345 Test Plan Alternatives 350 Preparing for Visibility 354 Summary 366 Chapter 16: Hit the Ground Running 369 Be Proactive 369 Advance Clarity 373 Examples 378 Test Strategies 380 Prioritize Defects 381 Resources 381 Summary 382 Chapter 17: Iteration Kickoff 383 Iteration Planning 383 Testable Stories 393 Collaborate with Customers 396 High-Level Tests and Examples 397 Summary 403 Chapter 18: Coding and Testing 405 Driving Development 406 Tests that Critique the Product 412 Collaborate with Programmers 413 Talk to Customers 414 Completing Testing Tasks 415 Dealing with Bugs 416 It's All about Choices 419 Facilitate Communication 429 Regression Tests 432 Resources 434 Iteration Metrics 435 Summary 440 Chapter 19: Wrap Up the Iteration 443 Iteration Demo 443 Retrospectives 444 Celebrate Successes 449 Summary 451 Chapter 20: Successful Delivery 453 What Makes a Product? 453 Planning Enough Time for Testing 455 The End Game 456 Customer Testing 464 Post-Development Testing Cycles 467 Deliverables 468 Releasing the Product 470 Customer Expectations 475 Summary 476 Part VI: Summary 479 Chapter 21: Key Success Factors 481 Success Factor 1: Use the Whole-Team Approach 482 Success Factor 2: Adopt an Agile Testing Mind-Set 482 Success Factor 3: Automate Regression Testing 484 Success Factor 4: Provide and Obtain Feedback 484 Success Factor 5: Build a Foundation of Core Practices 486 Success Factor 6: Collaborate with Customers 489 Success Factor 7: Look at the Big Picture 490 Summary 491 Glossary 493 Bibliography 501 Index 509 Testing is a key component of agile development. The widespread adoption of agile methods has brought the need for effective testing into the limelight, and agile projects have transformed the role of testers. Much of a tester's function, however, remains largely misunderstood. What is the true role of a tester? Do agile teams actually need members with QA backgrounds? What does it really mean to be an "agile tester?" Two of the industry's most experienced agile testing practitioners and consultants, Lisa Crispin and Janet Gregory, have teamed up to bring you the definitive answers to these questions and many others. In Agile Testing, Crispin and Gregory define agile testing and illustrate the tester's role with examples from real agile teams. They teach you how to use the agile testing quadrants to identify what testing is needed, who should do it, and what tools might help. The book chronicles an agile software development iteration from the viewpoint of a tester and explains the seven key success factors of agile testing.Readers will come away from this book understandingHow to get testers engaged in agile development Where testers and QA managers fit on an agile team What to look for when hiring an agile tester How to transition from a traditional cycle to agile development How to complete testing activities in short iterations How to use tests to successfully guide development How to overcome barriers to test automationThis book is a must for agile testers, agile teams, their managers, and their customers.

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  Acknowledgments

  Acknowledgments - Stories of Friends Enemies and Figuring Things Out: ab 11.99 €

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  Songs of the Navajo Trail

  I've known Gary Marshall Johnson since he was knee-high to a stirrup. He's one of the best cowboy singers I've heard on the trail. Sitting around the campfire listening to him sing makes my hearts soar with the hawks. -- Marshall Trimble, Official Arizona State Historian Acknowledgments: Vocals: Gary Marshall Johnson Lead Guitar, Acoustic Guitar, Bass, Mandolin, Dobro, Banjo, Castanets: Al Casey Piano, Accordion: Rags Allen Rhythm Guitar, Pedal Guitar: Ed Black Fiddle: Jack Evans Acoustic Bass: Bob Willocks Percussion: Todd Chuba Executive Producers: Marshall C. Johnson Florence Johnson Gary Marshall Johnson Pamela A Johnson Recorded At Tempest Studios, Tempe Arizona Sound Engineer: Clark Rigsbey Cover Photography: Gary Marshall Johnson Special Thanks: Pamela A. Johnson Marshall Trimble Scott Johnson Gary Lewallen Terry Johnson Richard Strohm JoAnne Zeterberg Jane Gerke.

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