Testing Features: When and How

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Del curso dictado por University of Virginia

Testing with Agile

255 calificaciones

University of Virginia

Testing with Agile

255 calificaciones

Curso 4 de 5 en SpecializationAgile Development

To deliver agile outcomes, you have to do more than implement an agile process; you have to create a culture of experimentation. It's this commitment to experimenting that's at the heart of a high-functioning practice of agile. This course shows you how to integrate the practice of experimentation across concept/feature testing, usability testing, and testing the software itself. Basically, you’ll learn how to answer these four big questions with experiments: 1. Should we build it? 2. Did it matter? 3. Is it usable? 4. Did it break? More specifically, after completing this course, you’ll be able to: - Identify where and how to invest your team’s scarce time and energy into better testing for maximum impact on outcomes - Coach your team on the relationship between idea, usability, and software testing to get the buy-in you need for strong interdisciplinary collaboration - Test ideas before you build them to avoid waste and help your team focus on what will really drive outcomes - Test alternative interface patterns before you build them to maximize both product usability and purposeful implementation As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

De la lección

Should we build it? Did it matter?

Nothing will help a team deliver better outcomes like making sure they’re building something the user values. This might sound simple or obvious, but I think after this module it’s likely you’ll find opportunities to help improve your team’s focus by testing ideas more definitively before you invest in developing software. In this module you’ll learn how to make concept testing an integral part of your culture of experimentation. We’ll continue to apply the Lean Startup methods you learned in ‘Running Product Design Sprints’ (and/or you can review the tutorials in the Resources section). We’ll look at how high-functioning teams design and run situation-appropriate experiments to test ideas, and how that works before the fact (when you’re testing an idea) and after the fact (when you’re testing the value of software you’ve released).

Five Core Experiments2:57

Designing Experiments7:05

Laura Klein on the Practice of Lean UX10:26

Testing Features: When and How4:54

Testing Features: Running the Experiment5:57

Testing Funnels6:26

Testing Cohorts4:43

A/B Testing4:08

Advanced Outcome Management: The Hook Framework6:18

Conoce a los instructores

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

You've learned about when you may want to do these experiments,

how to attach them to your regular work articles and cadences.

And now we're going to look at how to execute these experiment ideas

through a series of specific experiment types.

So let's start with the feature type, this is a good composite.

Because as you mentioned, this has to do with both motivation and

usability or ability.

The narrative we'll use for

example purposes here is this one we've been playing with for HVAC in a hurry.

If you remember we have Ted the technician

finding that he needs to replace a part to complete his repair.

He may know the part number, and want to search that way.

Or he may say, I don't know what this thing is, but I think I can figure it out.

Or he may be totally stuck, and want to take a photo, and then ask for help.

And those are things that the team has

observed the HVAC technicians actually doing.

And so, they took that narrative, and they went through,

and they planned the execution of these in their back log.

And if you'll remember, they did the first search feature, then they executed these

narratives here, so they would be able to have a complete narrative arc.

Let's say, when they got to this narrative here,

about taking the picture, they ran out of time.

And they said this is a whole lot more complicated than we thought.

And maybe you are asking,

I thought I saw the skit where they thought it was all going to be fine.

And they were going to, was going to go through and

do all the stories in the sprint.

Well that's life and that happens in Agile especially,

that was their first sprint especially when you're first getting rolling.

Your ability to predict how much you can get done and

your ability to scope those stories out well.

And tease out the details so that the implementation is well understood

initially is going to be highly imperfect in the beginning.

And that's okay, it's fine, and

it's not that Agile frees us from accountability, it doesn't.

It just frees us from the practice of blaming,

there doesn't need to be a blame holiday on the Agile calendar.

Because we have these regularly scheduled retrospectives where we look at how did

we do, and let's think about how to do things better.

So, the HVAC in a hurry team, for example, would look at that epic or,

I'm sorry, it's just a story, this is the epic here.

They would look at this story and they would say, well, we really didn't

do a great job of thinking through the details of this before we started.

What can we learn from that, and how can we do better backlog grooming or

sprint planning meetings where we teased out that detail so

we really can think about what we're going to get done.

And maybe make sure that we get tree all the inputs and narratives, sample data,

stuff like that, before we start.

But back to the question at hand, what do they do now?

Maybe now they look at this and they say well this is a lot more work than

we thought and we observed technicians out in the field doing this.

We have some evidence that this is going to be valuable but

can we maybe re-factor this idea some because it's bigger than we thought.

To do an initial test of it to make sure it's really investable for

all the work we would need to do?

Because let's say they found that the plumbing to get this photo

out to the dispatch people and have it routed to the right person.

Get a timely response, make that available to the technician, that that was a lot of

plumbing, both on the coding and the process, so, they re-factored the idea.

From a coding standpoint, they figured out that, well,

it's pretty simple to allow the technician to upload a photo to the web and

send that in an email to an email list.

And, while it's not scalable for them over time a group of people in dispatch agreed

that they would respond to these and just respond by email to the technicians.

So they've re-factored the implementation of this narrative to be something

where the technician uploads a photo.

They submit, they get a repose that says hey look for and email with this title.

And we're going to respond to you on what this part is, how much it cost,

when it's available asap.

And then they look at their email and they get a response that way.

So it's not as tightly instrumented and

set up as they originally thought it might be.

But it should be pretty workable to see whether the feature is fundamentally

valuable before they invest a lot of time in building it out.

So that's the setup for our test execution of this thing, this feature test.

In the next video we'll look at how the HVAC in a hurry team is actually going to

put this test together to make sure that they can run it effectively, and

drive to a definitive result about whether this feature is something they should

just scrap.

And look for alternatives or invest in more and skill up and make it tighter and

better implement it.

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