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Agile Performance-Testing Activities
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This approach can be represented by using the following nine activities:
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Figure 6.1 Agile Performance Testing Activities Activity 1. Understand the Project Vision and Context. The project vision and context are the foundation for determining what performance-testing activities are necessary and valuable. Activity 2. Identify Reasons for Testing Performance. These are not always clear from the vision and context. Explicitly identifying the reasons for performance testing is critical to being able to determine what performance testing activities will add the most value to the project. Activity 3. Identify the Value Performance Testing Adds to the Project. With the information gained from steps 1 and 2, clarify the value added through performance testing and convert that value into a conceptual performance-testing strategy. Activity 4. Configure the Test Environment. With a conceptual strategy in place, prepare the necessary tools and resources to execute the strategy as features and components become available for test. Activity 5. Identify and Coordinate Immediately Valuable Tactical Tasks. Performancetesting tasks do not happen in isolation. For this reason, the performance specialist needs to work with the team to prioritize and coordinate support, resources, and schedules in order to make the tasks efficient and successful.
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Activity 6. Execute Task(s). Conduct tasks in one- to two-day segments. See them through to completion, but be willing to take important detours along the way if an opportunity to add additional value presents itself. Activity 7. Analyze Results and Report. To keep up with an iterative process, results need to be analyzed and shared quickly. If the analysis is inconclusive, retest at the earliest possible opportunity. This gives the team the most time to react to performance issues. Activity 8. Revisit Activities 1-3 and Consider Performance Acceptance Criteria. Between iterations, ensure that the foundational information has not changed. Integrate new information such as customer feedback and update the strategy as necessary Activity 9. Reprioritize Tasks. Based on the test results, new information, and the availability of features and components, reprioritize, add to, or delete tasks from the strategy, then return to activity 5.
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Relationship to Core Performance-Testing Activities
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The following graphic shows how the seven core activities described in 4 map to the nine agile performance-testing activities.
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Figure 6.2 Relationship to Core Performance Testing Activities
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Activity 1. Understand the Project Vision and Context
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The project vision and context are the foundation for determining what performance testing is necessary and valuable. The test team s initial understanding of the system under test, the project environment, the motivation behind the project, and the performance build schedule can often be completed during a work session involving the performance specialist, the lead developer, and the project manager (if you also have a tentative project schedule). Decisions made during the work session can be refactored during other iteration and work sessions as the system becomes more familiar.
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Project Vision
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Before initiating performance testing, ensure that you understand the current project vision. Because the features, implementation, architecture, timeline, and environments are likely to change over time, you should revisit the vision regularly, as it has the potential to change as well. Although every team member should be thinking about performance, it is the performance specialist s responsibility to be proactive in understanding and keeping up to date with the relevant details across the entire team. The following are examples of high-level project visions: Evaluate a new architecture for an existing system. Develop a new custom system to solve a specific business problem. Evaluate the new software-development tools. As a team, become proficient in a new language or technology. Re-engineer an inadequate application before a period of peak user activity to avoid user dissatisfaction due to application failure.
Project Context
The project context is nothing more than those factors that are, or may become, relevant to achieving the project vision. Some examples of items that may be relevant to your project context include: Client expectations Budget Timeline Staffing Project environment Management approach These items will often be discussed during a project kickoff meeting but, again, should be revisited regularly throughout the project as more details become available and as the team learns more about the system they are developing.
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