User Story Mapping, Discover the whole story
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Variations of these slides have been used in a variety of talks. These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
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User Story Mapping, Discover the whole story
- 1. Jeff Patton jeff@jpattonassociates.com twitter: @jeffpatton Story Mapping discover the whole story
- 2. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stupid stuff I used to believe about Agile stories: 1. Stories are way to document requirements in Agile processes 2. Good stories are small 3. Good product backlogs are prioritized lists of stories 4. Each story we build is valuable to customers and users 2
- 3. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Documents don’t work the way you think they do 3
- 4. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Imagine a simple phone conversa?on... Jen Yates’ Cake Wrecks: www.cakewrecks.com 4
- 5. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well h5p://www.cakewrecks.com/ Cake Wrecks, book by Jen Yates, 5
- 6. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Jen Yates’ Cake Wrecks: www.cakewrecks.com 6
- 7. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Jen Yates’ Cake Wrecks: www.cakewrecks.com 7
- 8. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Jen Yates’ Cake Wrecks: www.cakewrecks.com 8
- 9. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Jen Yates’ Cake Wrecks: www.cakewrecks.com 9
- 10. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Jen Yates’ Cake Wrecks: www.cakewrecks.com 10
- 11. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Specifying in wri?ng doesn’t work well Some<mes mistakes are less funny 11 “... engineers failed to make a simple conversion between English units and metric, an embarrassing laps...”
- 12. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on When we share and sign off a document we may believe we understand 12
- 13. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Kent has a disruptively simple idea 13
- 14. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stop it. Stop exchanging documents. Tell me your story. If we we could just talk about this, we could figure it out together. 14
- 15. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on The original idea of a story was simple: use it to facilitate a conversa?on 15 someone who wants something I’ve written on the card what I want We’ll talk about it to discover the details of what I need to build. someone who builds something
- 16. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stories get their name from how we use them, not how we write them. 16
- 17. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on But, we still managed to screw that up 17
- 18. blah blah blahdy-blah b’blah blah blahdy-blah blah blah blahdy-blah b’blah blah blahdy-blah blah blah blahdy-blah b’blah blah blahdy-blah blah Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on This is a Scrum backlog grooming session 18
- 19. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on This isn’t the kind of conversation Kent had in mind 19
- 20. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Something special is going on during an effective conversation 20
- 21. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on With a shallow discussion, we may all take away something different 21
- 22. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on When we externalize our thinking with words and pictures, we detect differences 22
- 23. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on When we combine and refine, we arrive at something be'er 23
- 24. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on A4erwards, when we say the same thing, we actually mean it 24
- 25. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Shared understanding and alignment are the objec;ves of collabora;ve work ✴ Credit for this illustra;on goes to ThoughtWorks’ Luke Barret. Jeff PaGon drew these illustra;ons based on Luke’s. Luke doesn’t recall where he first saw this cartoon. 25
- 26. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Words and pictures help everyone build shared understanding 26
- 27. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on To build shared understanding, use sketching and recording on walls and whiteboards 27
- 28. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on 28
- 29. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Shared Understanding and collabora?on at Atlassian 29
- 30. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Shared Understanding and collabora?on at Atlassian 30
- 31. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Shared Understanding and collabora?on at Atlassian 31
- 32. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on What you record during conversa?ons works like a vaca?on photo Looking at it helps you remember details that aren’t in the photo 32
- 33. !Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on What you record during conversa?ons works like a vaca?on photo Looking at it helps you remember details that aren’t in the photo 33
- 34. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Effective story conversations build shared understanding The best documents use words and pictures to help recall our conversations, they don’t replace conversations 34
- 35. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Y You’ll have to think things through 35
- 36. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on This is a cake for a baby shower Jen Yates’ Cake Wrecks: www.cakewrecks.com 36
- 37. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Y I don’t think they thought this through... 37
- 38. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on This is a cake for a baby shower Jen Yates’ Cake Wrecks: www.cakewrecks.com 38
- 39. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on 39
- 40. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on 40
- 41. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Talk about the outcome, not just the output output outcome we want thiswe build this 41
- 42. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stories are an an?dote to “requirements” SoYware development has been steered wrong by the word ‘requirement,’ defined in the dic?onary as “something mandatory or obligatory.” The word carries a connota?on of absolu?sm and permanence, inhibitors to embracing change. And the word ‘requirement’ is just plain wrong. 42
- 43. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Kent suggested we talk about what happens when things come out 43
- 44. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Talk about who does what, and why What I was thinking of was the way users some?mes tell stories about the cool new things the soYware they use does: “I type in the zip code and it automatically fills in the city and state without me having to touch a button!” I think that was the example that triggered the idea. If you can tell stories about what the soYware does and generate energy and interest and a vision in your listener's mind, then why not tell stories before the soYware does it? 44
- 45. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Say “Hi” to Rachel 45
- 46. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Rachel and her team at Connextra created a clever conversa?on starter 46 who what why conversation starter good short title
- 47. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Focus discussion and collaboration around who will use the product and how they’ll work “later,” after delivery 47
- 48. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stories have a simple lifecycle Conversa?on Confirma?on * Ron Jeffries coined the 3 C’s in Extreme Programming Installed ! ! ! ? Card
- 49. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on If you replace a conversa?on with a document, you’ve stopped using stories 49
- 50. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Stories aren’t a different way to write requirements, they’re a different way to work 50
- 51. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on It’s easy to get nowhere fast 51
- 52. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on A Story Map helps organize discussion about user’s experience with our product Gary Levitt, owner & designer of Mad Mimi 52 Explore Details• smaller steps• alternative steps• UI details• technical details Map Use(from the user’s perspective) backbone(gives structure tothe map) Frame the idea (why build the product) Understand Users (what are their goals)
- 53. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Gary ul;mately built a successful product 53
- 54. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on A story map is a simple way to tell a story and break it down into parts 54
- 55. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Build story maps in small collabora?ve groups 55
- 56. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Use the map for con?nuous discussion 56
- 57. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Discussions drive out more details, validate, and build shared understanding 57 Talking through the map with multiple users and subject matter experts helps test it for completeness
- 58. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Use story maps to understand your whole product or feature’s experience Use mapping to break down big stories without losing the big picture 58
- 59. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on If I hear MVP one more time, I’m going to shoot myself 59
- 60. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Plan by slicing the map into holis?c valuable releases 60
- 61. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Plan by slicing the map into holis?c valuable releases 61
- 62. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Plan by slicing the map into holis?c valuable releases 62
- 63. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Target outcome Outcome- centric roadmap MVP MVP: Minimal Viable Product ๏ The smallest product you could build that reaches your target outcomes It’s NOT -‐ the crappiest thing that could possibly work If it dies in the market, it’s wasn’t viable Your job is to build LESS soYware 63
- 64. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on But, how do you know if you’re hypothesis is correct? 64
- 65. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on You don’t 65
- 66. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Delivering your hypothe?cal solu?on a piece at a ?me delays learning 66 Hypothesis: output outcome $$$ impact * Artwork and concept described by Henrik Kniberg
- 67. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Deliver minimum viable product tests to a smaller audience to find what’s really viable 67 Hypothesis: output outcome $$$ impact MVP? somewhere around here * Artwork and concept described by Henrik Kniberg
- 68. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Eric has organized his backlog into a series of release slices 68
- 69. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Nothing leaves their board un?l there’s been a discussion on what they’ve learned Snag-‐a-‐Job’s task board photo courtesy of David Bi5enbender Explicit release step Explicit measure step & metrics 69
- 70. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on You won’t finish on time 72
- 71. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on “accurate estimate” is an oxymoron 73
- 72. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on To release benefit on a schedule we’ll need to budget, and leverage incremental and iterative thinking (What’s the difference?) 74
- 73. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on “incremen?ng” builds a bit at a ?me 1 2 3 4 5 Incrementing calls for a fully formed idea. And, doing it on time requires dead accurate estimation. 75
- 74. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on “itera;ng” and “incremen;ng” builds a rough version, validates it, then slowly builds up quality 1 2 3 A more iterative allows you to move from vague idea to realization making course corrections as you go. 4 5 76
- 75. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on193 77 Many organiza?ons consider revising the same func?onality as failure. Itera?on is not tolerated.
- 76. time Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Work like an ar?st to envision and build the product holis?cally 78 “Art is never finished, only abandoned.” -Leonardo DaVinci
- 77. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on End Game Over time the value of stories begin to diminish signaling it’s time for release Mid Game Once we’re confident we have the “shape” of the product right, we begin to pile in value Opening Game Early stories emphasize iteration and learning. We need to be sure we’re building the right product Organize work to maximize learning The inverse of risk is knowledge Learning earlier about delivery risks helps us finish on ?me Alistair Cockburn refers to cuhng the small “polishing” stories as “trimming the tail.” time acquiredproductknowledge 79
- 78. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Use a story map to slice out a delivery strategy 80
- 79. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Consider these four story splihng heuris?cs that build up quality Bare Necessity For the feature to be minimally demonstrable – but not releasable, what is the minimal func<onality Example: A form with only necessary fields and no valida9on Capability & Flexibility What would add the ability to perform the user task in different ways? Adding in sub tasks that are op<onally performed? Example: a form with op9onal fields, date lookup tools, input transla9on on dates Safety What would make this feature safer to use? For both the user, and for the business paying for the soPware? Example: input valida9on, enforcement of business rules such as credit card valida9on Usability, Performance, Sex Appeal What would make this feature easier to use? More desirable to use? Faster to use? Example: auto-‐comple9on, sexy visual design, speed keys 81 * Adapted from Gerard Meszaros’ “Storyotypes”
- 80. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on usertaskstosupport releaseD D D D D I IB- C C- D D D DA- B B- B B B B-A- A B A A- A- B- sprint 1234 Product goal: (in 4 sprints) ship the best product possible 82 Building up quality itera?vely and incrementally ships the best product possible 1. We know each story can be split into at least four parts 2. Early itera<ons strive to build bare necessi<es, later itera<ons build up quality 3. Evalua<ng readiness based on subjec<ve quality to understand doneness
- 81. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on 83 Sculpture at various stages of comple<on, Musée d’Orsay, Paris Product Owners must understand the delivery strategy that leads to a finished product
- 82. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on Build up software iteratively and incrementally to release the highest quality possible on time 84
- 83. Jeff Pa'on & Associates, jeff@jpa'onassociates.com, twi'er@jeffpa'on 1. Tell stories, don’t just write them 2. Use simple visualizations to anchor the stories you tell 3.Tell the whole story to find the parts that matter most 4. Think things through: minimize output, maximize outcome and impact 5. Build to minimum viable product tests to find what’s minimum and viable in the market Effective stories connect everyone to the purpose of your product 70
- 84. Jeff Patton jeff@jpattonassociates.com twitter: @jeffpatton Story Mapping discover the whole story