Why Independent Testing Teams Still Matter and How to Implement Agile Practices for Them

Software testing has evolved from a developer‑only debugging activity to a professional discipline focused on quality assurance, as described by historical milestones such as the IEEE 829 standard and the shift toward structured, large‑scale development.

Despite the rise of DevOps and cross‑functional squads, independent testing teams remain essential for large‑scale Internet companies because they provide a dedicated pool of testing talent, support system integration testing (SIT), drive test‑driven development (TDD), and enable the creation of organization‑wide testing tools and platforms.

To address these needs, the article proposes an Agile framework that combines Scrum, Kanban, and Extreme Programming (XP), tailored to the characteristics of an independent testing team.

Roles :

PO (Product Owner) – often the test manager, responsible for the Product and Sprint Backlogs.

SM (Scrum Master) – safeguards the Scrum process, facilitates ceremonies, and shields the team from external interruptions.

ST (Scrum Team) – a self‑organizing group composed solely of testers delivering incremental test outcomes.

Artifacts :

Product Backlog – a list of test‑related user stories, improvement items, and capability goals.

Sprint Backlog – the subset of stories selected for a sprint.

Increment – the sum of all completed test items at the end of a sprint.

Values (aligned with Scrum) :

Focus – concentrate on a limited set of goals per sprint.

Courage – speak up against unreasonable demands and take ownership of commitments.

Openness – transparently share progress, impediments, and personal strengths/weaknesses.

Respect – acknowledge diverse skills and foster collaborative trust.

Commitment – self‑organize, own tasks, and deliver high‑quality results.

Scrum ceremonies :

Sprint Planning – define sprint goal and select top‑priority stories.

Sprint (iteration) – a 1‑2 week test delivery cycle.

Daily Stand‑up – brief status update focusing on work done, planned, and blockers.

Window Period – occasional allowance for urgent changes without disrupting the sprint.

Sprint Review – team demonstrates completed test increments; PO validates.

Sprint Retrospective – reflect on the sprint and identify improvement actions.

Additional practices include a customized Kanban board (physical or JIRA), pair testing (XP), and close collaboration with development teams through shared reviews, transparent boards, and synchronized progress tracking.

The practical rollout consists of four phases: (1) ice‑breaker workshops to introduce Agile concepts and build team contracts; (2) on‑site coaching for 2‑4 sprints to embed roles, artifacts, and ceremonies; (3) self‑driven operation where the team runs its own Scrum cycles; and (4) evaluation using six dimensions (ownership, demand, speed, delivery assurance, communication, governance) with a maturity grading model, followed by continuous improvement initiatives.

Experience shows that flexibility, continuous teaching, and trust are crucial; Agile is a mindset rather than a rigid method, and the most effective approach is the one that fits the specific team’s context.

References

Bill Hetzel, Complete Guide of Software Testing

Ken Schwaber & Jeff Sutherland, Scrum Guide