Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Free Idea Maps
Towards Agile Mapping
Federico Gobbo
federico.gobbo@uninsubria.it
Dipartimento di Informatica e Comunicazione
Universit` degli Studi dell’Insubria
a

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Cognitive mapping history: origins
Information visualization studies and started in the francophone
world in the late 1960s (Bertin, Piaget) and indipendently in the
UK by Tony Buzan.
In the 1970s cognitive psychologists and US-scholars started to
study psychological implication, applying concept maps into
educational settings (Ausubel, Novak). Tony Buzan took PhD at
the London School of Economics and then put ‘radiant thinking’
and ‘mind mapping’ under copyright.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Cognitive mapping history: now
In the late 1980s and in the 1990s mapping software entered the
arena esp. for educational purposes – i.e. for creating lecture notes
or for active studying – but not only: brainstorming, time
management, life self-coaching, information management, etc. The
Institute for Human and Machine Cognition (IHMC) developed
CmapTools, MindJet released MindManager for Buzan’s mind
mapping.
After 2000 a lot of clones spread out, but always along the two
main models – concept mapping (IHMC) vs. mind mapping
(Buzan). Notable exception is the Compendium Institute, which
developed a third way, i.e. conversational or dialog mapping,
enabling groups to build shared knowledge – revealing collective
intelligence.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Why cognitive mapping?
Empirical evidences. Our brain process complex information
conveyed visually in a very effective way, we typically identify visual
patterns easier than not-visual (e.g. words as concepts).
Forthermore, visual images can overcome language barriers.
Knowledge elicitation. Information visualization doesn’t merely
communicate ideas but it actively, organizes, concises, and clarifies
info chunks (Dawkins’ memes) revealing hidden patterns, gaining
insights and discovering new ideas and relations.
Cognitive mapping is the ability to see and move through the “big
picture” (Gestalt) as well as into details: thinking is considered as
a complex adaptive system. i.e. informations grow and change
maintain accuracy and relevance.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Assimilation and learning in cognitive psychology
Concept mapping started in 1972 in a research program about how
children represent knowledge. Ausubel’s cognitive psychology,
spread from Piaget’s, has at the core the idea of assimilation.
New concepts and propositions may be assimilated only if they find
a place into existing concept network, i.e. individual’s cognitive
structure. In general, the introduction of a new concept inplies a
reconfiguration of the concept network for assimilation.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Concept map for collaborative and distance learning
Members of a social group share the Zone of Proximal
Development (ZPD, Vygotsky 1978), i.e. a social space where
dialogue and cooperation can effectively support learning with
minimal aid from a tutor. Teachers are similar to coaches.
Concept maps started as a tool to externalize the cognitive
structures behind ZPDs. Ausubel distinguish two ways to learn:
rote learning vs. meaningful learning.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Learning in the constructive learning theory
Ref: Novak-Ca˜as (2006) on the theory and how to construct concept maps
n

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Maps, concepts, propositions and tagged arcs
Concept maps are graphical tools for organizing and representing
knowledge.
• A concept is a ‘perceived regularity in events or objects, or
records of events or objects, designated by a label’
(Novak-Ca˜as 2006).
n
• A proposition is meaningful statement obtained connecting
two or more concepts using linking words.
• Linking words are represented by tagged arcs.

A basic concept map

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Hierarchical fashion and cross-linking
In concept maps, general concepts are at the top of the map and
less general concepts are arranged hierarchically below.
Cross-links are links that put into relations concepts in different
segments or domains.
Note that in the previous map there were no cross-links, and the
map itself was very simple indeed.

A concept map on concept mapping
Ref: Novak-Ca˜as (2006) on the theory and how to construct concept maps
n

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
It works in well-structured knowledge domains
Learners evaluated by their concept maps are engaged into
meaningful learning, Concept proved very helpful to avoid
misconceptions in science and mathematics in education.
CmapTools was used to prepare NASA material on Mars before the
mission.
The epistemological foundation in concept mapping is semantic
atomicity: with about 100 atoms you may have a great number of
molecules; with appox. 460,000 words in English you may express
a lot of sentences; analogously, with a not-too-great set of
concepts you may express a lot of maps.

The knowledge portfolio by NASA for MArs Exploration
Ref: Novak-Ca˜as (2006) on the theory and how to construct concept maps
n

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to build a concept map
1. Start from a Focus Question, i.e. it should cleary states the
issue as an open problem or topic. Prefer “how” and “why”
questions (descriptive and explicative) to “what” or “who”
ones (prescriptive and classificatory). If the problem/topic is
very hard, let an expert in the field prepare an “expert
skeleton” map.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to build a concept map
1. Start from a Focus Question, i.e. it should cleary states the
issue as an open problem or topic. Prefer “how” and “why”
questions (descriptive and explicative) to “what” or “who”
ones (prescriptive and classificatory). If the problem/topic is
very hard, let an expert in the field prepare an “expert
skeleton” map.
2. Then build a list of concept as a parking lot, as a set of
Post-its. Avoid “sentences in the boxes”.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to build a concept map
1. Start from a Focus Question, i.e. it should cleary states the
issue as an open problem or topic. Prefer “how” and “why”
questions (descriptive and explicative) to “what” or “who”
ones (prescriptive and classificatory). If the problem/topic is
very hard, let an expert in the field prepare an “expert
skeleton” map.
2. Then build a list of concept as a parking lot, as a set of
Post-its. Avoid “sentences in the boxes”.
3. Organize your concepts in domains (horizontal axis) and in
generality (vertical axis) and define the relations between
them.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to build a concept map
1. Start from a Focus Question, i.e. it should cleary states the
issue as an open problem or topic. Prefer “how” and “why”
questions (descriptive and explicative) to “what” or “who”
ones (prescriptive and classificatory). If the problem/topic is
very hard, let an expert in the field prepare an “expert
skeleton” map.
2. Then build a list of concept as a parking lot, as a set of
Post-its. Avoid “sentences in the boxes”.
3. Organize your concepts in domains (horizontal axis) and in
generality (vertical axis) and define the relations between
them.
4. Refine your concept map adding cross-links.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to build a concept map
1. Start from a Focus Question, i.e. it should cleary states the
issue as an open problem or topic. Prefer “how” and “why”
questions (descriptive and explicative) to “what” or “who”
ones (prescriptive and classificatory). If the problem/topic is
very hard, let an expert in the field prepare an “expert
skeleton” map.
2. Then build a list of concept as a parking lot, as a set of
Post-its. Avoid “sentences in the boxes”.
3. Organize your concepts in domains (horizontal axis) and in
generality (vertical axis) and define the relations between
them.
4. Refine your concept map adding cross-links.
5. Eventually link your concept map with previous ones, so to
demonstrate that your understanding is not limited to a single
concept map, i.e. build a Knowledge Model (Ca˜as 2003).
n

A parking lot spread from a focus question...
Ref: Novak-Ca˜as (2006) on the theory and how to construct concept maps
n

..and an expert skeleton map
Ref: Novak-Ca˜as (2006) on the theory and how to construct concept maps
n

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Evaluation
With over two decades of research experience, concept maps
proved to be effective in constructive learning settings, esp. about
hard science topics. E.g. in Italy Giuseppe Valitutti is translating
into Italian the World of Science books with pupils of elementary
schools.
Concept mapping is not an easy task, as everything in the map is
meaningful. Furthermore, defining the parking lot of concepts
before their relations may be difficult for people used to think
simultaneously in a “concepts-in-context” way.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Dialog maps as solutions to wicked problems
Compendium is based on the conversational or dialog mapping
approach and derived from Issue-Based Information System (IBIS).
Horst Rittel developed IBIS in the 1970s as a method to solve
wicked problems.
Unlike tame problems, in the case of wicked problems the problem
solving approach doesn’t fit.
Links (arcs) may be tagged as in the concept map approach.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Dialog maps as group support
Dialog mapping is particulary useful in groups, i.e. supporting the
continous dialogue among stakeholders in the problem in order to
reframe.
Every misunderstanding or disagreement should be reframed as an
issue or in an inquiry, avoiding the Answer Reflex (the loop
question-justification).

The Answer Reflex...
Question Justification

...is broken by Ideas...
Idea
Question Justification

...and Justifications become Arguments!
Idea
Question Argument

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
How to reframe Questions...
As in the concept map approach, conversations in IBIS start from
a root Question, which may be decomposed in sub-Questions.
Questions should be:
1. clear, short, neutral (no “not”), unique (no “and” and “or”);
2. of the “wh” type or “how” (no “yes/no” questions);

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
...placing Ideas...
Ideas are proposals for resolution of Questions. They should be
practical and small (Ideas Network).
They are linked to Questions.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
...in order to obtain Arguments
Arguments may either support (Pros) or object (Cons) Ideas.
Arguments are linked to Ideas.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Questions, Idea, Arguments
“The Bohr model of the rhetoric atom”
• Questions
• Ideas
• Arguments
• Pros
• Cons

Look at the right-click menu: nodes are typified

Pros and cons of dialog mapping through Compendium
A dialog map on dialog map evaluation

Compendium GUI prefers multiple mapping instead of
expand/collapse

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Mind mapping is fast and easy
A mind map is a tree structure of keywords and they relations. It
has a radiant shape and is much more rich in colours, pictures, and
drawings compared with concept or dialog maps.
Human brains recognize shapes and drawings better than words
and numbers, so if you want to remember ideas give them a good
look.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Mind mapping is fast and easy
A mind map is a tree structure of keywords and they relations. It
has a radiant shape and is much more rich in colours, pictures, and
drawings compared with concept or dialog maps.
Human brains recognize shapes and drawings better than words
and numbers, so if you want to remember ideas give them a good
look.
Be evocative.

Mind mapping is a “human universal” (Brown, 1999)
A mind map by Charles Darwin on evolution (Buzan-Buzan, 2000

A mind map may be well drawn...
A mind map about the ideal job (Buzan-Buzan, 2000)

..or without words!
A mind map about love (Buzan-Buzan, 2000)

A mind map about study tips
This mind map was made by MindManager

A mind map about Taiji models
Look at the important role of colours

A mind map template for meetings
This is a template of MindManager
1.
2.
Purpose
3.
Parking lot
4.
1.
5.
2.
Distant participants
3.
1.
1.
2.
Meeting Participants 2.
3.
Action items [keyword+date] 3.
4.
4.
5.
5.
1.
Day
2.
Exact time
3. Time/Place
Agenda Place
4.
5.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
The risk with mind mapping is information noise!
A mind map has a loose syntax and semantics. Unlike concept and
dialog maps, nodes hasn’t any a-priori type and their position in
the map is meaningless. Moreover, arcs are not taggable, and
relations are nodes as well.
The risk of mind mapping is to add useless informations in the
map itself, e.g. colours that have more than one meaning. This is
particularly true in collective maps.

A bad mind map about a book report
What mistakes did the mind mapper make?

This is not a mind map
A chart can be useful, but it’s not a mind map!

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Radiant thinking
• Mind mapping begins from a central idea.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Radiant thinking
• Mind mapping begins from a central idea.
• Then related ideas radiate out from the center as branches.
They are called Basic Ordering Ideas (BOIs).

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Radiant thinking
• Mind mapping begins from a central idea.
• Then related ideas radiate out from the center as branches.
They are called Basic Ordering Ideas (BOIs).
• Some branches give birth to minor branches, as minor themes
or particular and detailed ideas.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Radiant thinking
• Mind mapping begins from a central idea.
• Then related ideas radiate out from the center as branches.
They are called Basic Ordering Ideas (BOIs).
• Some branches give birth to minor branches, as minor themes
or particular and detailed ideas.
• Like neurons.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Advantages of paper-and-pencil mind mapping
It’s easy. Take a A3 sheet of paper landscape and write the topic,
problem or subject in the center. Then place the BOIs and go
along.
They are perfect for single-user mapping, where you don’t share
the map itself – they may be even confusing to others, but clear
for you.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Disadvantages of paper-and-pencil mind mapping
It’s not easy to copy and share. It’s not easy to correct errors –
more important ideas should be close to the center. In fact, you
often don’t recognize BOIs at the first glance.
On the contrary, electronic maps may even be route maps to
resources as well (other maps, music, videos, etc.)
We choose FreeMind as the best software tool: it’s free (GPLed),
cross-platform (Windows, Linux, MacOS, etc.) but above all
flexible.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Known mistakes made by beginners in mapping
More than one. The main mistake – in every cognitive mapping
approach – is not to analyse ideas, i.e. put more than one ideas in
a single node (for example, put a whole sentence in a node, instead
of chunking).
Wrong type. A common mistake in dialog maps is to put a
Question in a Idea or using a Question node for judgements (false
questions).
Class error. A common mistake in concept maps is to put a node
either too high (abstract) or too low (concrete) in the map itself.
Importance. A common mistake in mind maps is to put a node
either too distant (less important) or too close (more important)
to the center.

A plethora of software tools for mapping
How to choose the best for Agile mapping?

Ockam’s solution: use paper and (a lot of) pencil(s)
Kent Beck explains XP with a mind map

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
FreeMind is our choice this year
In Retrospectives, I ask to you to collect critiques (Pros and Cons!)
of Freemind.

Paper-and-pencils mind maps are ok in single-user mode
Kent Beck explains Developer Accountability

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Free idea mapping as an Agile practice
One of the core values of Agile is Interaction, i.e. a mind shift
from “writing (documentation)” to “talking (conversation)”.
Free idea mapping is a proposal to capture user wish as a whole,
before restrictiong written information in tangible small cards –
User Stories as mementos of user interaction.

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Agile mapping should be antifundamentalist
In my personal experience, a surveilled mind mapping approach is
the best in knowledge elicitation.
“Surveilled” means antifundamentalis, i.e. mind mapping with
injections of the concept and dialog approach as well, e.g. with
Focus Questions as BOIs radiating from the central topic/idea and
defining Pros and Cons as well, aware of ZPDs in leading groups.
Sometimes “expert skeleton” maps proved effective.

Gathering and modeling
a bridge between customers and team members
Requirement Gathering (User Wish Elicitation) Requirement Modeling
divergent thinking convergent thinking
Idea
User Agile planning Goal
map
stories
Use free idea mapping to get customers into Agile directly

ESSAP started with a map brainstorming...

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Two project proposals
Let’s try to visualize thinking with a free idea map on-the-fly, with
me as your customer-on-site.
Both web applications DICOM need...

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
First: Examinando
“I want to manage dates of lectures, courses and exams with a
reservation whiteboard. Teachers should see a calendar before date
booking, and a content administrator should confirm the
reservation or propose more dates. We want to avoid overbooking,
i.e. more than one exam for the same student classes in the same
day!”

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Second: Academia
“Scholars go to conferences and (summer) schools. We want a
web application in order to manage the whole fluxus of
information: call for papers, deadlines, review process (e.g. send
an anonymized copy of docs to the reviewers, etc.), session chairs,
parallelism for sessions, (extended) abstracts, registration (from
dietary requirements to foreseen arrival and departure dates, infos
about the venue, last-minute important news, until the publication
of proceedings, and the call of the next year edition.”

Introduction Concept maps Dialog maps Mind maps Pitfalls Agile intersections Conclusions
Thanks
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