Update: WordPress has altered how the code tags function, making this post very confusing and difficult to read. I’ve replace the code tags and so, even though it’s not pretty, it’s at least readable.
My current client is working with Selenium to automate their acceptance testing. Selenium is an open source tool javascript framework for testing web applications. From the OpenQA website [1]:
"Selenium uses a unique mechanism which allows it to run on multiple platforms. Installed with your application webserver, Selenium automatically deploys its JavaScript automation engine — the Browser Bot — to your browser when you point it at the Selenium install point on your webserver. Thus, you must have write access to the machine your web application server is running on to install Selenium."
-OpenQA.Org
Read the rest of this entry »
Filed under: Selenium, TDD, Technology, Test Driven Development
[Update: This is part 4 of a four part series. Here are links to part 1,
part 2, part 3 and part 4.]
When initially introducing Agile practices to a team, the difficulties experienced by the team are all centered on the immediate adoption of the practices, and the consequences of that adoption. After some experimentation with Agile methods the focus becomes centered on larger problems that confront an entire team. Once experienced with Agile practices the problems are larger still and will confront many teams. The scope and nature of the problems faced by an Agile team grow over time as knowledge of Agile practices spread throughout the organization in ever increasing circles of influence.
In an effort to discuss the issues faced by Agile teams, I’ve broken down these issues into the following categories: People, Process, Technology, Teams, Management and Culture. My final article in this series of articles ([1], [2] and [3]) discusses team, management and cultural impediments faced by teams transitioning to an Agile model.
Read the rest of this entry »
Filed under: Agile Software Development, Cultural Change, Organisation Change, Project Management, Scrum
[Update: This is part 3 of a four part series. Here are links to part 1,
part 2, part 3 and part 4.]
In the first two articles in this series I discussed an overall road-map for introducing Agile methodologies into an enterprise [1] followed by a plan [2]. Both of these articles only considered an idealized scenario, one in which there was a logical progression and there was little (if any) objection. This is seldom the case.
There is often very strong resistance to the introduction of Agile methodologies from many quarters. This resistance may be direct, or it may be indirect. Ultimately however it is related to the organization’s or individual’s perceived threat to their position, authority or compensation (i.e. power and money).
This article discusses some of the impediments that may be faced by a transition to Agile methods.
Read the rest of this entry »
Filed under: Agile Software Development, Cultural Change, Organisation Change, Planning, Project Management, Scrum
Recent Comments