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Agile Testing: A Practical Guide for Testers and Agile TeamsAgile Testing: A Practical Guide for Testers and Agile Teams

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Agile Testing: A Practical Guide for Testers and Agile TeamsAgile Testing: A Practical Guide for Testers and Agile Teams

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Where to Go from Here

Our team and our process still aren't perfect, but we've learned a lot, and we'll continue to improve as we learn more. Sometimes we don't get the meeting attendance we want, but we've found that problem to be cyclical. People attend for a while and then stop coming. When their tickets are no longer getting attention—surprise, surprise—they attend again.

As we work this plan, we continue to make small changes in the overall processes of software development and defect management. We try to use the information we gather to inform our decisions. As you think about your own defect-management process, I hope that some of these ideas help.

Daily Defect Meetings

Our daily defect meetings had the following format:

  1. Review the current items in the top-ten list(s):
    1. Are any issues not making progress? Are the appropriate people involved in working the issue?
    2. Are there any blockers around working the issues that need to be escalated?
    3. Have circumstances changed in any way that would cause us to drop any of these issues from this list?
  2. Review new items created in any of the projects that feed the list(s):
    1. a. Review the tickets created since the last meeting from each project database feeding the lists you're reviewing.
    2. b. If appropriate, update priority and severity as a team. Be sure to capture key comments about priority and severity in the ticket.
    3. c. Pull any new tickets into the list as appropriate.
  3. Review the most critical outstanding existing items from the projects that feed the list(s):
    1. When there are no new issues to pull in, and the list has room for new items, look at the highest-priority tickets from each feeding project database.
    2. Ask attendees if any tickets within their projects need focus, but the ticket's priority may not appropriately represent the urgency of the issue.
    3. Pull tickets into the list as appropriate, based on feedback and discussion by the team.
  4. Discuss any other issues related to the projects that the team may need to know.
  5. If a top-ten list has more than 10 tickets, ask the team whether that's okay. Sometimes it is (related tickets, requirements for an upcoming release, and so on), but make sure that the team knows why the buffer was extended and is clear on what that means. Try not to let it happen too often.

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