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Overview of requirement decomposition and story mapping.

Overview of requirement decomposition and story mapping.

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  • Explaining the hierarchy of value\n
  • Explaining the hierarchy of value\n
  • Explaining the hierarchy of value\n
  • Here is a complete breakdown of the hierarchy from Epic to Task\nEPIC/Theme: have all been used to describe a larger piece of requirement that may include multiple features within it. \nEpic is used to describe functionality that is too big to get done within a sprint and needs to be broken down to a smaller chunk.. \nFeature: a medium sized, business understandable description of functionality. You may have some of these on your list as placeholders that you breakdown and estimate when you’re ready to include them in the next release\nStory: Small valuable business requirement that follows the INVEST attributes\n
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  • The hierarchy of requirements goes:\nEpics – business oriented components of the project vision, then\nFeatures – specific components of epics, but probably still too large to accurately estimate or deliver in an iteration.\n
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  • They are negotiable expressions of intent – it needs to do something about like this\n
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  • We write stories in workshops to get the following benefits:\n\nGroup consensus – collective alignment behind scope and decisions\nAvoid gold plating – people are less likely to create wish lists of requirements when in the presence of peers and discussing priorities collectively\nConfirm/eliminate work – if we cannot identify any downstream consumers of work products (e.g. reports) then perhaps it can be eliminated - this supports the idea of eliminating waste and maximizing the amount of work not done\n
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  • Think about how you would explain them if someone asked you what do people do with this system?\n
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Storymapping presentation Storymapping presentation Presentation Transcript

  • Agile Requirements Decomposition Epic to User Story and Story Mapping
  • Rick AustinLeadingAgilerick@leadingagile.com678.743.1616www.leadingagile.comtwitter.com/rickaustinfacebook.com/leadingagilelinkedin.com/in/rickdaustin
  • Where Are We Going?• Starting with goals and vision• Epics -> Features -> User Stories• Using story maps to prioritize• Work through an example
  • Vision• Describes the problem being solved for a release• Describe a product solution• Provides a list of features delivered in the release – Epics and/or Features• Creates shared understanding of purpose
  • Vision: Problem Statement The problem of Having to run to the rental store Affects People who want to easily watch movies The impact of which is Wasted time, effort, and cost to travel to a store to pick from a limited selection A successful solution would Allow a user to select movies they want to see and have them shipped to their home with a postage paid return envelope
  • Vision: Product PositionFor PeopleWho Want to watch movies at homeThe ShipFlix system Is a web-based membership systemThat Allows consumers to queue up movies to watch and to be delivered to their homeUnlike Local DVD rental storesOur product Will automatically ship DVDs to a person’s home allowing them to keep 2 disks out at any time providing pre-paid envelopes so the customer can easily return watched DVDs.
  • Business Goals to User Stories• An established set of goals and vision• Epics, Features, and User Stories• Story maps and Minimally Marketable Features
  • Epics collections of features, typically 1-3 months in duration.Epic Epics span releases. Epics can span more than one team. These are the things the market cares about.
  • Epics collections of features, typically 1-3 months in duration. Epic Epics span releases. Epics can span more than one team. These are the things the market cares about. Features are smaller than epics, typically 2-4 weeks inFeature duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about.
  • Epics collections of features, typically 1-3 months in duration. Epic Epics span releases. Epics can span more than one team. These are the things the market cares about. Features are smaller than epics, typically 2-4 weeks inFeature duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about. User Stories are the smallest increment of value, typically lessUser than a week. User Stories are contained within sprint. TheseStory are the things Engineering Management Cares about.
  • Elaboration / Decomposition High Medium Small Details Level Just In Time Business Rules Story 1 Feature Acceptance Epic Story 2 Feature UI Wireframe Story 3 Activity Tasks Just in Time Requirements Breakdown... More Definition
  • Example Epic Feature Stories Personalize Allow user to As a user I want Customer maintain a to enter profile Profiles profile information As a user I want to control privacy of my profile
  • Epics and Features• Break the Vision down into: – Epics: High level outcomes needed to accomplish the Vision and – Features: Specific changes needed to deliver the Epics• These can be estimated at a high level to determine the product road-map
  • Epics: ShipDVD Increase Provide online Increase revenue movie memberships through tiered streaming to with gift giving memberships Apple TV
  • Features• Smaller than epics, typically 2 – 4 weeks in duration• Capabilities that the product owner is interested in• Are contained within releases• Provides value to users• Realized by some number of user stories
  • Features: ShipDVD Users can Ten DVDs can cancel their be added to account viewing queue # DVDs out Two DVDs can can be be out at any increased with one time higher cost Movies can be Movies can be streamed to streamed to Windows WII consoles computers
  • User Stories• A user story describes functionality that will be of value to a user• Represents smallest increment of value• Contained within a sprint or less
  • User Story• Represents a user’s need• Planning item• Causes a conversation to flesh out details Make people laugh As a comedian, I want to make sure my jokes cause laugher, so that I can continue to be paid and make a living.
  • User Stories Are Not Requirements• They are not detailed specifications• They are short and easy to read• Increments of value delivered in days• Not buried inside large unwieldy documents• Elaborated just in time• Not long lived and can be discarded• Serve as inputs into product documentation
  • The 3 C’s of a User Story • Written on note cards Card • Can be annotated with estimates, value, notes, etc. • Details of the story come Conversation out through conversations with the customer • Acceptance tests are defined Confirmation to confirm the story is complete
  • User Story Detail• Keep them light when possible, have a conversation• Attach other details when needed – Links to other documents – Wire frames• Additional details elaborated through discussion and collaboration
  • Story written as:• Starts with a title• Description: As a <role>, I want to <goal>, so that <benefit>• Acceptance criteria to define when we’re doneDrive between the lines Drive between the linesAs a auto driver, I want to stay Acceptance Criteriabetween the lines, so that I • Car remains between the lanedon’t cause an accident or incite linesunfriendly responses. • Only receive friendly hand gestures from other drivers
  • INVEST Model for Stories There should be no dependencies between stories Describes functionality to beNegotiable negotiated between the customerValuable Valuable to the user or purchaser Have enough detail to estimateEstimatable without being too detailed They should be small, one sprint orSmall less Worded in a way that they can beTestable tested
  • Stories: ShipDVD As a user, I want to keep 2 As a user, I want pre-paid DVDs at any time, so I envelopes for returning have watching choices at DVDs, so I don’t have home extra costs. As a shipping clerk, I want As a warehouse receiver, I to see how many disks are want to scan returned out, so I don’t send too disks, so I can quickly many to a customer. credit the customer’s
  • Story Writing Workshops• Involve as many team members and stakeholders as possible.• Goal is to brainstorm and write as many user stories as possible under the themes identified. Leave the prioritization and evaluation for later.• Prepare the room with post-it notes, flip charts and markers.• Need an effective facilitator to run these meetings to keep folks on track.
  • Story Mapping• An approach to organizing and prioritizing user stories• Is a tool to help in defining a roadmap
  • Story Mapping - Preparation• Understand the users/roles using the system• The major activities performed by the users of the system• Arrange activities in the order they are performed• Define stories required to complete activities
  • Story Mapping Usage Sequence Feature 1 Feature 2 Feature 3 Feature 4 Arrange features or activities in the order they are done.
  • Story Mapping Usage Sequence Feature 1 Feature 2 Feature 3 Feature 4 User Story User Story User Story User Story User Story User Story User Story User Story User Story Identify stories that support features or User Story activities
  • Prioritize stories Usage Sequence Feature 1 Feature 2 Feature 3 Feature 4More important User Story User Story User Story User Story User Story User Story User Story User StoryLess important User Story Arrange stories so most necessary are at User Story the top
  • Create horizontal slice Usage Sequence Feature 1 Feature 2 Feature 3 Feature 4More important User Story User Story User Story User Story User Story User Story User Story User StoryLess important User Story Pick necessary stories that are required for a User Story first release
  • Create horizontal slice Usage Sequence Feature 1 Feature 2 Feature 3 Feature 4More important User Story User Story User Story User Story User Story User Story User Story User StoryLess important User Story Prioritization considers business workflow and User Story value of stories within the context of the whole
  • Example
  • Vision: Problem StatementThe problem of An inability to make electronic person to person paymentsAffects People that would like to easily send money to another personThe impact of which is Increased effort required to provide payment using checks or cashA successful solution would Allow a person to electronically transfer money to another person in a safe and quick manner.
  • Vision: Product PositionFor PeopleWho Want an easy way to transfer funds to othersThe P2P Payment Is a web-based software systemSystemThat allows consumers to transfer money to other registered people using fundingUnlike sources of their choosing Existing solutions that require paper checks or cashOur product Will provide a solution that is easy to sign up for and supports bank account and credit card funding
  • Features Configure Request money Send money to funding from another another user account user Administer P2P Enroll for P2P system Manage Combat fraud disputes
  • MoSCoW Prioritization• Must Have – fundamental to system• Should Have – important to system• Could Have – can do without in the short term• Won’t Have – Would Like To Have this time around but will have to wait until later
  • For Each Release:• Give it a name or statement that describes the purpose• Describe the benefits and goals for the business• Describe the benefits or value the users get Release 1: Two DVDs out to customers Business Value: Begin creating a user base to offer more profitable capabilities User Value: Ability to have two
  • Features arranged by order Order of Activities Configure Request money Sign up for a Send money to funding from another P2P account another user account user Arrange features or activities in the order they are done.
  • Identify stories by feature Order of Activities Configure Request money Sign up for a Send money to funding from another P2P account another user account user Configure Bank Send money to Request moneyRegister for P2P Account P2P user from P2P user Confirm Bank Sign Into P2P Sign Into P2P Sign Into P2P Account Sign Into P2P Identify stories that support features or activities Configure Credit Card Account
  • Identify stories by feature Order of Activities Configure Request money Sign up for a Send money to funding from anotherMore important P2P account another user account user Register for P2P Sign Into P2P Sign Into P2P Sign Into P2P Configure Bank Send money to Request money Sign Into P2PLess important Account P2P user from P2P user Confirm Bank Arrange stories so Account most necessary are at the top Configure Credit Card Account
  • Create horizontal slice Order of Activities Configure Request money Sign up for a Send money to funding from anotherMore important P2P account another user account user Register for P2P Sign Into P2P Sign Into P2P Sign Into P2P Configure Bank Send money to Request money Sign Into P2PLess important Account P2P user from P2P user Confirm Bank Pick necessary stories Account that are required for a first release Configure Credit Card Account
  • Create horizontal slice Order of Activities Configure Request money Sign up for a Send money to funding from anotherMore important P2P account another user account user Register for P2P Sign Into P2P Sign Into P2P Sign Into P2P Configure Bank Send money to Request money Sign Into P2PLess important Account P2P user from P2P user Confirm Bank Account Prioritization considers business workflow and value of stories within the context of the whole Configure Credit system Card Account
  • Create horizontal slice Order of Activities Configure Request money Sign up for a Send money to funding from another P2P account another user account userRegister for P2P Sign Into P2P Sign Into P2P Sign Into P2P Configure Bank Send money to Request money Sign Into P2P Account P2P user from P2P user Confirm Bank Account When we focus on Minimally Marketable Features, we deliver Business Value early Configure Credit Card Account
  • How does story mapping help?• Provides overall context of the system• Points out relationships between stories• Helps to spotlight missing stories• Provides a prioritization mechanism• Release planning is improved by focusing on valuable slices
  • Rick AustinLeadingAgilerick@leadingagile.com678.743.1616www.leadingagile.comtwitter.com/rickaustinfacebook.com/leadingagilelinkedin.com/in/rickdaustin