Are Test Coverage Measurements Unnecessary in TDD
TDD is based on the premise that automated test is written before we write actual code. In such a scenario, we should be getting very high test coverage by default. I will discuss whether test coverage metrics have any significance in TDD paradigm using a sample program.
I will present an application developed using TDD from scratch. Using this application I will try to answer following questions:
- Do we get very high test coverage by default.
- Do test coverage measurements bring in any value in TDD
- Which coverage metrics might be useful
Outline/structure of the Session
Outline of the session will be:
- Brief introduction to TDD
- Demo of the sample application
- Brief introduction to Test Coverage metrics
- Tools for test coverage measurement with emphasis on one tool
- Measurements on sample application
- Significance of test coverage metrics in TDD
- Some of the most common test coverage metrics and their utility
- How to use these metrics in actual practice
- Tools for test coverage measurement
Product Managers, Software Architects and designers, Software developer
schedule Submitted 1 year ago
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Build a Workplace People Love – Just add JoyRichard Sheridan
schedule 1 year agoSold Out!
The CIO invited me into his office and closed the door. Before he took me for a tour of his operation, he had a few stories to share. Important stories. Last year’s project was a disaster. Late, lots of quality issues, in short, a failure in every dimension. His boss, the CEO, had just presented him with a very personal ultimatum: deliver the next project by April 4th, "or else".
"Or else what," I asked?
His team was burned out and scared. They were a hard-working and dedicated group, but fear and demoralization had set in and he didn't know what to do next. That’s why he wanted to talk to me, he had heard things about my company, things that seemed too good to be true, but he had to hear them firsthand. He wanted hope, inspiration, and a practical way to get there.
I told him about my own journey from joy to fear to disillusionment back to joy. It was simple, but, of course, simple isn’t easy. I wasn’t sure he and his organization were ready; "manufactured fear" is a powerful drug.
In this talk, I will share with you what I shared with him. I will explore what an intentionally joyful culture must choose as its focus. I will discuss what joy looks like, feels like, how it is organized. Along the way, you will be confronted by paradoxical approaches of how workplace noise increases productivity, how two people at one computer outperforms hero-based organizations 10-to-1, how rigor and discipline emanate from a shared-belief system, how transparency conquers fear, how all of the disciplines you study including agile, lean, and six sigma when done well are really about building human relationships at the intersections of business and technology, between project management and software development, between development and design and how quality can be a natural result of a team built on trust. This is not a theoretical talk, but rather a talk built from well over a decade of experience of leading a team focused on “the business value of joy”. There will be lots of room for discussion with the audience. The audience will begin to understand why thousands of people make the journey to Ann Arbor, Michigan every year to see The Menlo Software Factory firsthand, and why so many more are reading about it in Joy, Inc. – How We Built A Workplace People Love.
Large Scale Product Development with Large-Scale Scrum - Case Study
Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk making top-down and plan driven approaches ineffective and useless.
In this session Kamlesh Ravlani will discuss a case study of developing a product with multiple teams spread in two sites implementing Large-Scale Scrum (Less) elements.
Large-Scale Scrum is Scrum applied to many teams working on one product. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. LeSS enables scaling the value delivery by descaling the organizational structure and optimizing the whole system.
We'll discuss, how did the teams organize their work and accelerate value delivery? How did leaders contribute value? Which experiments worked and which ones didn't?
PS: Interested participants are encouraged to visit https://less.works/less/framework/index.html and familiarize themselves with the LeSS Framework before the session. We will not cover the LeSS Introduction in this session, rather we'll directly jump in to the case study.
Designing Environment to Elevate Engagement
IntermediateThe one thing that all the employee engagement surveys agree on is that the Employee Engagement sucks :( Dis-engagement of employees costs billions of dollars to corporations every year.While traditional management consultancies promise great results and charge fat money to create engagement programs the results show consistently same levels of disengagement year after year. Traditional approaches that are top-down, uses organizational position/power, aren't spinning the engagement wheel anymore - specially with the younger generation of millennials and knowledge workers.Most of the traditional approaches to engagement also need a lot of time, effort and financial resources. ScrumMasters and Agile Coaches on the other hand command no power and authority within the organization. Yet, they aspire to and passionately create highly collaborative, self-organizing and high performing teams. They help people to upgrade their mindset and behavior and facilitate transform of organizations.While working with various teams in the capacity of a ScrumMaster and Agile Coach, Kamlesh Ravlani has experimented various techniques and codified six such strategies that helped create an environment where his team members connected with other team members at much deeper human level, creating unprecedented levels of engagement and bonding. He has explored and tried variations of implementations of these strategies. The engagement results have been moving.In this sessions, Kamlesh shares six strategies that are easy to implement and yet very engaging. Anyone with good intentions in the organization can apply these strategies without need of any expense tools, organizational authority or power and can facilitate an environment that resonates with employees, people find safe to contribute, and remain deeply engaged with. Kamlesh has presented these strategies and findings at various groups and conferences, upon listening to some of the stories, audience have experienced their heart warmed and have applauded cheerfully in the sessions.
System Optimization by attacking Lean Waste
Most large scale organizations are designed on the overarching theme of local efficiency and local optimization. Local optimization focus can be seen at all levels and areas in such organizations right from hiring, approach to funding new initiatives, the way people are promoted to higher ranks, etc. Effects of such behavior is visible through organizational silos, hand-offs of partly finished work products among groups of SMEs, single function roles (such as Analyst, QA, etc.), everyone being busy, and communication barriers and distance from real user/customer challenges.
In this workshop, we'll focus on the Software Product Development area of the organizations, identify local optimization, expose the underlying lean wastes and list approaches to optimize the whole system and improve organizational agility.
Kamlesh Ravlani will help attendees see the prevailing local optimization by dissecting planning, analysis and design, and programming areas and will facilitate activities where the participants expose the underlying lean wastes.
Equipped with the knowledge of prevailing lean wastes and resulting local optimization, attendees will learn couple of approaches based on Systems Thinking that solely focus on customer value and remove lean wastes resulting in System Optimization. Attendees will also learn that System optimization also triggers and necessitates re-designing the organization to move away from local optimization in the benefit of the whole system optimization and allowing the organization to be more responsive and agile.
PS: As a reference, Kamlesh Ravlani will bring additional reference material and books for attendees to become aware and later refer to - if interested to learn further on this topic.
More with LeSS (Large Scale Scrum)Ram Srinivasan
schedule 1 year agoSold Out!
How do you effectively do Scrum when you need multiple teams to work on the same product? What kind of patterns and structures should we create to support empiricism and self-organization at scale? And how do you get started?
This session explores these questions by uncovering the rules, principles and guidelines behind Large Scale Scrum (LeSS). Ram Srinivasan also discusses the two LeSS frameworks and provides guidelines on which one may be more appropriate for you. You will learn how the role of management changes in a LeSS organization. Ram also will share his success and failure stories and will provide guidances on what will make your LeSS adoption more successful