Quality in agile teams - testing in the driver’s seat An insight into quality in agile teams October 2017 KPMG.com/in 01 Agile adoption – Introduction 1.1 Drivers for agile adoption 1.2 Agile methods and practices 1.3 Barriers to agile adoption 1.4 Fully agile or just fast waterfall 1.5 Why agile projects fail page 01-08 02 Agile – an antipattern to testing? 2.1 Agile an antipattern to testing 2.2 Deconstructing testing in agile 2.3 Testing maturity in agile teams page 09-11 03 Quality in agile teams 3.1 Improvising quality in agile teams 3.2 Measuring quality success in agile 3.3 Automation tooling 3.4 Management tools page13-16 04 Key takeaways page17 05 Summary page18 © 2017 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved Executive summary As digital transformation continues to play a critical role in the IT landscape, the software development lifecycle too is transforming While the agile adoption rates as cloud, analytics, the Internet of doubled over the past five years have been steadily climbing, there Things (IoT) and mobility, testing while an improvement in quality is a has been a paradigm shift in the has now evolved into business major driver for agile adoption. focus of agile teams. With digital assurance rather than an end-of- initiatives driving technologies such cycle activity. Agile adoption has Automation leads the way for agility Testing is now at the forefront of the development cycle adding the most business value to organisations. More agile teams are adopting test-driven development and acceptance test- driven approaches. As organisations are embracing agile, there has been an 85 per cent01 increase in test % % automation over a two-year period 2013 2017 across all industry domains. 01. KPMG in India’s research and analysis 2017 based on KPMG testing survery © 2017 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved 01 1.1 Agile adoption – Introduction 24% 7% 2% 16% 51% Hybrid Leaning towards Pure Pure agile Leaning towards waterfall waterfall agile Source: Tech Beacon survey - Is agile the new norm? Accessed on the 14 September 2017 Agile adoption percentages Software development landscape Today’s software development Adopters of agile strongly believe Lately, adoption of agile lifecycle is more outcome oriented that this new development development methodologies when compared with traditional methodology is centred on is seen as a remedy for most development lifecycles such the customer and helps teams problems that plagues the as the waterfall development collaborate better to deliver development groups in an methodology. The pace of change higher business value.Though the organisation, but where does today is so unrelenting that agility adoption of agile has been fairly testing and quality fit into the has become completely critical in slow, it has gained momentum in agile conundrum? Will the puzzle order to respond to the customer’s the past five years. make a complete picture with the demands and rapidly changing current focus on development With the new values, practices market landscape. and engineering? There has been and benefits - agile is seen as a paradigm shift in the focus of The idea of an approach where the the unconventional alternative accepting and adopting agile across designs are made upfront, even to the traditional command-and- the organisation - that shift from before any code is written is seen control-style management. Agile engineering and development to as risky in today’s times as the methodologies are spreading testing and quality outcome. With feedback is slow and does not across a broad range of domains approaches such as test driven allow for changes quickly. Lately, and functions and even into the development and Acceptance Test adoption of agile development C-suite from broadcasting to Driven Development, organisations methodologies is seen as a remedy leading agriculture machines are now accepting that testing for most problems that besets developer to producing fighter jets should be in the driver’s seat rather the development groups in an to logistics providers to wineries than just the backseat. organisation. for their warehousing to senior management. Agile software development originated 15 years ago and has Adopting agile methodologies is not been seen a worthy opponent only seen as a means to accelerate to the ailing traditional software revenue growth but also help development cycles. The agile create a new breed of competent methodology was recognised in professionals by taking people 2001 at a summit of practitioners out of their functional silos and who found consensus around core putting them in self-organised and values captured in 12 principles customer-centric multidisciplinary called the ‘Agile Manifesto’. teams. © 2017 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved 02 1.2 Drivers for agile adoption Key reasons for adopting agile Accelerate Ability to Increase Enhance Improve time to manage productivity software business/IT market changing quality alignment priorities 100% 90% Accelarate time to 80% market 70% Enhance ability to 60% manage changing priorities 50% Increase 40% productivity 30% Enhance software 20% quality 10% Improve business/ 0% IT alignment 2013 2014 2015 2016 2017 Source: State of agile survey, 2013,2014,2015,2016, 2017, Version One sccessed on 14 September 2017 Drivers for agile adoption Why have so many organisations corporate vision; prioritise strategic With the implementation of agile moved to agile? What were the initiatives; simplify and focus methodologies, organisations feel factors that pushed organisations work; assigning the right people that there is more freedom to to adopt agile methodologies? to tasks; all while enhancing team adapt to the changing requirements collaboration and helping teams as compared to the waterfall The top five reasons for raise the bar on quality consistently. development practices where the organisations to adopt agile user requirements were frozen five years in a row has been to Even as organisations are looking to early on and the customer may accelerate time to market, ability embrace agile for various reasons, not have access to quick feedback to manage shifting priorities, most still feel the learning curve loops. With the adoption of agile, increasing efficiency and to is steep and consider that their teams within the organisation also improve software quality. Most organisation was at or below a ’still feel empowered to deliver business responses were centred on better maturing’ level. As organisations value in relatively short amounts of customer focus, enhanced quality ramp up their game, responding time. and increasing predictability across to customer expectations and the delivery lifecycle. The other responding to increasing market major benefit with adopting agile is demand are the major drivers for widely seen as the ability to deliver change. higher value work by helping create © 2017 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved 03 1.3 Agile 2.0 Ideation Engineering Development Quality Purpose Business Value Ideation Engineering Development Quality Business Purpose Value With the wide acceptance and able to respond to change. As agile matures, the focus on adoption of agile methodologies quality has been reinforcing the Factors such as faster time-to- across the broad spectrum of importance of the role of the tester market, better software quality industries, the focus of agile has and its benefical impact on the agile and customer satisfaction and also slowly evolved over the past team. not productivity gains in terms of five years. The reasons for adopting improved engineering discipline, agile initially were was faster were seen as the leading benefits time-to-market and to increase associated with the methodology. productivity amongst teams. The Over the past five years the focus reasons for adopting agile has has changed from engineering now pushed the focus back on practices to testing and quality. quality and customer satisfaction. The primary motivators for agile Initially, agile was focussed on unit adoption continue to be -faster testing and acceptance testing, time-to-market, increasing software while the functional testing did not quality and customer satisfaction. appear to play an important role The centre of the viable, profitable and was assumed that it could be cosmos is no longer the completed by the developer it self. organisation: it is the customer. There was to be a cultural shift for Agile, therefore, has a massive the traditional system tester to be effect has to how an organisation part of the agile team. is run and how the organisation is © 2017 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved 04 1.4 Agile methods and practices 11% 9% 8% 6% 66% Scrum/ Custom/Tailored Scrumban Kanban Scrum XP hybrid hybrid Key agile methods and practices 70% 60% 50% 40% 30% 20% 10% 0% 2013 2014 2015 2016 2017 Scrum Scrum/XP hybrid Custom/Tailored hybrid Scrumban Kanban XP FDD Lean Others Source: State of agile survey, 2013,2014,2015,2016, 2017, Version One sccessed on 14 September 2017 Scrum and Scrum/XP Hybrid (68 Though Scrum, Kanban and XP they want to engineer solutions, per cent) continue to be the most popular agile methodologies, all helps them engage productively common agile methodologies used three methodologies follow the with the customer through frequent by respondents’ organisations.