Learn how to divide work using the "vertical slicing" strategy.
This is particularly useful for Scrum teams to split backlog items allowing iterative and incremental product delivery.
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
Learn how to divide work using the "vertical slicing" strategy.
This is particularly useful for Scrum teams to split backlog items allowing iterative and incremental product delivery.
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
How to slice user stories, using concepts like low/high fidelity solutions, iterative vs incremental delivery, and hunting for small bits of value rather than breaking down work in technical chunks.
User story can be described as functional increment and it is a key element in agile environment. This presentation introduces fundamentals about user stories that can be used to educate teams or simply to review the basics.
Techniques for Effectively Slicing User Stories by Naresh JainNaresh Jain
In order to achieve my goals, as a buyer of your product, I want awesome feature. AT: make sure your users stories don't get in the way.
Users Stories, the tool teams use to break big ideas into small demonstrable deliverable, are easy to describe and challenging to write effectively. In this hands-on workshop you'll learn how to write great user stories and acceptance criteria, that everyone on the team understands. We'll learn various techniques to slice your stories using the tracer-bullet approach. We will discuss what elements should be included in the stories, what criteria you should keep in mind while slicing stories; why the size of your user story is important and how to make them smaller and efficient.
Agenda:
What do you do to Large Stories? Spike, Split, Stub & Timebox (SSST) technique.
Core Slicing Techniques:
1. System Slice
1.a. Static vs. Dynamic
1.b. Real-time vs. Batch Processing
1.c. Build vs. Buy
1.d. Automated vs. Manual Steps
1.e. Defer certain roles
2. Behavioural Slice
2.a. Adjusting Sophistication - MVF (Minimum Viable Feature) or Walking Skeleton
2.a.1. Acceptance Criteria
2.b. By-pass certain steps in the workflow
2.c. Focus on Happy Path First (edge cases later)
2.d. No options - 1 option - Many options
3. Incrementally improve ‘Ilities' (Usability, Scalability, Reliability, etc.)
3.a. Simpler UI (even consider using a standard UI)
3.b. Minmal Data
3.c. Improve Performance Iteratively
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
This presentation describe
What is the need for user stories in Agile project?
What is a story?
Why story?
What is criteria for a good story?
What are not stories?
Prerequisite? Knowledge of Scrum and it’s terms
How do you create user stories that get your developers excited about a certain feature? Here is a breakdown of all of the components of a solid user story is and how to tell the difference between a good one and a bad one.
If you want to attend any or all of our events in your area, check out our upcoming Product Management workshops here: http://www.eventbrite.com/o/product-school-7016750825
And to request a syllabus or apply to an upcoming course visit our website: https://www.productschool.com
Re-uploading my User Story Splitting workshop; it seems to have gone missing.
This is a slide deck I have used for helping people learn various user story splitting techniques.
How to slice user stories, using concepts like low/high fidelity solutions, iterative vs incremental delivery, and hunting for small bits of value rather than breaking down work in technical chunks.
User story can be described as functional increment and it is a key element in agile environment. This presentation introduces fundamentals about user stories that can be used to educate teams or simply to review the basics.
Techniques for Effectively Slicing User Stories by Naresh JainNaresh Jain
In order to achieve my goals, as a buyer of your product, I want awesome feature. AT: make sure your users stories don't get in the way.
Users Stories, the tool teams use to break big ideas into small demonstrable deliverable, are easy to describe and challenging to write effectively. In this hands-on workshop you'll learn how to write great user stories and acceptance criteria, that everyone on the team understands. We'll learn various techniques to slice your stories using the tracer-bullet approach. We will discuss what elements should be included in the stories, what criteria you should keep in mind while slicing stories; why the size of your user story is important and how to make them smaller and efficient.
Agenda:
What do you do to Large Stories? Spike, Split, Stub & Timebox (SSST) technique.
Core Slicing Techniques:
1. System Slice
1.a. Static vs. Dynamic
1.b. Real-time vs. Batch Processing
1.c. Build vs. Buy
1.d. Automated vs. Manual Steps
1.e. Defer certain roles
2. Behavioural Slice
2.a. Adjusting Sophistication - MVF (Minimum Viable Feature) or Walking Skeleton
2.a.1. Acceptance Criteria
2.b. By-pass certain steps in the workflow
2.c. Focus on Happy Path First (edge cases later)
2.d. No options - 1 option - Many options
3. Incrementally improve ‘Ilities' (Usability, Scalability, Reliability, etc.)
3.a. Simpler UI (even consider using a standard UI)
3.b. Minmal Data
3.c. Improve Performance Iteratively
What are User Stories? How should we write them? How to write them well?
Effective User Stories allow your team to be effective (deliver want the User needs) and efficient (Deliver it quickly and importantly don't deliver unneeded features).
This presentation describe
What is the need for user stories in Agile project?
What is a story?
Why story?
What is criteria for a good story?
What are not stories?
Prerequisite? Knowledge of Scrum and it’s terms
How do you create user stories that get your developers excited about a certain feature? Here is a breakdown of all of the components of a solid user story is and how to tell the difference between a good one and a bad one.
If you want to attend any or all of our events in your area, check out our upcoming Product Management workshops here: http://www.eventbrite.com/o/product-school-7016750825
And to request a syllabus or apply to an upcoming course visit our website: https://www.productschool.com
Re-uploading my User Story Splitting workshop; it seems to have gone missing.
This is a slide deck I have used for helping people learn various user story splitting techniques.
This presentation has been successful to assist agile teams who have begun practicing and agile framework involving User Stories but may have developed some less than desirable habits.
The information contained will help those individuals reconsider some of the key elements that make User Stories effective.
I tried to do this assignment but I didn’t pass – here is the profNarcisaBrandenburg70
I tried to do this assignment but I didn’t pass – here is the professor feedback “Can you please submit all the scripts? I only see few tables created by you. Please create all the required tables and complete all the queries and then resubmit your work” So I need this assignment to be done from scratch. Thanks and see the details below.
Throughout this course, you will be working with a scenario in which some basic background information is provided about a retail store. This information could apply to any retail store in general. Your goal is to select a small-to-medium-sized retail store of your choice, making sure that it is in an industry that you are familiar with or perhaps want to know more about. Each assignment that you complete in this course will be based on the general retail store scenario that is provided and any additional information that you discover during your exploration and problem-solving process. Be sure to refer back to the Discussion Board in Unit 1 as you progress through the problem-based learning (PBL) process. Or, better still, write down the outline that is provided in the Unit 1 Discussion Board as a guide for you to follow throughout the course.
Problem-Based Learning Scenario
A retail store wants to offer its products online in response to numerous customers requesting to be able to purchase the company’s products electronically. The company is beginning to see some growth in spite of the recent economic downturn. The company strives to meet the needs of its customers, including giving them the perception that they are the company’s highest priority. Being a profitable operation has not always been the case, and the company has historically struggled with customer service issues, inventory-management problems, employee turnover, and poor productivity overall. Naturally, the stakeholders of the company began to lose faith in the viability of the company, and unfortunately, numerous stakeholders have dissolved their relationship with the retail store entirely.
Approximately 7 years ago, the company hired a freelance information technology (IT) organization to create a data-driven information system that would support customer records and order entry. The store manager convinced the owner of the company that this route was the way to go. After all, anything would be an improvement over what the company had at the time. The owner felt that because it was important to have an efficient way to track customers and orders, any computerized system would be sufficient. He was not too proud to share his lack of technological skills, and often deferred to others when it came to making decisions in this area. He often joked that perhaps some computer training would do him and his employees some good. He was never really assured that his data were backed up correctly or that his system was secure. And what if the system crashed or the data started to appear unusual? He also had never heard of any of his employees backing ...
Xp 2016 superchargeyourproductbacklogwithuserstories-suzannelazLaz Allen
Presented at xP2016 by Suzanne Morrison and Laz Allen.
Abstract: In this fun, interactive workshop you'll learn how manage your product backlog, write good user stories, split stories, add acceptance criteria and more.The workshop is a combination of theory and practice that alternates between teaching new concepts and techniques, practising them and then debriefing.
In this workshop you'll receive a list of home improvement requirements and you'll work in a group and in pairs to create user stories, critique user stories, use different patterns to split user stories and write acceptance criteria.
At the end of the session you'll have a clear understanding of how to keep your product backlog in good shape using user stories and other Agile techniques.
The workshop has been running at Skyscanner on a monthly basis for over a year and is attended by people in lots of different roles across the company including developers, testers, product owners, marketing managers and designers. Skyscanner is structured using a Spotify inspired squads and tribes model which we have adapted to work with our culture and values. We encourage our squads to self-organise in an agile way and use techniques as appropriate from Agile and Lean.
How to Define Tech Product Pricing Strategy by Salesforce Sr. PMProduct School
What is the importance of defining your product goal and vision and how pricing directly impacts the behavior of your customers? Learn from this presentation.
This presentation explores the Omni Channel Strategies for Walmart. In this era a lot of companies are looking to expand their presence in Omni channel world and how can a big company venture out to this space is what we would discover
It has Modern UI /UX Design Process. Like from
- Hand-holding customers for every feature
- Identifying the key design challenge
- Stepping into the shoes of the user
- Designing the Information Architecture and wireframing
- Nailing the visual design
Usability: whats the use? Presented by We are Sigma and PRWDNexer Digital
For websites, good usability is a matter of survival. If a website is difficult to use, people leave. If the homepage fails to clearly state what a company offers and what users can do on the site, people leave. If users get lost on a website, they leave. For intranets and applications the question is one of productivity. In many organisations employees waste inordinate amounts of time searching for and assimilating the information they need to do their jobs. This lost time has a real, tangible value so ROI for designing internal systems with User Experience in mind, and spending some time testing and improving the usability of the system, is pretty compelling.
As people with a strong User Experience focus we don’t need to be convinced of the value of good usability, but for many companies who are thinking of revamping their site, intranet or portal it isn’t quite so clear cut.
Presented by Chris Bush, www.wearesigma.com and
Paul Rouke, www.prwd.co.uk
Increase sales with e commerce chat on your commercial websiteAndolasoft Inc
Chat E-Commerce basically provides information about your product, chat tools, reports & analytics, getting feedback, team management and current location to several customers at the same time. It helps to connect the customers to your company representatives and have their questions answered, instantly.
Advanced Business Model Design - Pirate Summit 2013Founder-Centric
It's a fallacy that startups have innovative business models. Even when startups use business model innovation tools, they generally don't progress to a level where they are deploying and validating advantageous business model innovations. Here are some more advantanced techniques that work from our experience, working in-depth with 15 accelerators and 3 universities at foundercentric.com
Spring 2020 Cohort presentations: Adding features to make a more interactive chatbox between Prime users and the shopper, thereby making customers' lives easier
I. Presented a scrollable prototype that would enhance the UX
design of the Amazon Prime Now iOS/Android apps
II. Identified personas, pain points, and user stories that would
add more delight about the product
III. Developed a preliminary roadmap and go-to-market
strategy from development to launch
Moving from Business Analyst to Product Owner to Product ManagerKent McDonald
Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years?
As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects.
Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.
How to discover the right product to solve the right problemKent McDonald
Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse.
You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster.
Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to:
* Identify the problem you’re trying to solve
* Make sure the problem is worth solving
* Iteratively discover the right product to solve that problem.
Along the way you’ll learn about and practice a collection of simple techniques that you can use right away.
Learning Objectives:
1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving
2) How to use decision filters and story maps to guide your efforts to discover the right product
3) How to use backlog refinement techniques to build a shared understanding of your product
How to Find the Real Need with Socratic QuestioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning.
Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation..
Come learn about this technique so you can use it back at the office to drive toward the right outcome.
Learning Objectives:
* Learn what socratic questioning is
* Learn how to identify your stakeholders needs using socratic questioning
* Determine when Socratic question is an appropriate technique to use
Ok, perhaps I should say that differently. The concept of a stakeholder is problematic.
Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either.
Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way.
So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session.
Learning Objectives:
Some questions we will most certainly address:
How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important
How to identify the stakeholders you need to deal with and how you should deal with them
How to keep your stakeholders up to speed on what you’re up to.
How to build shared understanding with example mappingKent McDonald
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding.
You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said?
Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding.
You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.
How to build shared understanding with example mappingKent McDonald
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding.
You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said?
Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding.
You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
How to Find the Real Need with Socratic QuestioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning.
Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project.
The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants.
Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.
Agile Leadership: Accelerating Business Agility - ContextKent McDonald
The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity.
Key Learning Points
How to assess the complexity and uncertainty characteristics of a project
How to tailor the project approach based on those characteristics
How to determine the appropriate leadership style for a project based on its characteristics
How to find the real need with socratic questioningKent McDonald
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning.
Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project.
The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants.
Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions:
What do Product Owners Really Do?
Do we even need Product Owners?
Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other.
By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.
Tis better to be effective than efficientKent McDonald
Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet.
It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient.
Effectiveness may just be the better target.
Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to:
Build a shared understanding of the problem you are trying to solve
Establish clear guard rails for distributed decision making
Measure progress based on outcome, not output
Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation.
You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.
Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"?
Do you find yourself asking these questions:
- What does scaling agile really mean, and is it necessary that we scale?
- If scaling means working with a large team, how do we make sure everyone is moving in the same direction?
- How do we deal with the complications that come with scaling, such as the dependencies that are inherently created?
Join Kent McDonald as he suggests answers to these questions in the form of 3D’s:
- Do "scaling" only when necessary
- Decision making in a complicated environment
- Dependencies and how to deal with them
As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation.
Learning Outcomes:
- Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer
- Encourage informed decision making through Purpose Based Alignment and decision filters
- Minimize dependencies through collaborative planning & consistent communication
What do Scrum Masters Really Do? And do we need them?Kent McDonald
The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions:
* What do Scrum Masters Really Do?
* Do we even need Scrum Masters?
Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation.
After all, the only consistent answer to the above questions is “it depends”.
Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker?
You may want to try collaborative modeling.
Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s).
Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion.
Learning Objectives:
- When specific modeling techniques may be the most helpful
- How to model collaboratively
- Why collaborative modeling is effective
Analysis With an Agile Mindset WorkshopKent McDonald
Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product.
In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough.
Key takeaways:
- Identify and understand potential users with user modeling.
- Determine the appropriate design approach for your project using the Purpose Based Alignment Model.
- Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making.
- Identify and describe backlog items in more detail using collaborative modeling.
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.
You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile.
This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.
Anyone Can Write User Stories. It's the (Shared) Understanding That's ImportantKent McDonald
“Who should write user stories?”
“How can I write better user stories?”
When should we write user stories?”
All questions frequently asked. And all questions entirely missing the point.
Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story.
Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story.
Learning Objectives:
* Start with value, then identify stories
* One way to stop solutioning
* Dealing with dependencies (that may not be there) within your backlog
* Ways to split user stories into a more manageable size
* Mapping your way to acceptance criteria
Decision Making Techniques for Not for ProfitsKent McDonald
Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit.
One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit.
Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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2. Why Split User Stories?
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E
a
s
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e
r
t
o
u
n
d
e
r
s
t
a
n
d
Some parts
aren’t needed
Smaller stories provide
faster feedback
Small stories
increase progress
3. Split Conditions
What This Is
If a story has multiple items listed
in “what” make each a separate
story
When to Use it
Words such as “and” or “or”
appear
Helpful questions
Are all of these conditions
necessary (right now)?
As a Customer, I
want to create an
order and pay for
the order using a
credit card so that
I can get something
to eat
As a
Customer, I
want to
create an
order
As a customer
I want to pay
for my order
using a credit
card
4. Workflow
What This Is
Identify the specific steps in a workflow.
Implement the workflow in stages,
creating multiple stories for the
incremental implementation
When to Use it
The initial story describes a workflow or
process.
Helpful questions
What steps does a user perform?
Are all steps necessary (right now)?
Can steps be simplified (for now)?
As a Customer, I
want to create an
order so that I can
get something to
eat
As a customer
I can view the
items on the
menu
As a customer
I can select
the items I
want in my
order
As a customer
I can review
my order. As a customer
I can submit
my order
5. Use Case Scenarios
What This Is
Similar to the Workflow pattern, one
story represents the happy path,
different stories for alternate paths.
When to Use it
The initial story refers to an interaction
described by a use case
Helpful questions
What does the happy/alternate flow
look like?
Are all the alternate flows necessary
(right now)?
Can the alternate flows be simplified
(right now)?
As a Customer, I
want to create an
order so that I can
get something to
eat
As a customer
I want to
order one
item.
As a customer
I want to
cancel my
order.
As a customer
I want to
order
multiple
items.
6. Operations
What This Is
Splitting a story based on the different
operations done on an entity (Create,
Read, Update, Delete).
When to Use it
The story is about managing or
configuring something
Helpful questions
What operations does the story entail?
Are all the operations necessary (right
now)?
As a restaurant
owner I want to
manage my
restaurant profile
so that people can
order from my
restaurant
As a
restaurant
owner I can
create a
restaurant
profile
As a
restaurant
owner I can
view a
restaurant
profile
As a
restaurant
owner I can
delete a
restaurant
profile
As a
restaurant
owner I can
update a
restaurant
profile
7. Zero > One > Many
What This Is
Splitting a story that deals with multiple
instances of an entity into stories that
deal with one instance, and then
multiple instances.
When to Use it
You are working with an entity where
multiple instances are allowed.
Helpful questions
Do we need to be able to handle
multiple instances, or is one instance
sufficient?
As a restaurant
owner, I want to
view a customer’s
order.
As a
restaurant
owner, I want
to view an
order with no
menu items.
As a
restaurant
owner I want
to view an
order with
multiple
items
As a
restaurant
owner I want
to view an
order with 1
menu item.
8. Core & Enhance
What This Is
Splitting a story to deal with the simple
core conditions and then enhancing the
functionality with additional user
stories.
When to Use it
When the story has a simple core that
provides most of the learning.
Helpful questions
What’s the simplest version of this?
What data types are supported?
What parameters are relevant?
As a customer I
want to see my past
orders so that I can
see what I have
eaten before.
As a customer
I can see all
of my orders.
As a customer
I can see all
orders in the
past 3 months.
As a customer
I can see
orders for a
given
location.
As a customer
I can see
orders in
reverse date
order.
9. Major Effort
What This Is
Splitting a story in a way that requires
substantial effort for the first story and
less effort for all subsequent stories.
When to Use it
When you apply the most obvious split,
any story you do first is the most
difficult.
Helpful questions
Can we create the necessary
infrastructure and deliver value at the
same time?
Does it make a difference which option
we do first?
As a customer I can
pay for my order
with Amex, MC, Visa,
or DC so that I
don’t have to deal
with cash..
As a customer
I can pay with
one credit
card type
(Amex, MC,
Visa, DC)
As a customer
I can pay with
all credit
card types,
given one card
type already
done.
10. As a customer
I want to
create an
order with an
item not in
stock
Acceptance Criteria
What This Is
Split a user story into multiple stories to
handle different scenarios in the
Acceptance Criteria.
When to Use it
When the team identifies multiple
scenarios for a story, or accurate, but not
entirely relevant acceptance criteria
identified.
Helpful questions
What tests are used to verify this story?
What acceptance criteria apply?
What scenarios are relevant?
Are all test scenarios necessary (right now?)
As a customer I
want to create an
order so that I can
have something to
eat.
As a customer
I want to
create an
order with an
approved
credit card.
As a customer
I want to
create an
order with a
declined
credit card.
As a customer
I want to
create an
order with an
in stock item.
11. As a customer
I want to
view the menu
in Swahili
Variations in Data
What This Is
The story does the same thing to different
types of data. Create a story for each
option.
When to Use it
When a solution has to support multiple
options.
Helpful questions
Are these options necessary right now?
What is the most common option we need
to care for right away?
As a customer I
want to view the
menu in my native
language so I can
decide what I want
to eat.
As a customer
I want to
view the menu
in English.
As a customer
I want to
view the menu
in French.
As a customer
I want to
view the menu
in Spanish.
12. As a customer
I want to
view pictures
of dish.
Data Boundaries
What This Is
Splitting a story dealing with several
attributes of the same entity.
Support a few key elements first and
introduce remaining data elements later via
additional stories.
When to Use it
When a story is dealing with several
different pieces of data.
Helpful questions
What are the essential data elements we
need to have?
What data elements are not necessary
right now?
As a customer I
want to view menu
item information so
I can decide what I
want to eat.
As a customer
I want to
view dish
name &
description
As a customer
I want to
view dish
ingredients
As a customer
I want to
view
nutritional
information
13. Interface Variations
What This Is
Splitting a story dealing with a complex
interface with addition stories to
incrementally add in complexity.
When to Use it
When the user story deals with a complex
user interface where a simpler one will
work in the meantime
Helpful questions
What is the simplest user interface we can
use?
As a customer I can
view the menu so I
can select what I
want to eat.
As a customer
I can view the
menu as a PDF
As a customer
I can view the
menu as a
searchable
web page.
As a customer
I can view the
menu native in
a browser
14. Platform Options
What This Is
Split a story adding a new user interface by
the various platforms that are applicable.
When to Use it
When adding a new user interface that may
be accessed by multiple different platforms.
Helpful questions
Which platforms are supported?
Are all platforms required (right now)?
Are some platforms more difficult to
support than others?
As a customer I
want to create an
order so that I can
get something to
eat.
As a customer
I want to
create an
order on my
iPad
As a customer
I want to
create an
order on my
iPhone
As a customer
I want to
create an
order on my
android device
15. Business Rules
What This Is
Split a user story so that complex business
rules are handled by separate business
rules.
A special case of this is deferring input
validation to a later story.
When to Use it
When a story has a variety of business
rules, often identified by a large number of
examples.
Helpful questions
What rules apply to this story?
Are all of those rules necessary (right now)?
Can simpler rules suffice (for now)?
As a customer I can
use a credit card to
pay for my order.
As a customer
I want to
know when I
didn’t provide
a proper
expiration
date
As a customer
I want to
know when I
didn’t provide
a card
holder’s name.
As a customer
I want to
know when I
didn’t provide
a properly
formatted CC
number
16. Role
What This Is
Split a story so that the functionality is
implemented at different times for different
roles.
When to Use it
When a story impacts multiple roles and
the impact is different for each role.
Helpful questions
What roles are involved in this story?
Are any roles necessary now?
As a customer I
want to create an
order so I can get
something to eat.
As a
restaurant
owner, I want
to create an
order for a
customer
As a customer
I want to
create an
order.
17. Defer System Qualities
What This Is
Split the story to deliver the necessary
functionality first, then add additional
stories to improve performance, scalability,
usability or precision
When to Use it
When the base functionality does not exist
at all, initial implementation is not that
difficult, the team can learn a lot from it,
and the hard work is in making it better.
Helpful questions
Is it necessary for this to have optimal
performance (right now)?
As a customer I
want to know that
the restaurant
received my order so
that I’m sure I’ll
get some food.
As a customer
I want to
know that the
restaurant
received my
order within 5
seconds.
As a customer
I want to
know that the
restaurant
received my
order.
18. Spikes
What This Is
Split the story to allow for some research
and investigation on functionality before
implementing it.
When to Use it
When the team finds they are uncertain
about the implementation of a story and
they need to do some research.
Helpful questions
What are the 1 – 3 questions you have
about the story?
As a customer I
want to see the
menu in the
language of my
choice so that I can
pick something I
want.
Spike:
investigate
translation
functionality.
19. Low Fidelity/High Fidelity
What This Is
Split the story into a gradual increase of
quality.
When to Use it
When getting to the optimal level of quality
or usability is too expensive to deliver a
solution immediately.
Helpful questions
What is good enough for this
functionality?
As a customer I
would like a
recommendation of
what food to order
so that I can know
I’m getting a good
dish.
As a customer
I want to see
a numeric
rank of top
selling menu
items.
As a customer
I want to see
the aggregate
rankings of
other
customers
20. Transient then Persistent
What This Is
Split stories based on actions to pass data
along and those necessary to save data.
When to Use it
When the story deals with functionality
that includes storing data, but does not
require storing data.
Helpful questions
Do we have to store this data (right now)?
As a customer I
want to use a credit
card to pay for my
order so that I
don’t have to carry
cash.
Collect credit
card info and
use it to gain
authorization,
but not store
it.
As a customer,
I want to save
my credit card
information
to my profile.
21. Dummy then Dynamic Data
What This Is
Split stories to first use static data and then
add stories to make the data dynamic.
When to Use it
When the story covers parameters where
the values differ depending on conditions.
Helpful questions
Does the data need to be dynamic (right
now)?
As a customer I
want to search for
menu items.
As a customer
I want to
search for
menu items.
As a customer
I want to
search for
menu items
less than $5
or over $5.
As a customer
I want to
search for
menu items by
food type.
22. Manual then Automated
What This Is
Split stories that utilize an existing manual
process. Implement the functionality that
does not exist.
When to Use it
When functionality you are developing
interacts with an existing manual process,
develop the functionality but in the short
term, do not automate the manual process.
Helpful questions
Is it necessary to automate the manual
process right now?
As a customer I
want to use
multiple credit
cards to pay for my
order.
As a customer
I want to use
a credit card
to pay for my
order.*
*Use manual process to
deal with multiple cards
23. Defer Error Handling or Logging
What This Is
Split story so that you focus on functionality
first, then go back and provide functionality
to log errors and handle them.
When to Use it
When you need to gain feedback on
functionality quickly to determine whether
to keep it.
Helpful questions
Is it necessary to deal with exceptions for
this functionality (right now)?
As a restaurant
owner I want to
authorize the
customer’s credit
card payment..
As a restaurant
owner I want
to know when
the
authorization
process
encountered
errors
As a restaurant
owner I want
to know what
errors the
authorization
process
encountered.
24. Which Pattern to Use
Since there are multiple patterns that can be used
to split the same story, here are three rules of
thumb to guide your selection:
1. Choose the split that lets you deprioritize or
throw away a story.
2. Chose the split that eliminates or at least
reduces dependencies
3. Choose the split that gets you more equally
sized small stories.
http://www.agileforall.com/2009/10/patterns-for-
splitting-user-stories/
25. Additional References
• Splitting User Stories Presentation http://www.slideshare.net/arsenalist/splitting-
userstories
• Splitting User Stories Cheat sheet
https://twitter.com/chrisverwijs/status/335109871802384385
• Breaking Down Larger Stories
http://agileinaflash.blogspot.com/2009/02/breaking-down-larger-stories.html
• Ways to Split User Stories: http://lassekoskela.com/thoughts/7/ways-to-split-user-
stories/
• User Story Hamburger technique http://gojko.net/2012/01/23/splitting-user-
stories-the-hamburger-method/
• Features to User Stories http://idiacomputing.com/pub/UserStories.pdf
• Patterns for Splitting User Stories http://www.agileforall.com/2009/10/patterns-
for-splitting-user-stories/
• Twenty Ways to Split Stories http://xp123.com/articles/twenty-ways-to-split-
stories/