Balloon glows require more expertise than a single team!

Balloon glows require more expertise than a single team!


Over the years I have heard many reasons for performing some form of user acceptance testing. Some of those reasons are somewhat humorous, such as “UAT is on the checklist, therefore we have to do it” while some are profound, such as reducing risk of production failures and lack of acceptance. Regardless of the reason acceptance testing does not happen by magic, someone has to plan and execute acceptance testing.  Even in the most automated environment acceptance testing requires a personal touch and in Agile, acceptance testing is a group affair.

The agile literature and pundits talk a great deal about the need for Agile teams to be cross functional. A cross-functional Agile team should include all of the relevant functional and technical expertise needed to deliver the stories they have committed to delivering. Occasionally this idea is taken too far and teams believe they can’t or don’t need to reach beyond their boundaries for knowledge or expertise. This perception is rarely true. Agile teams often need to draw on knowledge, experience and expertise that exists outside the boundary of the team. While the scope of the effort and techniques used in Agile user acceptance testing (AUAT) can impact the number of people and teams that will be involved with Agile user acceptance testing, typically there are a four fairly stable set of capabilities that actively participate in acceptance testing.

  1. The Agile Team – The team (or teams) is always actively engaged in AUAT. AUAT is not a single event, but rather is integrated directly into every step of the product life cycle. Acceptance test cases are a significant part of requirements. Techniques such as Acceptance Test Driven Development require whole team involvement.
  2. Product Owner/Product Management – The product owner is the focal point for AUAT activities. The product owner acts as a conduit for business knowledge and needs into the team. As efforts scale up to require more than a single team or for external software products, product management teams are often needed to convey the interrelationships between features, stories and teams.
  3. Subject Matter Experts/Real users – Subject matter experts (SMEs) know the ins and outs of the product, market or other area of knowledge. Involving SMEs to frame acceptance test or to review solutions evolve provides the team with a ready pool of knowledge that by definition they don’t have. Product owners or product management identify, organize and bring subject matter expertise to the team.
  4. Test Professionals/Test Coaches – AUAT is real testing, therefore everyone that is involved in writing and automating acceptance test cases, creating test environments and executing acceptance testing needs to understand. Test coaches (possibly test architects, also) are very useful to help everyone involved in AUAT regardless of technique to test effectively.

Over the years, who participated in user acceptance testing was as varied as the reason people said they were doing acceptance testing. Sometimes development teams would “perform” acceptance testing as proxy for the users. Other times software would be thrown over the wall and SMEs and other business users would do something that approximated testing. AUAT takes a different approach and builds it directly into the product development flow. Integrating UAT into whole the flow of developing requires that even the most cross-functional team access a whole cavalcade of roles inside and outside of the team to ensure that AUAT reduces the chance of doing the wrong thing and at the same time reduces the chance of doing the right thing wrong.