Learning how to do these things is difficult, and especially so for testers, whose role has been given scant attention in previous books. Fortunately, the book you now hold in your hands answers questions on the mind of every tester who’s beginning to work on an agile project, such as:
What are my roles and responsibilities?
How do I work more closely with programmers?
How much do we automate, and how do we start automating?
The experience of Lisa and Janet shines through on every page of the book. However, this book is not just their story. Within this book, they incorporate dozens of stories from real-world agile testers. These stories form the heart of the book and are what makes it so unique. It’s one thing to shout from the ivory tower, “Here’s how to do agile testing.” It’s another to tell the stories of the teams that have struggled and then emerged agile and victorious over challenges such as usability testing, legacy code that resists automation, transitioning testers used to traditional phase-gate development, testing that “keeps up” with short iterations, and knowing when a feature is “done.”
Lisa and Janet were there at the beginning, learning how to do agile testing back when the prevailing wisdom was that agile teams didn’t need testers and that programmers could bake quality in by themselves. Over the years and through articles, conference presentations, and working with their clients and teams, Lisa and Janet have helped us see the rich role to be filled by testers on agile projects. In this book, Lisa and Janet use a test automation pyramid, the agile testing quadrants of Brian Marick (himself another world-class agile tester), and other techniques to show how much was missing from a mind-set that said testing is necessary but testers aren’t.
If you want to learn how to bake quality into your products or are an aspiring agile tester seeking to understand your role, I can think of no better guides than Lisa and Janet.
Foreword by Brian Marick
Imagine yourself skimming over a landscape thousands of years ago, looking at the people below. They’re barely scraping out a living in a hostile territory, doing some hunting, some fishing, and a little planting. Off in the distance, you see the glitter of a glacier. Moving closer, you see that it’s melting fast and that it’s barely damming a huge lake. As you watch, the lake breaks through, sweeping down a riverbed, carving it deeper, splashing up against cliffs on the far side of the landscape—some of which collapse.
As you watch, the dazed inhabitants begin to explore the opening. On the other side, there’s a lush landscape, teaming with bigger animals than they’ve ever seen before, some grazing on grass with huge seed heads, some squabbling over mounds of fallen fruit.
People move in. Almost immediately, they begin to live better. But as the years fly past, you see them adapt. They begin to use nets to fish in the fast-running streams. They learn the teamwork needed to bring down the larger animals, though not without a few deaths along the way. They find ever-better ways to cultivate this new grass they’ve come to call “wheat.”
As you watch, the mad burst of innovation gives way to a stable solution, a good way to live in this new land, a way that’s taught to each new generation. Although just over there, you spy someone inventing the wheel ...
In the early years of this century, the adoption of Agile methods sometimes seemed like a vast dam breaking, opening up a way to a better—more productive, more joyful—way of developing software. Many early adopters saw benefits right away, even though they barely knew what they were doing.
Some had an easier time of it than others. Programmers were like the hunters in the fable above. Yes, they had to learn new skills in order to hunt bison, but they knew how to hunt rabbits, more or less, and there were plenty of rabbits around. Testers were more like spear-fishers in a land where spear-fishing wouldn’t work. Going from spear-fishing to net-fishing is a much bigger conceptual jump than going from rabbit to bison. And, while some of the skills—cleaning fish, for example—were the same in the new land, the testers had to invent new skills of net-weaving before they could truly pull their weight.
So testing lagged behind. Fortunately, we had early adopters like Lisa and Janet, people who dove right in alongside the programmers, testers who were not jealous of their role or their independence, downright pleasant people who could figure out the biggest change of all in Agile testing: the tester’s new social role.
As a result, we have this book. It’s the stable solution, the good way for testers to live in this new Agile land of ours. It’s not the final word—we could use the wheel, and I myself am eager for someone to invent antibiotics—but what’s taught here will serve you well until someone, perhaps Lisa and Janet, brings the next big change.
Preface
We were early adopters of Extreme Programming (XP), testing on XP teams that weren’t at all sure where testers or their brand of testing fit in. At the time, there wasn’t much in the agile (which wasn’t called agile yet) literature about acceptance testing, or how professional testers might contribute. We learned not only from our own experiences but from others in the small agile community. In 2002, Lisa co-wrote Testing Extreme Programming with Tip House, with lots of help from Janet. Since then, agile development has evolved, and the agile testing community has flourished. With so many people contributing ideas, we’ve learned a whole lot more about agile testing.
Individually and together, we’ve helped teams transition to agile, helped testers learn how to contribute on agile teams, and worked with others in the agile community to explore ways that agile teams can be more successful at testing. Our experiences differ. Lisa has spent most of her time as an agile tester on stable teams working for years at a time on web applications in the retail, telephony, and financial industries. Janet has worked with software organizations developing enterprise systems in a variety of industries. These agile projects have included developing a message-handling system, an environmental-tracking system, a remote data management system (including an embedded application, with a communication network as well as the application), an oil and gas production accounting application, and applications in the airline transportation industry. She has played different roles—sometimes tester, sometimes coach—but has always worked to better integrate the testers with the rest of the team. She has been with teams from as little as six months to as long as one-and-a-half years.
With these different points of view, we have learned to work together and complement each other’s skill sets, and we have given many presentations and tutorials together.
Why We Wrote This Book
Several excellent books oriented toward agile development on testing and test patterns have been published (see our Bibliography). These books are generally focused on helping the developer. We decided to write a book aimed at helping agile teams be more successful at delivering business value using tests that the business can understand. We want to help testers and quality assurance (QA) professionals who have worked in more traditional development methodologies make the transition to agile development.