12131nam a2200601 i 4500 almatuudk_9922308018302884 DE-602 20240708142959.0 m o d | cr#cnu|||||||| 220616s2021 sz o 000 0 eng d 3-030-73209-6 (CKB)4100000012025716 (MiAaPQ)EBC6724614 (Au-PeEL)EBL6724614 (OCoLC)1268112554 (PPN)258056495 (BIP)81558147 (BIP)79363360 (EXLCZ)994100000012025716 MiAaPQ eng rda pn MiAaPQ MiAaPQ DE-83;9922308018302884 QA76.76.T48 .A355 2021 005.14 23 DE-83;9922308018302884 almatuudk_9922308018302884 Agile Weg zur Qualität. English Agile testing : the agile way to quality / Manfred Baumgartner [and five others]. Cham, Switzerland : Springer International Publishing, [2021] ©2021 1 online resource (xxv, 257 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier Includes bibliographical references and index. Intro -- Foreword -- Preface -- Practical Examples -- Acknowledgments -- Contents -- About the Authors -- 1: Agile: A Cultural Change -- 1.1 The Journey to Agile Development -- 1.2 The Reasons for Agile Development -- 1.3 The Significance of the Agile Manifesto for Software Testing -- 1.4 Agile Requires a Cultural Change Among the Users -- 1.5 Consequences of Agile Development for Software Quality Assurance -- 1.5.1 Spatial Consequences -- 1.5.2 Time-Related Consequences -- Project EMIL: Cultural Change-What Agile Means -- 2: Agile Process Models and Their View on Quality Assurance -- 2.1 Challenges in Quality Assurance -- 2.1.1 Quality and Deadline -- 2.1.2 Quality and Budget -- 2.1.3 The Importance of Software Testing -- 2.1.4 Technical Debt -- 2.1.5 Test Automation -- 2.1.6 Hierarchical Mindset -- 2.2 Importance of the Team -- Project EMIL: Mindset: The Team Is Born -- 2.3 Audits for Quality Assurance in Agile Projects -- 2.3.1 Scrum -- 2.3.1.1 Sprint Review Meeting -- 2.3.1.2 Sprint Retrospective -- Project EMIL: A Retrospective -- 2.3.2 Kanban -- 2.3.2.1 Kaizen: Continuous Improvement -- 2.4 Continuous Integration -- 2.5 Lean Software Development -- 3: Organization of the Software Test in Agile Projects -- 3.1 Positioning of Test in Agile Projects -- 3.1.1 The Fundamental Test Process According to ISTQB -- 3.1.1.1 Test Planning, Monitoring, and Control -- 3.1.1.2 Test Analysis and Test Design -- 3.1.1.3 Test Implementation and Test Execution -- 3.1.1.4 Evaluating Exit Criteria and Reporting -- 3.1.1.5 Test Closure Activities -- 3.1.2 Which Test for What Purpose: The Four Test Quadrants of Agile Testing -- 3.1.2.1 First Quadrant: Technology-Oriented and Team-Supporting -- 3.1.2.2 Second Quadrant: Business-Oriented and Team-Supporting -- 3.1.2.3 Third Quadrant: Business-Oriented and Critique the Product. 3.1.2.4 Fourth Quadrant: Technology-Oriented and Critique the Product -- 3.1.2.5 The Context -- 3.1.3 Tips for Software Testing from an Agile Perspective -- 3.1.4 Scaled Agile with SAFe or LeSS -- 3.1.4.1 Testing with SAFe -- 3.1.4.2 Testing with LeSS -- 3.1.5 Scalable Organization of Agile Teams -- 3.2 Practical Examples -- 3.2.1 The Role of the Tester and the Transition to ``Quality Specialist´´ at Otto.de: A Progress Report -- 3.2.2 Acceptance Test as a Separate Scrum Project/Scrum Team -- 3.2.3 Test Competence Center for Agile Projects -- 3.2.4 A Team Using the V-Model in a Health Care Environment -- Project EMIL: Definition of Done -- 4: Role of Testers in Agile Projects -- 4.1 Generalist Versus Specialist -- 4.2 The Path from the Central Test Center to the Agile Team -- 4.2.1 Tester Involvement in Traditional Teams -- 4.2.2 Approaches for Tester Integration in Agile Teams -- 4.2.2.1 The Switch from Traditional to Agile -- Hint -- 4.2.2.2 Increase in Efficiency and Effectiveness -- Pair Testing -- 4.2.2.3 Team Composition -- Practice -- Project EMIL: Role of the Tester and Quality Management -- 4.3 Challenges for Testers in the Team -- 4.3.1 Testers in the Agile Team -- 4.3.1.1 The Quality Coach -- 4.3.1.2 Tasks of Agile Testers -- 4.3.2 Timely Problem Detection -- 4.3.3 The Emergence of Technical Debts -- 4.4 Agile Teams and Testers Working Against ``Technical Debt´´ -- 4.4.1 What Is ``Technical Debt´´? -- 4.4.2 Dealing with Technical Debt -- 4.5 Experience Report: Quality Specialist at Otto.de -- 4.5.1 We Act as the Team´s Quality Coach -- 4.5.2 We Accompany the Entire Life Cycle of Each Story -- 4.5.3 We Operate Continuous Delivery/Continuous Deployment -- 4.5.4 We Balance the Different Types of Tests in the Test Pyramid -- 4.5.5 We Help the Team to Use the Right Methods for High Quality -- 4.5.6 We Are Active in Pairing. 4.5.7 We Represent Different Perspectives -- 4.5.8 We Are Communication Talents -- 4.5.9 We Are Quality Specialists -- 4.6 The Challenge of Change -- 4.6.1 Starting Position -- 4.6.2 Supporting and Challenging Factors on the Way to Agile Development -- 4.6.2.1 Creativity and Flexibility -- 4.6.2.2 Stuck in Old Thought Patterns -- 4.6.2.3 Sluggishness and Lack of Flexibility -- 4.6.2.4 Work Environment -- 4.6.2.5 Changing Roles of Senior Testers/Senior Managers -- 4.7 Helpful Tips from Project and Community Experience -- 5: Agile Test Management, Methods, and Techniques -- 5.1 Test Management -- 5.1.1 Test Planning in a Traditional Environment -- Note -- 5.1.2 Test Planning in an Agile Environment -- Note -- 5.1.3 Test Plan -- Practice -- 5.1.4 Test Activities in Iteration Zero: Initialization Sprint -- 5.1.5 External Support for Test Planning -- 5.1.6 Test Estimation -- 5.1.7 Test Organization -- 5.1.8 Test Creation, Implementation, and Release -- 5.2 Test Methods in an Agile Environment -- 5.2.1 Risk-Based and Value-Based Testing -- Note -- 5.2.2 Exploratory Testing -- 5.2.3 Session-Based Testing -- Note -- 5.2.4 Acceptance Test-Driven Development -- 5.2.5 Test Automation -- 5.3 Significant Factors Influencing Agile Testing -- 5.3.1 Continuous Integration (CI) -- 5.3.2 Automated Configuration Management -- 5.4 The Special Challenges of Testing of IoT -- 5.4.1 What Is the Internet of Things? -- 5.4.2 The Challenge of Testing IoT in Agile Teams -- 6: Agile Testing Documentation -- 6.1 The Role of Documentation in Software Development -- 6.2 The Benefits of Documentation -- Project EMIL: (Test) Documentation -- 6.3 Documentation Types -- 6.3.1 Requirements Documentation -- 6.3.2 Code Documentation -- 6.3.3 Test Documentation -- 6.3.3.1 Test Case Description -- 6.3.3.2 Test Execution Documentation -- 6.3.3.3 Test Coverage -- Project EMIL: Metrics. 6.3.3.4 Defect Documentation -- Project EMIL: Defect Management -- 6.3.4 User Documentation -- 6.4 The Tester as a Documenter -- 6.5 Importance of Documentation in Agile Testing -- 7: Agile Test Automation -- 7.1 The Trouble with Tools in Agile Projects -- 7.2 Test Automation: How to Approach It? -- Project EMIL: Test Automation -- 7.3 Test Automation with Increasing Software Integration -- 7.3.1 Unit Test/Component Test -- 7.3.2 Component Integration Test -- 7.3.3 System Test -- 7.3.4 System Integration Test -- 7.4 xUnit Frameworks -- Practice: Measuring Test Case Coverage -- Practice: Local Test Environment Using the Integration Test Environment -- 7.5 Use of Placeholders -- 7.6 Integration Server -- 7.7 Test Automation in Business-Oriented Testing -- Hint: Test Automation Only for User Interfaces? -- 7.7.1 Test Automation Frameworks -- 7.7.2 Agile Versus Traditional Automation of User Interactions -- 7.7.2.1 Agile Test Automation -- 7.7.2.2 Traditional Test Automation -- 7.7.3 A Typical Example: FitNesse and Selenium -- Note: Fixture Types -- 7.7.4 Behavior-Driven Development with Cucumber and Gherkin -- 7.8 Test Automation in Load and Performance Testing -- 7.9 The Seven Worst Ideas for Test Automation -- 7.9.1 Expecting Success After Just a Few Sprints -- 7.9.2 Trusting Test Tools Blindly -- 7.9.3 Considering Writing the Test Scripts as a Secondary Job -- 7.9.4 Burying the Test Data in Test Cases -- 7.9.5 Associating the Test Automation Only with UI Tests -- 7.9.6 Underestimating the Comparison with Expected Results -- 7.9.7 Accepting the (Un)testability of the Application -- 8: Use of Tools in Agile Projects -- 8.1 Project Management -- 8.1.1 Broadcom Rally -- 8.2 Requirements Management -- 8.2.1 Polarion QA/ALM -- 8.3 Defect Management -- 8.3.1 The Bug Genie -- 8.3.2 Atlassian JIRA -- 8.4 Test Planning and Control -- 8.4.1 Atlassian JIRA. 8.5 Test Analysis and Test Design -- 8.5.1 Risk-Based Testing in the Tosca Test Suite -- 8.6 Test Implementation and Test Execution -- 8.6.1 Microsoft Test Manager -- 9: Education and Its Importance -- 9.1 ISTQB Certified Tester -- 9.2 Practitioner in Agile Quality (PAQ) -- 9.2.1 Motivation -- 9.2.2 Training Content -- 9.3 ISTQB Certified Tester Foundation Level Extension Agile Tester -- 9.4 Individual Trainings (Customized Trainings) -- 9.4.1 Recommended Approach for the Introduction of Agility -- 9.4.1.1 Inventory of the Actual Situation -- 9.4.1.2 Dependency Analysis -- 9.4.1.3 Define the ``New´´ Goal -- 9.4.2 Organization -- 9.4.3 Pilot Phase -- 9.4.4 Rollout in the Organization -- Hint -- 10: Retrospective -- References -- Index. 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. Description based on print version record. Computer software Testing. Agile software development. Programació (Ordinadors) thub Desenvolupament de programari. thub Llibres electrònics thub Baumgärtner, Manfred, author. ISBN 3-030-73208-8 BOOK cr 9922308018302884 DE-83 KOBV c false