They never replied part 2 – They always report too late

A couple of weeks ago I wrote this post about news reports about waste debacles in the WA State Government.  Now in yesterdays West Australian (see picture below, How The Cracks Appeared) we find out that in July 2014 that they realised $6 million had been wasted on the paperless environment project for Fiona Stanley hospital.  We also find in the same article that there are more endemic problems in the system.

FSH Report Too Late

Many saw this first hand.  We saw it coming. Some tried to raise the alarm but upper management would not hear them.  They were valid concerns.  Some decided to leave out of honour.  Some stayed silent but knew of the issues but felt it unsafe for career and more basic survival needs to stay silent.

Time and time again we see these incidents whereby a post mortem reveals the truth only after the waste has been realised.  Like most post mortems no real lessons are learnt.  I hear in a news report that the premier Colin Barnett thinks that Fiona Stanley Hospital is running well.  Talk about sweeping dirt under the carpet, the typical old style politician more concerned for political survival.

F Scott Fitzgerald Mindset

Courtesy Bold Mover and Bernd Shiffer

We can get so blinkered to our own point of view that we shut ourselves out to other ideas (I wrote last year about this).  The challenge is to train ourselves to accept diversity of opinion.  It can be done.  For example try dissent cards from David Marquet or Ritual Dissent from Cognitive Edge. Dissent can be done with respect. Even if not done with respect, take notice and look to repair the grievance as well.

Overall adoption of Lean mindsets is the first starting point.  Here’s an article from last year about this and good be a nice easy start.  This is Lean by Niklas Modig is also a good start.  There is much more but it could be overwhelming to start with all of it.

One request of the State Government.  Do not spend that $25 million mentioned in this article on working out how to do it better.  It’s just a repeat of same disastrous mindsets.  It can be done much, much cheaper. Just start small with one idea.  The founder of Zambrero had the right idea with the One Disease initiative.

In memory to recently departed former Prime Minister, Malcolm Fraser, I’d like to repeat his quote as it’s apt in life when things appear to be hard. “Life wasn’t meant to be easy, but take courage child — it can be glorious.” it’s originally from Back to Methuselah by George Bernard Shaw. Fraser was seen as a divisive figure but I hope he’d also embrace this mindset.

What is BDD?


I quote liked this blog from Liz Keogh. Agile culture, more generally, is and will continue to creep into all things humans do. We mustn’t forget the Lean folks, they really laid the path over several decades. They are like martyrs for a better world order. We still have some way to go and adjusting mindsets takes some time.

Originally posted on Liz Keogh, lunivore:

At #CukeUp today, there’s going to be a panel on defining BDD, again.

BDD is hard to define, for good reason.

First, because to do so would be to say “This is BDD” and “This is not BDD”. When you’ve got a mini-methodology that’s derived from a dozen other methods and philosophies, how do you draw the boundary? When you’re looking at which practices work well with BDD (Three Amigos, Continuous Integration and Deployment, Self-Organising Teams, for instance), how do you stop the practices which fit most contexts from being adopted as part of the whole?

I’m doing BDD with teams which aren’t software, by talking through examples of how their work might affect the world. Does that mean it’s not really BDD any more, because it can’t be automated? I’m talking to people over chat windows and sending them scenarios so they can be checked, because we’re never in…

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They never replied

I came across this article during the week about the WA State Government’s plans to introduce leaner IT expenditure. I was encouraged by the thought of this but hopefully they don’t do another Shared Services debacle. Creating a $25 million fund to study this sounds scary though and I’m thinking this sounds a bit exorbitant and not off to a good start to spend so much on something we all know can be done better anyway.

It reminded me of two emails I’ve sent in the last 18 months that never received a reply. I wanted to anonymous but now I’ll let the cat out of the bag and reproduce them here. The first one was to the Premier, Colin Barnett, and was Cced to WA News and the Labor Party. The second one was a response to the blockers to small & medium businesses (SMEs) being allowed to work freely and more cheaply with government departments.  The blocker is called the Common Use Agreement or CUA. The email was sent to members of parliament in my area.

First One

Dear Premier,

At the risk of being victimized as a whistleblower, I’m concerned after recently working in a contract position in WA Health about the level of waste in production of value for the people of Western Australia.

The world is moving ahead in terms of Agile and Lean Enterprises. This movement involves focussing on the things which produce value rather than things that don’t. In layman’s terms, don’t produce an artefact (e.g. document) if it doesn’t produce value.

That value is best directed at the coalface. For example, 4 weeks directed at producing a document which is not read is best directed to delivering the product through coding effort.

There are pockets of good work being done – but they need more support. It needs executive backing. You are the highest executive in the state!

I’d like to keep my name anonymous for now to avoid being targeted – but happy to discuss this further privately.

I’m motivated to help the government deliver services quicker with less waste and get to the massive backlog of other items that these savings can be directed to.

Kind Regards,

Nick Zdunic

Second One


I live in Dianella and you guys are my local members of parliament so I’m contacting you about this issue I have.

In order to do work for government departments I need to be on the CUA which is quite an onerous process which I’ve been through in the past and do not want to do again.

I have an opportunity that may materialise and they say a CUA is required. I could approach someone with a CUA but I feel this would just add unacceptable cost.

Mostly the bigger companies get on to this or if you are small (e.g. one person) and you know someone you can get on (I know someone who is in this situation). It doesn’t seem fair.

This makes it difficult for small business to do work for the government and deliver better value for money. Actually my business is about making the business of software project delivery more efficient and deliver better value – it’s called Agile and Lean.

The UK Govt is making it easier for small business. They want to achieve 30% reduction in IT expenditure by making sure the most valuable things are delivered. They want small business to have easier access to doing work. SMEs can use to be involved.

BTW, Agile has been mandated as the way to go in the UK. They started three or four years ago and have created a hugely successful website. This link is a little outdated but shows they achieved results very quickly. In 2014 books are being written about this, such as Lean Enterprise which covers

With the large amount of debt, budget overruns and poor quality we see, it’s now well past time to progress to better ways of doing work and creating better value. I suggest first steps to mandate Lean and Agile and increase SME involvement.

Please feel free to be in touch to discuss further.

Kind Regards,

Nick Zdunić
About Agile

About Agile: New Class Schedule for Agile Testing in June 2015

New Training Schedule for Agile Testing Released 

The next batch of public training sessions from About Agile for the ICAgile Accredited Agile Testing course is set down for June and will be held in Singapore and in the Australian cities of Sydney, Melbourne and Perth.

You can book through EventBrite or contact us directly to negotiate better pricing for multiple attendees and avoid Eventbrite fees.

You can read about real benefits of taking the course by reading this interview with AgWorld from Perth.

We can also run the course in-house.  Please contact us if you’d like to do this and realize more savings over the public training.

Later in the year we will be releasing new ICAgile accredited courses focused on the Fundamentals of Agile, Agile Programming and Agile Product Ownership.  Special discounts are provided for early adopters of these courses.  Please be in touch if you are interested in these.

We have other courses available and in-house coaching whereby training can be rolled into a longer engagement and course fees can be reduced significantly as a result.  Please be in touch if you want to know more.

Realizing the Power of Agile Testing

In this interview with AgWorld, a company that undertook the Agile Testing course that I present through my company About Agile, we learn about their journey to Agile Testing. In the six months since the course they have applied the ideas and reaped massive benefits from doing so.

I presented the course in a coaching style which they responded to positively and subsequently they really picked up the ball and ran with it afterwards. They did all the work to achieve the benefits and recognize that the journey is not complete either.

The full interview transcript is reproduced below.  I can give this course to your company or combine it with a coaching engagement for even better effect.  Use the contact details on the About Agile website to get in touch to find out more.  I also run the course in a public setting if you prefer to use that avenue.  A schedule appears on the About Agile website for that as well.

Interview Transcript

Here we have an interview with two participants to About Agile’s Agile Testing course.  Stephen Baldry is Chief Technical Officer at AgWorld and Michael Holmes is QA and Testing Team Lead at AgWorld.

The interview was conducted over Google Hangout whilst I (Nick) was in Croatia on a break, and Stephen and Michael are in Perth.  We find that the central theme is that Agile Testing is a collaborative and whole of team effort and this has been the main benefit of the course.

a 50% reduction in bug count

The course is not a Scrum or a Fundamentals of Agile course, rather it overlays the Agile principles over testing activities and the biggest outcome is better communication and sharing of responsibilities.  The course does delve in details like types of testing, the testing quadrants and Exploratory Testing and Testing For Requirements.  We don’t talk so much about these important facets in the course during the interview.  Read on to find out more.

Nick: Hi Guys, lets do a freeform chat and just start with the results you got in the last 6 months since you did the course.  For instance reductions in bug counts and also that you had the first release without any known defects.

Stephen:  Michael might want to take this answer and you’re closer to the QA process.

Michael: Sure, I posted recently on LinkedIn a major reduction in defect count and finding the issues earlier rather than later.  Weekly builds have helped, but also (more so) having a tester involved from the outset (i.e. doing Scrum rather than ScrumBut).  We are finding the issues before they become issues.

Nick:  Any specific examples you could give?

Michael:  There have been many none of which spring to mind at the moment, it’s more rather a continuous feeling of getting requirements right for all the stories we take on.

Nick:  Essentially testing the requirements, is that right?

Michael:  Yes, that’s right

Nick:  Be great to get a specific anecdote :)

Stephen:  It’s been something that we have been observing more externally (i.e. when the product goes to production).   Let’s expand a bit more, a year ago QA was discovering requirements when it was time to start testing.  Now QA is discovering requirements when we are planning development.  Beginning rather than at the end.

Nick: So you have been keeping track of this via metrics and stats have you not?

Stephen: Yes we have year on year stats for bug counts.  So year on year we have a 50% reduction in bug count compared with the previous twelve months.  And as we said earlier, this is the first major release we have released with zero known defects.  This is a massive change for us, this has never occurred before.

customers are taking the time out to give us the bouquets rather than the brick bats

Nick:  How did everyone feel about that?

Stephen: Ahhh, we didn’t care  (we all laugh in unison)

Nick:  Ah, it’s a bit of a nonchalance there…. It’s just what we do now

All:  Agreement :)

Stephen:  We have come to expect it now.

Nick:  That’s great to hear, so drilling down a bit more on that, what sort of effects has that had on the team and has it had any effects on a company wide level?

Stephen:  We’ve had contact with customers both via telephone and email, where customers have told us specifically that what we’ve been doing with the product in the last 12 months has been amazing.  The quality has gone up so much and it’s really saving them a lot of time, and they wanted to commend us on what we’ve done in the last 12 months and a lot of that has been around improved quality.  It has flowed right from the development team to the support team to the sales team and all the way through to customers.

Michael:  It’s great that our customers are actually cognizant of that and actually the taking the time out to give us the bouquets rather than the brick bats.

Nick: That’s got to be a good morale booster?

Stephen:  Yes, and it’s completely unprompted. For example, our CEO got a message on his phone where the customer said: “You don’t need to phone me back, it’s nothing urgent – just wanting to tell you that what you guys have done with the product lately has been amazing, a big increase in quality.”  It’s really good to get that kind of feedback from customers.

Nick:  Yeah that’s great, that’s the best kind of feedback – the feedback that you don’t ask for.  How has it helped with the team dynamics?

Michael:  I’ve heard back from the developers that it helps them get on with doing it.  Because we find the problems earlier, it’s still fresh in their mind.  They also don’t need to second guess themselves as to what was I thinking when I did that bit of code.  They can just go in the make the fix. It makes the turnaround time on detected issues much faster because of the freshness (Nick:  It can take 24 times longer to fix a bug after the fact).  Because the turnaround is fast they are much more efficient and deliver much more with better quality.

If your sending a rocket to the moon, if you’re off by a small degree at the launch point, you are totally going to miss.

Nick: Certainly, still having a developer hat at times, achieving milestones quickly and reliably is a great confidence booster.

Stephen:  We have made plenty of improvements over the last year, but there is still plenty we can still improve upon.   We haven’t yet reached our objectives with all of this, but we have seen significant improvements and we’ve seen the benefits of making these changes.  Including QA earlier in the process, we clearly are gaining the benefits from that, we feel there are other things we can improve as well.  (Nick:  Good improvement culture)

Nick:  Please tell us more of what you’d like to improve in the coming year?

Stephen:  Not specifically pertaining to QA, but more Agile process like the Scrum Process and better prioritization.  Part of the analogy that you covered in the course which showed making a cake whereby traditional software development if you don’t get to complete things you get holes in the cake.  Whereas in Agile development the layers that you have done are fully functional perfect layers of the cake.  Whilst we have a good agile process the prioritization of issues within the sprints is an issue, we sometimes still end of up a cake with holes in it at the end of a sprint (Nick: Probably requiring a hardening sprint) Note: The Cake Analogy is courtesy of Ilan Goldstein.

Nick:  Get a less holey cake?

Stephen:  And developers still like to cherry pick issues, so we tend to end up with a holey cake.

Nick:  Yes this is a common issue, i.e. thinking of the what I like first at the expense of the product overall (hard one to manage especially if innovation is what you want)

Stephen: So we still also want to understand the problem.  This can still be disconnected from the development team, the people who do they initial gathering of requirements are not part of the development team.  Not necessarily a problem, but if you can’t articulate what the problem is to the development team then you have a gap.  We would like to see that gap close.

Nick:  We are getting in the Product Ownership area and Agile Business Analysis area and making that more collaborative.  I still tend to think that Agile Testing overlaps quite a bit with techniques like Impact Mapping and Story Mapping are applicable in Agile Testing as well as in Business Analysis.

Nick:  One of the quotes I had back from the feedback from the initial delivery was from Tristan which was quite good and I wonder if it resonates with you?  He said: ”I got a lot out of this course (Agile Testing). It has changed the way I work subtly but the effect has been dramatic. I feel quite a few things have crystallized in the week following as the information is sinking in”  from:

Does that resonate with you?

Stephen:  I think that’s right. The changes that we’ve made are kind of subtle but the the impacts are much larger than the changes would indicate.

Michael:  If you were to make an analogy.  If your sending a rocket to the moon, if you’re off by a small degree at the launch point, you are totally going to miss.  Whereas at the start if your accuracy is correct you are more likely to arrive on the target and successfully land on the moon.

Stephen:  One of the things that I have noticed that is kind of small and subtle is just having QA involved early and continually through the process has often led to discovering missed requirements.

Nick:  Discovering Gaps?

Stephen:  Yes and that’s often because of the different angle QA is looking at it I think.  Because of that they are asking questions that developers aren’t asking and we are discovering it early on.  We add those requirements as we go (Nick:  still fulfilling the sprint goal, not going out of scope so to speak).

Nick:  During the course you mentioned that errant requirements were missed, do you think they are being captured as well.

Stephen:  Not yet I think, I was was referring to earlier this is about understanding the problem.  Gaps in understanding between those building and those asking.  We can only have a subset of the team understanding the problem and that subset need to articulate that to the other team members.  This is our next place of improvement.

Michael:  We had a coaching session with our organisational coach and it ties back to the trust that develops between people.  You need to believe what the other person is saying and not doing something stupid but doing that intelligently.  I’m not asking this to be done because I say so, but because it makes sense.

you don’t know it because if you knew it you’d be doing it

Nick:  So you know the Why?

Stephen:  Yes, the session was the speed to trust.  What sometimes happens is that we may do a lot of work in requirements gathering then trying to articulate those requirements we can say ‘You need to build it like this, just trust me – I’ve done all the work to figure it out and you need to do it like this.’  That actually doesn’t work because we are knowledge workers and we need to understand the rationale behind things and we need to trust that the right methodology and process has been used and if that is not transparent then it’s hard for us to trust that.  We had a workshop to promote transparency in the process and the outcome of what has been learnt is that this aligns really well with the requirements and the team understands this.  That speed to trust increases because the process of how they were gathered is transparent.  (Nick:  Specification by Example is deliberate in this respect and well as Deliberate Discovery)

Nick:  Exploring a little bit more around the testing side of things.  Michael are there any specific areas from the course you may have felt were immediately applicable?

Michael:  Just this week, we’ve had feedback from developers that we hit a problem and the feedback was that the tests around the work we were doing can improve and be doing that better.  We as ‘developers’ are not bashing QA anymore, as we have all these other lines of defense that come into play.

Stephen:  So what I think Michael is trying to say is that the course helps us better recognise that QA is everyone’s job and that it’s everyone’s responsibility and that we just don’t hand it over to QA.  They understand not doing this is breaking down the QA process and they now understand they have a part in this as well.

Nick:  That’s cool, do you find yourselves doing more things like triads, increasing T-Shaped skill sets?

Stephen:  To a small degree.  A lot of this is the change in mindset.  So changing from testing is only QA’s problem.  Previously, if a bug appeared it was because QA didn’t test it properly.  Now it’s everyone’s responsibility and this is the first step? That’s the biggest benefit in my mind, the change in mindset and the accountability for all of the process and not ‘just their part.’

It’s like a lot of things, sometimes you can have a course and you say to yourself – we know this why are you telling us this.  We don’t need to be in this course.  What you discover is that you don’t know it.  It’s like common sense and you do know it, but you don’t know it because if you knew it you’d be doing it.  That is what I found this course is that there is a lot of things in it that are from our experience was like we already know this stuff but then it becomes apparent that you don’t know it because you aren’t doing it.

Michael: Everybody has their own take and perspective on it, but here we are as a group have the same perspective and the same picture, so everyone realizes the gaps that exist between each other and at the same time those gaps get filled.

Nick: Once the gaps are apparent you can then deal with them?

Stephen: Yeah, and also agreeing on a common vocabulary and common ideas because you had common training just made it easier.  Therefore when we talk about X we all know what X is.  This is also helping us to be more effective.

Nick:  That is a common statement about Common Sense.  It’s very easily mentioned and agreed but rarely practised in a coherent way.  I read a quote this week – ‘It’s common sense to treat adults are adult human beings but in fact it’s rarely practiced’

Thanks guys for sharing your learning’s since taking the Agile Testing course.  Good luck and all the best in your ongoing journey.  I’m sure there will be more tangible and intangible benefits to AgWorld’s bottom line.

Stephen:  Thanks Nick, no problem.  Thanks for staying up at 1am to do the interview.

All: chuckles

Nick: That’s not a problem, not a problem at all.  Once again, I’m happy that you’ve received positive outcomes from taking the course as well and achieving the results to your bottom line. Those intangibles you get from the customer are going to result in tangibles to the bottom line.

Stephen:  Yes, I think it has definitely been contributing to changing results and changing the bottom line and changing customer feedback.  I definitely think that the changes we have made, some of which are directly attributable to the course are having definite effects in our efficiency and effectiveness and our customers perception of us as a company.

Nick:  Once again thanks!

All: Bye

ICAgile Agile Testing Expert Gate

In this recording of a webinar I participated in on January 28th 2015, Janet Gregory who is one of the track authors and has written the immensely popular Agile Testing with Lisa Crispin and now More Agile Testing again with Lisa Crispin, tells us about the criteria for achieving Expert Status in Agile Testing.

It’s quite a jump from taking a course and we learn that demonstrated experience over a number of years is key.  No exams here we emphatically say.

We also talk about the new book, More Agile Testing, and I pose some questions as well.  Janet and Lisa bring up Organisational culture early in the book and I commend them for this rather than assuming that it takes place.  I also liked the balanced reporting of views of the testing quadrants.  It’s mental model that has been in some quarters taken down in an unkind manner.  They report on the better variations and tell us not to take a ‘cookie cutter’ approach to its application.

We also had other panelists involved bringing in their expert views.  Thanks to Aldo Rall, Devin Hedge and Agile Bill Krebs.  Elinor Slomba once again handled the facilitation brilliantly over a difficult medium at times.

Technical Debt is Risk Management


Good to have clean code for less headaches. That effort you put in pays off for you and your customers handsomely. If you struggle with quality, start on your journey to improving. Get yourself a plan to improve.

Originally posted on The IT Risk Manager:

A few years ago I was lucky enough to work with Steve Freeman. Steve is the Gordon Ramsey of Software Development. If you have a badly formed code base, expect to hear about it. Steve worked with the graduate, Mark, on the team to “refactor”* some code. They created tests that clarified the intent of the code. Most impressive to me was that they reduced the size of the code base by 80%. Imagine you are editing a 200 page book with random duplication. Steve and Mark’s work reduced that to 40 pages and removed the unnecessary duplication. Everything was where it should be, and you only had to find something once rather than find a random number of instances. (Note: Some teams print off the code they delete and put it in a “book of dead code”) This was vital work as we were about to make significant…

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