International speaker and author of “BDD in Action” John Ferguson Smart shows how you can multiply your team’s productivity and innovation by engaging the creativity of your whole team from the outset. Drawing from his long experience helping teams deliver better software faster and more effectively, John will discuss the latest practical techniques leveraged from Behaviour Driven Development, Lean Enterprise, DevOps, and Test Automation, combined with research in Psychology and Team Performance, to show you how to get the best out of your teams. Learn about the new roles of business analysts, developers and testers in a DevOps world, and how testers can play a vital role in not only detecting defects but preventing them. Discover how you can make test automation happen during, not after, the sprint, and how to engage the creativity of the whole team right from the word "go".

1. Engage!
Bringing teams together to
deliver software that makes a
difference
John Ferguson SmartJohn Ferguson SmartJohn Ferguson SmartJohn Ferguson Smart

2. To the moon and back again

3. RAM4K
The Apollo Guidance Computer
72K ROM
17 Registers
1 MHz Clock

7. LOL

8. "Coming up with solu0ons and new ideas was an adventure. Dedica0on and
commitment were a given. Mutual respect was across the board. Because
so<ware was a mystery, a black box, upper management gave us total
freedom and trust. We had to find a way and we did. Looking back, we were
the luckiest people in the world; there was no choice but to be pioneers.”
Margaret Hamilton
So<ware Pioneer
Dedica0on
respect
freedom and trust
commitment

9. What does an “engaged team” look like?

10. *Puppet State of Devops report 2017
440 times faster
Lead time from commit to production for high
performing teams*

11. 93%
Fewer failing stories

12. 29%
Less time spent on
fixing bugs

13. Fans,
not users

14. Delivers
Demonstrable value

15. High Performing Teams
Engage
Early
Engage
Actively

16. Engage early!
How Early?
Earlier than that!

17. Look familiar?

18. The Thinker
The Doers

19. “It doesn't make sense to hire
smart people and then tell them
what to to , We hire smart people
so they can tell us what to do.”
- Steve Jobs

20. The Thinker-Doers

21. Timelines & Planning
Pitch Deck Edition

22. Business
BA
Developers
As a corporate frequent flyer
I want to earn points on my business flights
So that I can get discounts on my holiday flights
Scenario: First class earns double points
Given I fly from London to Paris
When I am in First Class
Then I should earn twice as many points
…
Testers

23. “It was at that moment that I learned that the word
requirements actually means shut up”
- Jeff Pa;on, “User Story Mapping”

24. Business
BA
Developers
As a corporate frequent flyer
I want to earn points on my business flights
So that I can get discounts on my holiday flights
Scenario: First class earns double points
Given I fly from London to Paris
When I am in First Class
Then I should earn twice as many points
…
Testers
rework

25. Business
BA
Developers
As a corporate frequent flyer
I want to earn points on my business flights
So that I can get discounts on my holiday flights
Scenario: First class earns double points
Given I fly from London to Paris
When I am in First Class
Then I should earn twice as many points
…
Testers
rework
misinterpretation

26. Business
BA
Developers
As a corporate frequent flyer
I want to earn points on my business flights
So that I can get discounts on my holiday flights
Scenario: First class earns double points
Given I fly from London to Paris
When I am in First Class
Then I should earn twice as many points
…
Testers
rework
misinterpretation
missed
opportunities

27. It’s waterfall all over again!

28. BDD

29. A few techniques that can help…

30. BDD

31. Discovery - the bigger picture
✓Impact Mapping
✓Story Mapping
✓Event Storming

32. Know what your goals are
Know when you know they are achieved
Don’t confuse success with completion

33. BDD

34. Definition - Identify the outcomes

35. Definition - Key rules and examples
Rich guy Joe
successfully
orders a card
Student Billy can’t order a card
because his income is too low
Salary must be sufficient
✓Example Mapping

36. Definition - explore the flows
✓Feature Mapping
Rich guy Joe
successfully
orders a card
Applies for
card
His credit
rating is OK
His salary is
sufficient
An account is
created
The credit
card is posted
Scenario Steps Outcomes
His credit
rating sucks
His application
is rejected

37. BDD

38. Formalisation - write executable specs
Feature: Credit card financial checks
In order to avoid bad debts
As a financial institution
I want to ensure that a customer’s credit limit is in line with the their earnings
Scenario Outline: The maximum credit card limit depends on the customer's salary
A customer needs a salary of at least £10,000. There are two types of card,
one with a limit of £2500, and another with a limit of £5000
Given an individual customer with an annual salary of <Salary>
When the customer applies for a credit card
Then the credit card application should be <Approved or Refused>
And if approved, the maximum credit limit should be <Max Limit>
Examples:
| Salary | Approved or Refused | Max Limit | Notes |
| £5000 | Refused | 0 | must be over £10,000 |
| £15,000 | Approved | £2500 | Up to £15,000 |
| £25,000 | Approved | £5000 | Over £15,000 |
| £100,000 | Approved | £5000 | Max limit £5000 |

39. BDD

40. Automate
Feature: Credit card financial checks
In order to avoid bad debts
As a financial institution
I want to ensure that a customer’s credit limit is in line with the their earnings
Scenario Outline: The maximum credit card limit depends on the customer's salary
A customer needs a salary of at least £10,000. There are two types of card,
one with a limit of £2500, and another with a limit of £5000
Given an individual customer with an annual salary of <Salary>
When the customer applies for a credit card
Then the credit card application should be <Approved or Refused>
And if approved, the maximum credit limit should be <Max Limit>
Examples:
| Salary | Approved or Refused | Max Limit | Notes |
| £5000 | Refused | 0 | must be over £10,000 |
| £15,000 | Approved | £2500 | Up to £15,000 |
| £25,000 | Approved | £5000 | Over £15,000 |
| £100,000 | Approved | £5000 | Max limit £5000 |

41. Impact Maps
Story Maps
Product and
Sprint Backlog
Example
Mapping
Feature Mapping
Gherkin
Executable
Acceptance
Criteria
Living Documentation
BDD Unit
TestingContinuous
Integration/
Continuous Delivery
Working
Software
(ready for
exploratory testing)

42. Automated
Acceptance
Criteria
A Shared
Understanding
Validation
Story Mapping
3 amigos
Acceptance
Criteria
Feature
Mapping
Gherkin
Example
Mapping
Collaborative
Requirements
Discovery Living
Documentation
Regression
Tests
Change with
confidence
Effective
Automation
Sustainable
Automation
Impact Mapping
Executable
Requirements
High investment
Lasting Benefits
Low investment
Immediate Benefits
Feedback and
Validation
Formalisation
Design Thinking

43. Timelines & Planning
Pitch Deck Edition
Automation should serve the team
Not the other way round

44. Engage Actively

45. Anchoring

46. Timelines & Planning
Pitch Deck Edition

47. Timelines & Planning
Pitch Deck Edition
Free-loading

48. Going with the crowd

49. Production Blocking

50. A few techniques that can help…

51. Keep meetings small

52. Have well-defined rules

53. Broad Brushes First

54. Beware of Brainstorming

55. High Performing Teams
Engage
Early
Engage
Actively

56. Thank You!
h1ps://johnfergusonsmart.com
reachme@johnfergusonsmart.com
@wakaleo
John Ferguson Smart