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

4. LEARNING OCCURS IN
BOTH DISCOVERY AND
DELIVERY
DISCOVERY INCREASE YOUR
UNDERSTANDING OF THE NEED AND
SOLUTION TO SET UP DELIVERY
DELIVERY IS PRIMARILY ABOUT
DEVELOPMENT, TESTING, AND
DEPLOYING
DELIVERY HELPS YOUR
TEAM BUILD FURTHER
UNDERSTANDING OF NEED AND
SOLUTION TO AID DISCOVERY

5. Discover
y
Sessions
What is the Need?
Is it worth satisfying?
Discover the
right product
Backlog
Refinement

7. Statement Description
The problem of Describe the problem.
Affects Who are the stakeholders affected by the problem?
The impact of which is What is the impact of the problem?
A successful solution
would be
List the critical benefits or key capabilities that the solution however
implemented must have to be successful.
7

10. Attribute Value
Name Change in
subscribers/month
Units Unique subscribers
Method Determine the difference in
subscribers between current
& previous month
Target +50
Constraint 0
Baseline +10
Attribute Value
Name New and renewed
memberships/month
Units Individual Members
Method Sum of new memberships
and renewed memberships
within the month
Target 200
Constraint 100
Baseline 100
Outcome: Encouraging practitioners to engage with association and others

11. ▪
▪
▪
▪
▪
▪
▪
▪
WILL THIS HELP US
HAVE A COMMUNITY
BASED SUBMISSION
PROCESS?
WILL THIS HELP USRECEIVESUBMISSIONS ANDPROVIDE REVIEWS?

12. Innovate,
Create
Achieve and
maintain
parity
Mimic,
Simplify
Do we take
this on?
Minimize/
Eliminate
Parity is
mission
critical
Purpose is not
priority
Differentiating
changes over
time
Distribute the
decision
filters
Purpose shifts
the burden to
behavior
change

13. Identify what
interfaces you
need to get
outcome
Helps you
identify
stakeholders
Interfaces
also identify
dependencies
Interfaces
Partly identify
scope
Best done as
an interactive
discussion

14. Can delve in
deeper later
Walk through
processes to
understand
domain, data,
and rules
Process will
guide future
backlog
refinement
Identify key
processes you
need to
support
Initially, keep
it fairly high
level

15. May drive
which items
you tackle
first in
backlog
Identify their
relative
Impact and
Probability
Interactive
with team and
key
stakeholders
Identify key
risks and
assumptions
Identify plans
for addressing
items in upper
right hand
corner

16. Activity
People will use
software for
Steps
Inside that
bigger activity
Details
Of the step
above
(Big) User Stories
Features
EPICS

17. Narrative Flow
Features represent
the steps for each
activity
Epcis represent
the main processes
or interfaces

18. Narrative Flow
Variations
Alternative
s
Details

21. Backlog Items for the first sprint

25. Select a small slice of
the overall solution
Define that slice in
more detail
Provide the detail team
needs to build that
part of solution
Apply learning from
prior delivery

26. DEFN OF READY
INCLUDE:
BACKLOG ITEM
ACCEPTANCE
CRITERIA
INCLUDE:
BACKLOG ITEM
ACCEPTANCE
CRITERIA
SIZE
INCLUDE:
BACKLOG ITEM
ACCEPTANCE
CRITERIA
SIZE
MOCKUP
DEPENDENCIES
STAKEHOLDER LIST
BACKLOG ITEMS FLOW
AS THEY ARE DESCRIBED (READY)

27. Backlog
items I’m
doing initial
work to
describe
Backlog
items I want
someone on
my team to
take a look
at
Backlog
items to
discuss as
full team and
size
Things
discovered
after a
backlog item
was called
“done”
Changes to
Master Data
for which we
don’t have a UI
yet
Backlog items
that are ready
to be
considered for
delivery
Columns for backlog items
related to different epics
Columns for tracking
delivery work in progress

28. Backlog
Item
DEVELOPMENT
TESTING
BUSINESS
DO I HAVE
ENOUGH
INFO TO
SOLVE THIS
PROBLEM?
HAVE I
DESCRIBED
THE
PROBLEM I
WANT
SOLVED?
WHAT
HAPPENS
WHEN…
THE “THREE AMIGOS”

29. SUBMIT A SESSION
PROPOSAL
ADD SESSION
PROPOSAL
EDIT SESSIONPROPOSAL VIEW SESSION
PROPOSAL
DELETE SESSIONPROPOSAL

30. BUILD SHARED
UNDERSTANDING
OF THE STORY
IDENTIFY AND
ANSWER
QUESTIONS TO
MINIMIZE
INTERUPTSDURING DELIVERY
GIVE TEAM A
JUMP START ON
TEST PLANNING
AND TESTING
AID INTERACTION
WITH OTHER
TEAMS (DEFINE
INTERACTIONS,
SET
EXPECTATIONS)
IDENTIFY AND
DISCUSS
ASSUMPTIONS
PROVIDE CLEARPICTURE OFBUSINESS INTENT

31. ▪
▪
▪
▪
▪
STORY RULE
(ACCEPTANCECRITERIA)
QUESTION
(WHAT IF…)
EXAMPLE(THE ONEWHERE…)

32. STORY
RULE RULE RULE
QUESTION
EXAMPLE
RULE
QUESTION
EXAMPLE
EXAMPLE
EXAMPLE
EXAMPLE

33. Add a
Review
Can only
review
sessions in
own track
Can only
review a
session
once
Can’t
review
your own
session
What if
session
changes
tracks?
What if
reviewer is
added to
session as
co-presenter
?
The one
where
session is in
Reed’s track
The one
where
session is
not in Reed’s
track
The one
where Reed
is presenter
The one
where Reed
is
co-presenter

35. Discover
y
Sessions
What is the Need?
Is it worth satisfying?
Discover the
right product
Backlog
Refinement