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Ideally, the product owner and/or other customer team members participate in the iteration planning, answering questions and providing examples describing requirements of each story. If nobody from the business side can attend, team members who work closely with the customers, such as analysts and testers, can serve as proxies. They explain details and make decisions on behalf of the customers, or take note of questions to get answered quickly. If your team went over stories with the customers in advance of the iteration, you may think you don’t need them on hand during the iteration planning session. However, we suggest that they be available just in case you do have extra questions.

As we’ve emphasized throughout the book, use examples to help the team understand each story, and turn these examples into tests that drive coding. Address stories in priority order. If you haven’t previously gone over stories with the customers, the product owner or other person representing the customer team first reads each story to be planned. They explain the purpose of the story, the value it will deliver, and give examples of how it will be used. This might involve passing around examples or writing on a whiteboard. UI and report stories may already have wire frames or mock-ups that the team can study.

A practice that helps some teams is to write user acceptance tests for each story together, during the iteration planning. Along with the product owner and possibly other stakeholders, they write high-level tests that, when passing, will show that the story is done. This could also be done shortly in advance of iteration planning as part of the iteration “prep work.”

Stories should be sized so they’ll take no more than a few days to complete. When we get small stories to test on a regular basis, we do not have them all finished at once and stacked up at the end of the iteration waiting to be tested. If a story has made it past release planning and pre-iteration discussions and is still too large, this is the final chance to break it up into smaller pieces. Even a small story can be complex. The team may go through an exercise to identify the thin slices or critical path through the functionality. Use examples to guide you, and find the most basic user scenarios.

Agile testers, along with other team members, are alert to “scope creep.” Don’t be afraid to raise a red flag when a story seems to be growing in all directions. Lisa’s team makes a conscious effort to point out “bling,” or “nice to have” components, which aren’t central to the story’s functionality. Those can be put off until last, or postponed, in case the story takes longer than planned to finish.

Considering All Viewpoints

As a tester, you’ll try to put each story into the context of the larger system and assess the potential of unanticipated impacts on other areas. As you did in the release planning meeting, put yourself in the different mind-sets of user, business stakeholder, programmer, technical writer, and everyone involved in creating and using the functionality. Now you’re working at a detailed level.

In the release planning chapter, we used this example story:

As a customer, I want to know how much my order will cost to ship based on the shipping speed I choose, so I can change if I want to.

We decided to take a “thin slice” and change this story to assume there is only one shipping speed. The other shipping speeds will be later stories. For this story, we need to calculate shipping cost based on item weight and destination, and we decided to use BigExpressShipping’s API for the calculation. Our story is now as shown in Figure 17-2.

Figure 17-2 Story shipping speed for 5-day delivery

The team starts discussing the story.

Tester: “Does this story apply for all items available on the site? Are any items too heavy or otherwise disqualified for 5-day delivery?

Product Owner: “5-day ground is available for all our items. It’s the overnight and 2-day that are restricted to less than 25 lbs.”

Tester: “What’s the goal here, from the business perspective? Making it easy to figure the cost to speed up the checkout? Are you hoping to encourage them to check the other shipping methods—are those more profitable?”

Product Owner: “Ease of use is our main goal, we want the checkout process to be quick, and we want the user to easily determine the total cost of the order so they won’t be afraid to complete the purchase.”

Programmer: “We could have the 5-day shipping cost display as a default as soon as the user enters the shipping address. When we do the stories for the other shipping options, we can put buttons to pop up those costs quickly.”

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