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 Tutorial
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 4 years ago
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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.
Kamlesh Ravlani - Large Scale Product Development with Large-Scale Scrum - Case StudyKamlesh RavlaniAgile Coach and TrainerAgile For Growth LLC
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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?
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