story mapping in a nutshell
DESCRIPTION
Arlen Bankston Arlen is an established leader in the application and evolution of process management methodologies such as Lean, Six Sigma and BPM, as well as Agile software development processes such as Extreme Programming (XP) and Scrum. He is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. He also has twelve years of experience in product design, leveraging principles of information architecture, interaction design and usability to develop innovative products that meet customers’ expressed and unspoken needs. Arlen has led Agile and Lean deployment and managed process improvement projects at clients such as Capital One, T. Rowe Price, Freddie Mac, and the Armed Forces Benefits Association. Arlen’s recent work has centered on combining Lean Six Sigma process improvement methods with Agile execution to dramatically improve both the speed and quality of business results. He has also led the integration of interaction design and usability practices into Agile methodologies, presenting and training frequently at both industry conferences and to Fortune 100 clients.TRANSCRIPT
Story Mapping in a Nutshell
Meet the Presenter
Arlen Bankston • Co-Founder of LitheSpeed, LLC • User experience & product
development background • 11 years of Agile experience • Lean Six Sigma Master Black Belt • Lately 40% training, 20% each of
coaching, product development & management
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Principle – Iteration + Flow
1 2 3 4 5
Incremental Development is not sufficiently Agile
Incremental Development calls for a fully formed idea upfront that is delivered in pieces
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Principle – Iteration + Flow
1 2 3 4 5
Iterative Development is Agile
Iterating allows you to move from vague idea to realization.
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Layers of Planning
The Problems with Flat Backlogs
Traditional Product Backlogs are flat; a prioritized list.
Great for answering “what do we do next?”
Not so great for: • Collaborative building & inspection • Seeing how everything fits together • Balancing a view of user-valued features with
the need for iteration-size stories • Planning coherent value-based releases
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Product Backlogs suck at showing the Big Picture
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Stakeholders are interested in Releases over Sprints
Inspect and adapt
Satisfy business goals
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A Broader View – Story Maps
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• Minimize the time needed to access patient records
• Minimize the customer inputs necessary to access patient records
Night Nurse Robin Robin leaves for work at 6pm, after sleeping during the day. She works a 7pm-7am shift in Labor & Delivery, caring for prospective mothers and their babies. Complex computer apps make Robin grumpy.
User Goals
Persona
Epics
Workflow Sequence
Prio
rity
Features & User Stories
Access record
Review history
Provide Nurse ID
Search records
Provide Patient ID
Sort records
Filter records
Update record
View history
Add comment
Search history
Enter updates
Reference validation
Notify of updates
Medical Reference
Search reference
Add comment
Release Boundary
Story maps are an end-to-end view
Fullyfeatured
OverallGoal
End-to-end complete: the puzzle pieces
Necessity,Flexibility,Intelligence,Performance,Comfort,Luxury...
Marketable Feature Set
The extra work is inside the features
}What does success
look like?
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A Story Map Example
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User Stories
Business Goals: Outcome
Product Goals: Output
Product / Project
Marketable Feature Sets
Product Vision or Unique Value Prop.
Product Backlog
Story Map with Releases
Business Vision
How Story Maps fit into Agile Planning
13 Thanks to Xebia for this visualization.
Product Ownership is Collaborative Good Product Owners work with others to iteratively plan and refine requirements. • Quality Analysts create testable
examples that exercise boundary and special case scenarios
• Business Analysts elicit and describe user needs
• Developers provide available execution paths and describe their respective costs
• User Experience experts research and design for user needs, and aid in gathering product feedback 14
Starting a Story Map
1. Form a small group (3-7 people), with both technical and user/business advocates
2. Create & prioritize personas to represent key user segments
3. Prioritize key goals (e.g. business goals, user nonfunctional needs) by persona; these help you plan cohesive releases
4. Brainstorm and cluster User Tasks; these form the “walking skeleton” at top
5. Brainstorm Features to support these tasks most effectively; these are your User Stories
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Validating the Story Map
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Workflow Sequence
Prio
rity
Access record
Review history
Provide Nurse ID
Provide Patient ID
Update record
View history
Add comment
Enter updates
What would Robin do with our system?
“Robin provides her nurse ID and a patient ID to access Sujatha’s record. She quickly reviews Sujatha’s medical history (optionally adding comments), then updates the record with her latest notes.”
Story maps let you visually walk through a user’s tasks and describe them conversationally.
Planning Releases with Story Maps
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Workflow Sequence
Prio
rity
Access record
Review history
Provide Nurse ID
Provide Patient ID
Update record
View history
Add comment
Enter updates
Move User Stories below the line to defer them to a subsequent Release.
• Choose coherent groups of features that consider the span of business functionality and user activities
• Support all necessary activities with the first release
• Improve activity support with subsequent releases
Search records
Sort records
Filter records
Search history
Reference validation
Notify of updates RELEASE 1
RELEASE 2
Release 1: Guided
Retrospective Story A1
A2
A3
B1
B2
C1 C2
C3
D1
D1
D2
B3
Epic 1 Epic 2 Key
Activity Major
Component
Planning Releases with Story Maps
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Release 2: Custom retros
Release 3: Progress Tracking
Release 4: ???
Succinctly communicate planned releases’ goals and benefits.
Release Roadmap
•
• •
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Story Mapping Tips
• Start with what you know (stories, or goals, or users), and make the rest fit
• Don’t worry about story size at first; clustering & splitting later is faster
• Make releases smaller; independently useful features can be released alone
• Involve real users; they can help keep your map and priorities grounded
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Exercise
Our Vision
Goal 1: Prove Our Viability
We have three months to prove to our investors that we’re a viable concern, or they will stop investing.
15 Jan�Now
1 Feb�Start development
1 May�Go Live
1 July�Go/No Go
Goal 2: Our New Vision
Thank You!
Contact Us for Further Information
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Arlen Bankston Vice President [email protected]
Sanjiv Augustine President [email protected]
On the Web:
http://www.lithespeed.com
http://www.sanjivaugustine.com
"I only wish I had read this book when I started my career in software product management, or even better yet, when I was given my first project to manage. In addition to providing an excellent handbook for managing with agile software development methodologies, Managing Agile Projects offers a guide to more effective project management in many business settings." John P. Barnes, former Vice President of Product Management at Emergis, Inc.