CHRISTIAN HASSA (CH@TECHTALK.AT)TWITTER: @CHRISHASSAXP 2013 Vienna, June 3rd 2013Story Maps in practiceenable early feedba...
About me• Managing Partner at TechTalk• Working as/coaching Product OwnersTechTalk office Vienna/Austria
• Agile consulting and delivery• Offices: Vienna, Budapest, ZurichTechTalk TeamAbout my Team
4Why agile requirements?Successful problem solving requiresfinding the right solutionto the right problem.Russell Ackoff, ...
5User Stories
6• Describe user needs or features• Unit of planning/prioritization• Future options for evolving the system• Reminder for ...
7Impact MappingStory MappingSpecification-By-ExampleDiscovering the problem to solveWhy?How?CodeAcceptanceCriteriaEpicsDel...
8Specification-By-ExampleDefining experimentsStory MappingUser ActivitiesImpact MappingWhy?How?CodeAcceptanceCriteriaEpics...
9delivering softwarethat generatesImpact
10Impact MappingFrom: Gojko Adzic: www.impactmapping.orgBased on:Ingrid Domingues,Mijo BalicEffect Managing IT“Impact Mapp...
11Impact Map structureGoalActorsImpactsDeliverablesWhat is our goal?Sell 10.000 books within the first 6 monthsafter launc...
12Defining Impacts as User StoriesAs a Shopper of mainstream booksI want to order books onlineSo that I can receive books ...
13Defining Goals• Scale: What to measure• (Alternative scales to consider)• Meter: How to measure• (Different options how ...
14Combining GoalsSelling books in6 monthsDevelopment+OperationalCostsReturningcustomersScale # Monthly orders ofbooksTeam ...
15Evolving goals over timeSelling books in6 monthsDevelopment+OperationalCostsReturningcustomersScale # Monthly orders ofb...
16Exercise
17Mobile Ticket for Wiener Linien
18Ticket validation: current system
19Exercise: Impacts on actors• Target actors• Regular traveler to work• Ad-hoc traveler• Tourist visiting Vienna• Brainsto...
20Decide on target to address• Refine/agree on impacts (outcomes)and deliverables (output) to address• Narrow down to 1-5 ...
21Story Maps
22Impact MappingSpecification-By-ExampleOptimizing and refining scopeStory MappingWhy?How?CodeAcceptanceCriteriaEpicsDeliv...
23Story Maps• Concept byJeff Patton• Prioritize forimpact/outcome• Optimize designfor user goal• Inject features tosupport...
24Building story mapsImpact: Shopper ofmainstream booksreceive books quickerFind bookI wantCollectbooksCommitorderWait for...
25WalkingskeletonEnablingbuild – measure - learnFind bookI wantCollectbooksCommitorderWait forbookReceivebooktimebrowsebes...
26Exercise
27Brainstorm user stories• Think about the individual activities inthe targeted user journey and collectadditional user st...
28Map user stories• Silent• Put stories in a time order• Group similar stories together• Write-down new stories as needed
29Discuss map in groups• Agree on names for groups of stories(user activities)• Discuss flow• Add/refine assumptions• Prep...
38Exercise: Slice first release• Refine stories further for• Walking skeleton• Minimum Viable Product
39Story Maps in Practice
40Story Map Example: eVoting SystemProvision and supportNominate candidatesVote and determine results
41Sprint 1Nominate candidates
42Sprint 2Nominate candidates
43Sprint 3Vote and determine results
44Sprint 4Provision and support
45Not implemented functionality
46Added functionality
47Creation of Story Maps
48Product Design with Story Maps
49Roadmap
50Tools
51Transport and Conservation
52Linking within ALMRefinement forSprint planningLink with Sprint Backlog(Tasks, Taskboard, Burndown)Drill into Details(Sp...
53SummaryImpact Maps• Define business goals• Brainstorm impacts on actors to support(not obstruct) business goals• Evaluat...
54BooksGojko AdzicImpact Mapping
55
57Questions and further information• Keynote Gojko Adzic on Wednesday• Q&A Session on Wednesday with Gojko Adzic• SpecLog:...
Upcoming SlideShare
Loading in...5
×

Tutorial: Story Maps in practice: enable early feedback to build what really matters

4,668

Published on

1/2 day tutorial held at XP 2013 conference in Vienna.

Build – Measure – Learn is one of the most important mechanisms of agile software development. However, this mechanism is often crippled in nowadays projects, where traditional approaches of requirements gathering are bloating up product backlogs that cannot be prioritized anymore in a meaningful way. The results are customers not interested in iteration results, release to production that happens only at the end of the project, and feedback from customers when it is already too late and the budget is burned up.

Story mapping is a method that aligns user stories along desirable outcomes, so that customers can give sooner meaningful feedback, and release to production can happen earlier. The method helps slicing and prioritizing user stories, and addresses the product design aspect that is missing when just working with a product backlog. The method is highly visual and facilitates shared product ownership among product owner, team and customer.

This workshop gives a hands-on introduction to story mapping. Participants will be introduced to the concept and build their first story map during the workshop. The workshop concludes with things I’ve learned so far in using story maps in own projects, and what further benefits story maps can provide.

Tutorial: Story Maps in practice: enable early feedback to build what really matters

  1. 1. CHRISTIAN HASSA (CH@TECHTALK.AT)TWITTER: @CHRISHASSAXP 2013 Vienna, June 3rd 2013Story Maps in practiceenable early feedback to build what really matters
  2. 2. About me• Managing Partner at TechTalk• Working as/coaching Product OwnersTechTalk office Vienna/Austria
  3. 3. • Agile consulting and delivery• Offices: Vienna, Budapest, ZurichTechTalk TeamAbout my Team
  4. 4. 4Why agile requirements?Successful problem solving requiresfinding the right solutionto the right problem.Russell Ackoff, 1974We fail more often,because we solve the wrong problemthan because we get thewrong solution to the right problem.
  5. 5. 5User Stories
  6. 6. 6• Describe user needs or features• Unit of planning/prioritization• Future options for evolving the system• Reminder for a conversation• Deferring detail to the last responsiblemomentWhat makes user stories agile?„User stories are really the artifactat the heart of the continuing dialog betweenwhat is possible and what is desirable.“~ Kent Beck (http://c2.com/cgi/wiki?UserStory)
  7. 7. 7Impact MappingStory MappingSpecification-By-ExampleDiscovering the problem to solveWhy?How?CodeAcceptanceCriteriaEpicsDeliverables, OutputsImpacts, OutcomesEasier to define upfront Harder to define upfrontUser ActivitiesUser StoriesExamplesGoals
  8. 8. 8Specification-By-ExampleDefining experimentsStory MappingUser ActivitiesImpact MappingWhy?How?CodeAcceptanceCriteriaEpicsDeliverables, OutputsImpacts, OutcomesEasier to define upfront Harder to define upfrontUser StoriesExamplesGoals
  9. 9. 9delivering softwarethat generatesImpact
  10. 10. 10Impact MappingFrom: Gojko Adzic: www.impactmapping.orgBased on:Ingrid Domingues,Mijo BalicEffect Managing IT“Impact Mapping helps us plan better!It is collaborative, visual and fast.”
  11. 11. 11Impact Map structureGoalActorsImpactsDeliverablesWhat is our goal?Sell 10.000 books within the first 6 monthsafter launching the business.Who can help/prevent us reaching our goal?Shopper of mainstream books,Shopper of rarely available books,Shipping Department, HackersImpact triggering behavior change to help/obstruct goalShopper of mainstream books:• Receive books quicker• find popular books more easilyDeliverables or features supporting/preventingthese impacts (behavior changes):Shopper of mainstream books:• Receive books quicker• order books online• semi-automated distribution center
  12. 12. 12Defining Impacts as User StoriesAs a Shopper of mainstream booksI want to order books onlineSo that I can receive books quicker.Sell 10.000 books within thefirst 6 monthsafter launching the business.Actor Impact DeliverableActorImpactDeliverable
  13. 13. 13Defining Goals• Scale: What to measure• (Alternative scales to consider)• Meter: How to measure• (Different options how to meter)• Levels• Benchmark: Current Situation• Constraint: Break-Even forInvestment, Minimum AcceptableResult• Target: Desired Result• (Further possible levels: Trend, Fail,Record, Survival)# Monthly ordersof booksSell 10.000 books in thefirst 6 monthsShop systemdatabase01.00010.000Tom Gilb: Competitive Engineering, PLANGUAGE
  14. 14. 14Combining GoalsSelling books in6 monthsDevelopment+OperationalCostsReturningcustomersScale # Monthly orders ofbooksTeam Salaries +Operation Costs% of Customersordering for asecond timewithin 2 monthsMeter Shop SystemdatabaseFinancialAccountsShop SystemBenchmarkConstraint 1.000 EUR 200.000 20%Target 10.000 EUR 100.000 50%
  15. 15. 15Evolving goals over timeSelling books in6 monthsDevelopment+OperationalCostsReturningcustomersScale # Monthly orders ofbooksTeam Salaries +Operation Costs% of Customersordering for asecond timewithin 2 monthsMeter Shop SystemdatabaseFinancialAccountsShop SystemBenchmarkConstraint 1.000 EUR 200.000 20%Target 10.000 EUR 100.000 50%Increasing booksales in 6 monthsDevelopment+OperationalCostsReturningcustomersScale # Monthly orders ofbooksTeam Salaries +Operation Costs% of Customersordering for asecond timewithin 2 monthsMeter Shop SystemdatabaseFinancialAccountsShop SystemBenchmark 7.500 EUR 180.000 27%Constraint 15.000 EUR 200.000 20%Target 50.000 EUR 100.000 50%
  16. 16. 16Exercise
  17. 17. 17Mobile Ticket for Wiener Linien
  18. 18. 18Ticket validation: current system
  19. 19. 19Exercise: Impacts on actors• Target actors• Regular traveler to work• Ad-hoc traveler• Tourist visiting Vienna• Brainstorm• Problems/desires of actors• Impacts to make on actors to change their behaviorfor supporting the goals of “Wiener Linien”• Deliverables that support the desiredimpacts/outcomes• Arrange in a map• Who? <Actor>• How? Can we make an <Impact> on that actor?• What? <Deliverable/Feature> would support this?
  20. 20. 20Decide on target to address• Refine/agree on impacts (outcomes)and deliverables (output) to address• Narrow down to 1-5 stories• As <Actor>I want <Output/Deliverable/Feature>so that <Outcome/Impact>• Collect and refine assumptions needed
  21. 21. 21Story Maps
  22. 22. 22Impact MappingSpecification-By-ExampleOptimizing and refining scopeStory MappingWhy?How?CodeAcceptanceCriteriaEpicsDeliverables, OutputsImpacts, OutcomesEasier to define upfront Harder to define upfrontUser ActivitiesUser StoriesExamplesGoals
  23. 23. 23Story Maps• Concept byJeff Patton• Prioritize forimpact/outcome• Optimize designfor user goal• Inject features tosupport userscenario
  24. 24. 24Building story mapsImpact: Shopper ofmainstream booksreceive books quickerFind bookI wantCollectbooksCommitorderWait forbookReceivebooktimebrowsebestsellersput intobasketenteraddressreceivedeliveryslipreceivedeliverynotificat.pay withcreditcardsearchbook bytitlecreatewish listinquiryorderstatusDeliverable achieving impact(Scenario delivers output)useractivitiessystemfeaturesnecessityOrder books online
  25. 25. 25WalkingskeletonEnablingbuild – measure - learnFind bookI wantCollectbooksCommitorderWait forbookReceivebooktimebrowsebestsellersenteraddressreceivedeliveryslippay withcreditcardsearchbook bytitlecreatewish listinquiryorderstatusput intobasketreceivedeliverynotificat.necessitymanualworkaroundomittedstepsDoes the deliverableachieve the impact?Impact: Shopper ofmainstream booksreceive books quickerOrder books onlineDoes the impacthelp the business goal?
  26. 26. 26Exercise
  27. 27. 27Brainstorm user stories• Think about the individual activities inthe targeted user journey and collectadditional user stories• Aligned with agreed impact• Extending deliverables identified so far• Silent• One Story for each Sticky
  28. 28. 28Map user stories• Silent• Put stories in a time order• Group similar stories together• Write-down new stories as needed
  29. 29. 29Discuss map in groups• Agree on names for groups of stories(user activities)• Discuss flow• Add/refine assumptions• Prepare to present
  30. 30. 38Exercise: Slice first release• Refine stories further for• Walking skeleton• Minimum Viable Product
  31. 31. 39Story Maps in Practice
  32. 32. 40Story Map Example: eVoting SystemProvision and supportNominate candidatesVote and determine results
  33. 33. 41Sprint 1Nominate candidates
  34. 34. 42Sprint 2Nominate candidates
  35. 35. 43Sprint 3Vote and determine results
  36. 36. 44Sprint 4Provision and support
  37. 37. 45Not implemented functionality
  38. 38. 46Added functionality
  39. 39. 47Creation of Story Maps
  40. 40. 48Product Design with Story Maps
  41. 41. 49Roadmap
  42. 42. 50Tools
  43. 43. 51Transport and Conservation
  44. 44. 52Linking within ALMRefinement forSprint planningLink with Sprint Backlog(Tasks, Taskboard, Burndown)Drill into Details(Specification-By-Example)
  45. 45. 53SummaryImpact Maps• Define business goals• Brainstorm impacts on actors to support(not obstruct) business goals• Evaluate deliverables achieving impactStory Maps• Prioritize a deliverable to achieve impact• Optimize a deliverable for user goal• Inject features to support given user scenario
  46. 46. 54BooksGojko AdzicImpact Mapping
  47. 47. 55
  48. 48. 57Questions and further information• Keynote Gojko Adzic on Wednesday• Q&A Session on Wednesday with Gojko Adzic• SpecLog: www.speclog.net• Agile Trainings:www.techtalk.at/scrum-trainingsGojko Adzic, Mitch Lacey, Gaspar Nagy• Email: ch@techtalk.atTwitter: @chrishassa
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×