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The sweet spot
The document discusses the importance of collaborative requirement gathering through event storming, a method that brings key stakeholders together in an unlimited modeling space to explore and model business processes collectively. It emphasizes the need for active participation, cross-functional communication, and creating a shared understanding of complex systems and pain points. The author promotes event storming as a valuable tool for organizational learning, experimentation, and addressing business challenges effectively.
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The sweet spot
- 1. Alberto Brandolini avanscoperta @ziobrando The sweet spot
- 2. The start What’sthe problem we’re trying to solve?
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- 15. Microscope view newhire new hire
- 16. Microscope view newhire new hire
- 17. Microscope view newhire new hire
- 18. Microscope view newhire new hire
- 19. Microscope view newhire new hire
- 20. Microscope view newhire new hire
- 21. Microscope view newhire new hire
- 22. Microscope view Departmentboundary new hire new hire
- 23. Requirements Gathering Yep,that’s a common name for our problem
- 24. How do wecollect requirements?
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- 30. A simple solution Put all the key stakeholders in the same room and sketch a model together
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- 35. This is waybetter
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- 38. Active Collaboration Allparticipant should actively contribute
- 39. One Man One Marker
- 40. Chaotic eats sequentialfor breakfast
- 41. and with afew tricks…
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- 43. We basically made the business problem less boring
- 45. It’s not aboutbeing faster That’s still thinking linearly
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- 47. What’s Eventstorming It’san act of
- 48. What’s Eventstorming It’san act of deliberate
- 49. What’s Eventstorming It’san act of deliberate collective
- 50. What’s Eventstorming It’san act of deliberate collective learning
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- 52. Things we sweptunder the carpet
- 53. The Big Picture All the business process(es) end-to-end and beyond!
- 54. Unlimited Modelling Space My problem is...
- 55. Unlimited Modelling Space My problem is... BIGGER
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- 57. Once you seeit…
- 58. Conquer first Dividelater
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- 61. Unlimited surface Youdon’t know the size of the problem before exploring it
- 62. Big Picture approaches -Impact Mapping -> Gojko Adzic -Specification Workshop -> Gojko Adzic -User Story Mapping -> Jeff Patton -Value Stream Mapping -> Stephen Parry (and others, of course) -...
- 63. In EventStorming -Allkey stakeholders in the same room -With an unlimited modelling surface -Modelling key processes starting from Domain Events
- 64. Domain Events SometimesI do things for a reason
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- 72. Can’t you dothe same with an activity diagram?
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- 75. too afraid ofthe conference code of conduct to tell the joke
- 76. too afraid ofthe conference code of conduct to tell the joke Could you please laugh anyway?
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- 79. Humans evolved as the most efficient creatures to spot someone else’s mistakes
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- 81. Business conversation Technical conversation
- 82. Observe Language Interaction Body Language
- 87. We have abig a behavioural model of the whole thing, now what?
- 89. Business conversation Domain-‐Driven Design Event Sourcing CQRS Event Driven Architecture a business-‐driven model evolution
- 90. Adding some DDDspices I lied: we do a little more than just putting everybody in the same room
- 91. Myth N°1: UbiquitousLanguage Everybody should speak the same language
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- 93. While… Sales Delivery Operations Finance HR
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- 96. Or worse! Sales Delivery Operations Finance HR IT
- 97. Trying to reachan agreement is waste
- 98. Mapping disagreement isway more interesting
- 100. Myth N°2: DomainExpert Domain Expert knows it all
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- 105. …but they won’t admit it easily
- 106. Modelling Sympathy Don’tknow what it means but sounds so cool
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- 108. Aggregates Workshop Participant added Participant removed Add participant Remove participant Maximum Capacity reached
- 110. Commands Add Itemto cart Customer Article Details
- 111. UI Constraints ProjectionItem page (read model) Command User Price Special offer!
- 112. Processes Ticket bought Welcome process Send welcome e-mail
- 113. External Systems ThermometerTemperature registered
- 114. External Systems CommandExternal System
- 115. Design Level Activecollaboration Wisdom of the crowd Visually consistent models Big $ visible
- 118. If you don’tI mean I am it! gonna find where you live!
- 119. Business conversation ValueStream / Value creation Interest areas Conflict areas Bottleneck Accidental complexity
- 120. Bottleneck $ Pain Points Do we really need to measure it?
- 121. Backlog Do wereally need that?
- 122. Value Creation Network Finally visible (dysfunctions included)
- 124. Pain-Oriented EventStorming Focuson Explore normally foggy areas Let an action plan emerge! Pain Point Someone else’s pain point
- 125. Pain Oriented Showthe whole flow Display the pain Explore Choose Event Pain Point
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- 128. best advice comesfrom KEEP YOUR MOUTH SHUT
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- 130. Impact Mapping Whatis the expected outcome?
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- 132. POES as retrospectivebackground Big Picture first Retrospective scope explicitly widened Facilitated root cause analysis Hints for collaboration
- 134. As a learningtool Every new hire in avanscoperta gets an EventStorming session The result is visible on the wall … I am here! :-)
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- 136. EventStorming as a Learning Tool
- 137. EventStorming as an experiment planner
- 138. Many others arepointing here… -Lean Startup -Lean UX -Popcorn Flow -Small Controlled Experiments -Modellathlon
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- 140. Business experiments Implementation experiments
- 141. Wrapping up BetterLearning Better Connections Better Models Playground for experiments Architectural Change Organisational Change … Model Storming?
- 143. References http://ziobrando.blogspot.com #eventstormerssu Google+: https://plus.google.com/u/0/
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