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User	
  
Stories	
  
Tathagat	
  Varma	
  
h0p://managewell.net	
  	
  
h0p://leanso8wareengineering.com/2007/11/14/planning-­‐a-­‐month-­‐or-­‐less-­‐ahead-­‐is-­‐not-­‐enough/	
  	
  
Agile	
  Planning	
  Onion	
  
Strategy	
  
PorFolio	
  
Product	
  
Release	
  
IteraIon	
  
Daily	
  
Product	
  Management	
  ArIfacts	
  
IniIaIves	
  	
  
Epics	
  
Themes	
  
Sprint	
  Backlog	
  
Product	
  Backlog	
  
Product	
  Roadmap	
  
Product	
  Vision	
  
Tasks…	
  
Stories	
  
Scenarios	
  
Product	
  Vision	
  
•  Shared	
  by	
  All	
  
•  Desirable	
  and	
  InspiraIonal	
  
•  Clear	
  and	
  Tangible	
  
•  Broad	
  and	
  Engaging	
  
•  Short	
  and	
  Sweet	
  
Product	
  Vision	
  –	
  Elevator	
  Pitch	
  
For	
  (target	
  customer)	
  
Who	
  (statement	
  of	
  the	
  need	
  or	
  opportunity)	
  
The	
  (product	
  name)	
  is	
  a	
  (product	
  category)	
  
That	
  (key	
  benefit,	
  compelling	
  reason	
  to	
  buy)	
  
Unlike	
  (primary	
  compeIIve	
  alternaIve)	
  
Our	
  product	
  (statement	
  of	
  primary	
  differenIaIon)	
  
h0p://www.joelonso8ware.com/arIcles/JimHighsmithonProductVisi.html	
  	
  
Product	
  Vision	
  Box	
  
•  As	
  the	
  name	
  
suggests…	
  
•  Describes	
  the	
  top	
  
2-­‐3	
  features	
  of	
  
product	
  
Product	
  Roadmap	
  
h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
h0p://dynamicsgpblogster.files.wordpress.com/2009/04/dynamicsgproadmap4.png	
  	
  
•  High-­‐level	
  plan	
  that	
  
describes	
  how	
  the	
  
product	
  will	
  evolve	
  
•  Refers	
  to	
  
•  Product	
  version	
  
•  FuncIonality	
  
•  Release	
  date	
  	
  
Product	
  Backlog	
  
•  A	
  combined	
  list	
  of	
  all	
  desired	
  work,	
  including	
  
user	
  focused	
  stories,	
  technical	
  work,	
  features	
  
&	
  ideas	
  
•  Everything	
  is	
  expressed	
  in	
  User	
  Stories	
  
•  List	
  is	
  prioriIzed	
  by	
  the	
  Product	
  Owner	
  
•  Product	
  Owner	
  keeps	
  it	
  organized	
  with	
  the	
  
team’s	
  help	
  
•  Anyone	
  can	
  add	
  items	
  to	
  the	
  backlog	
  
•  Evolves	
  over	
  Ime	
  	
  
•  Always	
  in	
  progress	
  
Benefits	
  of	
  Product	
  Roadmap	
  
•  Helps	
  communicate	
  how	
  you	
  see	
  the	
  product	
  develop.	
  
•  Helps	
  align	
  the	
  product	
  and	
  the	
  company	
  strategy.	
  	
  
•  Helps	
  manage	
  the	
  stakeholders	
  and	
  coordinate	
  the	
  
development,	
  markeIng,	
  and	
  sales	
  acIviIes.	
  
•  Facilitates	
  effecIve	
  porFolio	
  management,	
  as	
  it	
  helps	
  
synchronise	
  the	
  development	
  efforts	
  of	
  different	
  
products.	
  
•  Supports	
  and	
  complements	
  the	
  product	
  backlog.	
  This	
  
allows	
  the	
  backlog	
  to	
  focus	
  on	
  the	
  tacIcal	
  product	
  
development	
  aspects.	
  
h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
Product	
  Backlog	
  
•  The	
  agile	
  product	
  backlog	
  is	
  a	
  prioriIzed	
  
features	
  list,	
  containing	
  short	
  descripIons	
  
of	
  all	
  funcIonality	
  desired	
  in	
  the	
  product.	
  	
  
•  When	
  using	
  Scrum,	
  it	
  is	
  not	
  necessary	
  to	
  
start	
  a	
  project	
  with	
  a	
  lengthy,	
  upfront	
  
effort	
  to	
  document	
  all	
  requirements.	
  	
  
•  Typically,	
  a	
  Scrum	
  team	
  and	
  its	
  product	
  
owner	
  begin	
  by	
  wriIng	
  down	
  everything	
  
they	
  can	
  think	
  of	
  for	
  agile	
  backlog	
  
prioriIzaIon.	
  This	
  agile	
  product	
  backlog	
  is	
  
almost	
  always	
  more	
  than	
  enough	
  for	
  a	
  first	
  
sprint.	
  The	
  Scrum	
  product	
  backlog	
  is	
  then	
  
allowed	
  to	
  grow	
  and	
  change	
  as	
  more	
  is	
  
learned	
  about	
  the	
  product	
  and	
  its	
  
customers.	
  
•  h0p://www.mountaingoatso8ware.com/
scrum/product-­‐backlog	
  	
  
Who	
  owns	
  Product	
  Backlog?	
  
h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
….should	
  be	
  “DEEP”	
  
•  Emergent	
  •  PrioriIzed	
  
•  EsImated	
  •  Detailed	
  
Appropriately	
  
D	
   E	
  
E	
  P	
  
From	
  Product	
  Roadmap	
  to	
  Product	
  
Backlog	
  
h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/	
  	
  
Sprint	
  Backlog	
  
•  User	
  Stories	
  selected	
  
by	
  The	
  Team	
  
•  Will	
  be	
  built	
  in	
  next	
  
Sprint	
  
•  Fully	
  EsImated	
  
•  Divided	
  into	
  Tasks	
  
Sprint	
  Backlog	
  
User	
  Story	
  
I as a <Role>
	
  
want <Feature>
	
  
so that <Value>
Why	
  User	
  Stories?	
  
h0p://www.agilebuddha.com/wp-­‐content/uploads/2012/05/User-­‐Stories.jpg	
  	
  
Why	
  not	
  ‘PRDs’?	
  
User	
  Story	
  
h0p://www.leadingagile.com/wp-­‐content/uploads/2012/07/post-­‐it-­‐note-­‐user-­‐story.jpg	
  	
  
h0ps://code.google.com/p/econference-­‐planning-­‐poker-­‐plugin/wiki/PlanningPoker	
  	
  
As	
  a	
  frequent	
  flyer,	
  
	
  
I	
  want	
  to	
  be	
  able	
  to	
  view	
  current	
  
offers	
  in	
  terms	
  of	
  mileage	
  points	
  
	
  
so	
  that	
  I	
  can	
  redeem	
  them.	
  
Acceptance	
  Criteria	
  
22	
  
Given <System State>

when <an event occurs>

then <an outcome happens>
The	
  Three	
  C’s	
  of	
  a	
  User	
  Story	
  
• The	
  story	
  itself	
  
• A	
  promise	
  to	
  have	
  a	
  conversaIon	
  at	
  the	
  
appropriate	
  Ime	
  
Card	
  
• The	
  requirements	
  themselves	
  communicated	
  
from	
  the	
  Product	
  Owner	
  to	
  the	
  Delivery	
  Team	
  via	
  
a	
  conversaIon	
  
• Write	
  down	
  what	
  is	
  agreed	
  upon	
  
ConversaIon	
  
• The	
  Acceptance	
  Criteria	
  for	
  the	
  story	
  
• How	
  the	
  Delivery	
  Team	
  will	
  know	
  they	
  have	
  
completed	
  the	
  story	
  
ConfirmaIon	
  
What	
  makes	
  a	
  good	
  User	
  Story?	
  
Independent	
  of	
  all	
  others	
  
NegoIable	
  not	
  a	
  specific	
  contract	
  for	
  features	
  
Valuable	
  or	
  ver2cal	
  
EsImable	
  to	
  a	
  good	
  approxima2on	
  
Small	
  so	
  as	
  to	
  fit	
  within	
  an	
  itera2on	
  
Testable	
  in	
  principle,	
  even	
  if	
  there	
  isn’t	
  a	
  test	
  for	
  it	
  yet	
  
h0p://guide.agilealliance.org/guide/invest.html	
  	
  
Scenarios,	
  User	
  Case,	
  User	
  Story	
  
Use	
  Case:	
  
	
  
Customer	
  walks	
  to	
  the	
  restaurant	
  
Customer	
  enters	
  the	
  restaurant	
  
Customer	
  finds	
  a	
  seat	
  at	
  the	
  bar	
  
Customer	
  scans	
  the	
  menu	
  
Customer	
  selects	
  a	
  beer	
  
Customer	
  orders	
  selected	
  beer	
  
Bartender	
  takes	
  order	
  
Bartender	
  pours	
  beer	
  
Bartender	
  delivers	
  beer	
  
User	
  drinks	
  beer	
  
User	
  pays	
  for	
  beer	
  
User	
  Story:	
  
	
  
A	
  user	
  wants	
  to	
  find	
  a	
  bar,	
  to	
  drink	
  a	
  beer.	
  
h0p://www.cloudforestdesign.com/2011/04/25/introducIon-­‐user-­‐stories-­‐user-­‐personas-­‐use-­‐cases-­‐whats-­‐the-­‐difference/	
  	
  
Scenario:	
  
	
  
Josh	
  is	
  a	
  30	
  something	
  mid-­‐level	
  manager	
  
for	
  an	
  ad	
  agency,	
  metro-­‐sexual	
  and	
  beer	
  
aficionado.	
  He	
  likes	
  to	
  try	
  new	
  and	
  exoIc	
  
beers	
  in	
  trendy	
  locaIons.	
  He	
  also	
  enjoys	
  
using	
  a	
  variety	
  of	
  social	
  apps	
  on	
  his	
  smart	
  
phone.	
  He	
  reads	
  a	
  review	
  	
  on	
  Yelp	
  of	
  a	
  new	
  
burger	
  &	
  beer	
  joint	
  downtown	
  with	
  over	
  
100	
  beers	
  on	
  tap,	
  and	
  decides	
  to	
  go	
  walk	
  
over	
  a8er	
  work	
  and	
  check	
  it	
  out.	
  
	
  	
  
Themes,	
  Epics,	
  Stories,	
  Tasks	
  
Themes	
  
•  We	
  could	
  put	
  a	
  rubber	
  band	
  around	
  that	
  
group	
  of	
  stories	
  I	
  wrote	
  about	
  monthly	
  
repor2ng	
  and	
  we'd	
  call	
  that	
  a	
  “theme.”	
  
Some2mes	
  it's	
  helpful	
  to	
  think	
  about	
  a	
  group	
  
of	
  stories	
  so	
  we	
  have	
  a	
  term	
  for	
  that.	
  S2cking	
  
with	
  the	
  movie	
  analogy	
  above,	
  in	
  my	
  DVD	
  rack	
  
I	
  have	
  filed	
  the	
  James	
  Bond	
  movies	
  together.	
  
They	
  are	
  a	
  theme	
  or	
  grouping.	
  
h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes	
  	
  
Themes	
  change/evolve…	
  
Scrum	
  Product	
  Ownership	
  –	
  Bob	
  Galen	
  
Epics	
  
•  A	
  Scrum	
  epic	
  is	
  a	
  large	
  user	
  story.	
  There's	
  no	
  magic	
  threshold	
  at	
  
which	
  we	
  call	
  a	
  parIcular	
  story	
  an	
  epic.	
  It	
  just	
  means	
  “big	
  user	
  
story.”	
  I	
  like	
  to	
  think	
  of	
  this	
  in	
  relaIon	
  to	
  movies.	
  If	
  I	
  tell	
  you	
  a	
  
parIcular	
  movie	
  was	
  an	
  “acIon-­‐adventure	
  movie”	
  that	
  tells	
  you	
  
something	
  about	
  the	
  movie.	
  There's	
  probably	
  some	
  car	
  chases,	
  
probably	
  some	
  shooIng,	
  and	
  so	
  on.	
  It	
  tells	
  you	
  this	
  even	
  though	
  
there	
  is	
  no	
  universal	
  definiIon	
  that	
  we've	
  agreed	
  to	
  follow,	
  and	
  
that	
  an	
  acIon-­‐adventure	
  movie	
  must	
  contain	
  at	
  least	
  three	
  car	
  
chases,	
  at	
  least	
  45	
  bullets	
  must	
  be	
  shot,	
  and	
  ….	
  
•  So,	
  “epic”	
  is	
  just	
  a	
  label	
  we	
  apply	
  to	
  a	
  large	
  story.	
  Calling	
  a	
  story	
  an	
  
epic	
  can	
  someImes	
  convey	
  addiIonal	
  meaning.	
  Suppose	
  you	
  ask	
  
me	
  if	
  I	
  had	
  Ime	
  yesterday	
  to	
  write	
  the	
  user	
  stories	
  about	
  the	
  
monthly	
  reporIng	
  part	
  of	
  the	
  system.	
  “Yes,”	
  I	
  reply,	
  “but	
  they	
  are	
  
mostly	
  epics.”	
  That	
  tells	
  you	
  that	
  while	
  I	
  did	
  write	
  them,	
  I	
  didn't	
  get	
  
the	
  chance	
  to	
  break	
  most	
  of	
  them	
  down	
  into	
  stories	
  that	
  are	
  
probably	
  small	
  enough	
  to	
  implement	
  directly.	
  
h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes	
  	
  
User	
  Stories	
  
•  A	
  user	
  story	
  is	
  simply	
  something	
  a	
  user	
  wants.	
  
User	
  stories	
  are	
  more	
  than	
  just	
  text	
  wri0en	
  on	
  an	
  index	
  
card	
  but	
  for	
  our	
  purposes	
  here,	
  just	
  think	
  of	
  user	
  story	
  as	
  a	
  
bit	
  of	
  text	
  saying	
  something	
  like,	
  “Paginate	
  the	
  monthly	
  
sales	
  report”	
  or,	
  “Change	
  tax	
  calculaIons	
  on	
  invoices.”	
  	
  
•  Many	
  teams	
  have	
  learned	
  the	
  benefits	
  of	
  wriIng	
  user	
  
stories	
  in	
  the	
  form	
  of:	
  	
  
–  As	
  a	
  <type	
  of	
  user>	
  	
  
–  I	
  <want/can/am	
  able	
  to/need	
  to/etc.>	
  	
  
–  so	
  that	
  <some	
  reason>.	
  
•  But	
  it	
  is	
  not	
  necessary	
  that	
  a	
  user	
  story	
  be	
  wri0en	
  that	
  way.	
  	
  
h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes	
  	
  
Epics	
  -­‐>	
  Stories	
  
Performance	
  Constraint	
  -­‐>	
  Acceptance	
  
Criteria	
  
Minimal	
  Marketable	
  Feature	
  
•  A	
  Minimal	
  Marketable	
  Feature	
  (MMF)	
  is	
  a	
  feature	
  that	
  is	
  minimal,	
  
because	
  if	
  it	
  was	
  any	
  smaller,	
  it	
  would	
  not	
  be	
  marketable.	
  A	
  MMF	
  is	
  
marketable,	
  because	
  when	
  it	
  is	
  released	
  as	
  part	
  of	
  a	
  product,	
  
people	
  would	
  use	
  (or	
  buy)	
  the	
  feature.	
  
•  An	
  MMF	
  is	
  different	
  than	
  a	
  typical	
  User	
  Story	
  in	
  Scrum	
  or	
  Extreme	
  
Programming.	
  Where	
  mulIple	
  User	
  Stories	
  might	
  be	
  coalesced	
  to	
  
form	
  a	
  single	
  marketable	
  feature,	
  MMFs	
  are	
  a	
  li0le	
  bit	
  bigger.	
  
O8en,	
  there	
  is	
  a	
  release	
  a8er	
  each	
  MMF	
  is	
  complete.	
  
•  An	
  MMF	
  doesn’t	
  decompose	
  down	
  into	
  smaller	
  sub-­‐feature,	
  but	
  it	
  
is	
  big	
  enough	
  to	
  launch	
  on	
  its	
  own.	
  
•  A	
  MMF	
  can	
  be	
  represented	
  as	
  a	
  User	
  Story	
  —	
  a	
  short,	
  one-­‐sentence	
  
descripIon.	
  
	
  
MVP,	
  MMF,	
  Stories	
  
MVP	
  
MMFs	
  
User	
  Stories	
  
MoSCoW	
  
•  M	
  -­‐	
  MUST:	
  Describes	
  a	
  requirement	
  that	
  must	
  be	
  saIsfied	
  in	
  
the	
  final	
  soluIon	
  for	
  the	
  soluIon	
  to	
  be	
  considered	
  a	
  success.	
  
•  S	
  -­‐	
  SHOULD:	
  Represents	
  a	
  high-­‐priority	
  item	
  that	
  should	
  be	
  
included	
  in	
  the	
  soluIon	
  if	
  it	
  is	
  possible.	
  This	
  is	
  o8en	
  a	
  criIcal	
  
requirement	
  but	
  one	
  which	
  can	
  be	
  saIsfied	
  in	
  other	
  ways	
  if	
  
strictly	
  necessary.	
  
•  C	
  -­‐	
  COULD:	
  Describes	
  a	
  requirement	
  which	
  is	
  considered	
  
desirable	
  but	
  not	
  necessary.	
  This	
  will	
  be	
  included	
  if	
  Ime	
  and	
  
resources	
  permit.	
  
•  W	
  -­‐	
  WON'T:	
  Represents	
  a	
  requirement	
  that	
  stakeholders	
  have	
  
agreed	
  will	
  not	
  be	
  implemented	
  in	
  a	
  given	
  release,	
  but	
  may	
  be	
  
considered	
  for	
  the	
  future.	
  (note:	
  occasionally	
  the	
  word	
  "Won't"	
  
is	
  subsItuted	
  for	
  "Would"	
  to	
  give	
  a	
  clearer	
  understanding	
  of	
  
this	
  choice.	
  
User Stories
Spliung	
  User	
  Stories	
  
h0p://gojko.net/2012/01/23/spliung-­‐user-­‐stories-­‐the-­‐hamburger-­‐method/	
  	
  
1.	
  IdenIfy	
  Tasks	
  
2.	
  IdenIfy	
  opIons	
  for	
  tasks	
  
3.	
  Combine	
  Results	
  
4.	
  Trim	
  the	
  Hamburger	
  
5.	
  Take	
  the	
  first	
  bite!	
  
6.	
  Take	
  another	
  bite…and	
  conInue	
  
User	
  Story	
  Mapping	
  
45	
  
©	
  Jeff	
  Pa0on,	
  all	
  rights	
  reserved,	
  www.AgileProductDesign.com	
  
The	
  user	
  story	
  map	
  contains	
  two	
  
important	
  anatomical	
  features	
  
•  The	
  backbone	
  of	
  the	
  applicaIon	
  is	
  the	
  list	
  of	
  
essenIal	
  acIviIes	
  the	
  applicaIon	
  supports	
  
•  The	
  walking	
  skeleton	
  is	
  the	
  so8ware	
  we	
  build	
  that	
  
supports	
  the	
  least	
  number	
  of	
  necessary	
  tasks	
  
across	
  the	
  full	
  span	
  of	
  user	
  experience	
  
time
necessity	
  
The backbone
The walking skeleton
User Stories
User Stories
48	
  
©	
  Jeff	
  Pa0on,	
  all	
  rights	
  reserved,	
  www.AgileProductDesign.com	
  
Planning	
  incremental	
  releases	
  can	
  be	
  
facilitated	
  as	
  a	
  collaboraIve	
  event	
  
Scenarios	
  
•  A	
  usage	
  scenario,	
  or	
  scenario	
  for	
  short,	
  describes	
  
a	
  real-­‐world	
  example	
  of	
  how	
  one	
  or	
  more	
  people	
  
or	
  organizaIons	
  interact	
  with	
  a	
  system.	
  	
  	
  
•  They	
  describe	
  the	
  steps,	
  events,	
  and/or	
  acIons	
  
which	
  occur	
  during	
  the	
  interacIon.	
  	
  	
  
•  Usage	
  scenarios	
  can	
  be	
  very	
  detailed,	
  indicaIng	
  
exactly	
  how	
  someone	
  works	
  with	
  the	
  user	
  
interface,	
  or	
  reasonably	
  high-­‐level	
  describing	
  the	
  
criIcal	
  business	
  acIons	
  but	
  not	
  the	
  indicaIng	
  
how	
  they’re	
  performed.	
  	
  	
  	
  
Learning	
  and	
  Emergence	
  
EsImaIon	
  
h0p://www.agilenutshell.com/episodes/3-­‐esImaIon	
  	
  
Use	
  any	
  measure…consistently	
  
Story	
  Points	
  
•  Agile	
  teams	
  generally	
  prefer	
  to	
  express	
  esImates	
  in	
  units	
  other	
  
than	
  the	
  Ime-­‐honored	
  "man-­‐day"	
  or	
  "man-­‐hour".	
  Possibly	
  the	
  
most	
  widespread	
  unit	
  is	
  "story	
  points".	
  
•  One	
  of	
  the	
  chief	
  reasons	
  is	
  the	
  use	
  of	
  velocity	
  for	
  planning	
  
purposes.	
  "Velocity",	
  in	
  the	
  sense	
  Agile	
  teams	
  use	
  the	
  term,	
  has	
  no	
  
preferred	
  unit	
  of	
  measurement,	
  it	
  is	
  a	
  dimensionless	
  quanIty.	
  
Velocity	
  allows	
  teams	
  to	
  compute	
  the	
  expected	
  remaining	
  duraIon	
  
of	
  the	
  project,	
  as	
  a	
  number	
  of	
  iteraIons,	
  each	
  iteraIon	
  delivering	
  
some	
  amount	
  of	
  features.	
  
•  Another	
  important	
  reason	
  has	
  to	
  do	
  with	
  the	
  social	
  and	
  
psychological	
  aspects	
  of	
  esImaIon:	
  using	
  units	
  such	
  as	
  story	
  
points,	
  emphasizing	
  relaIve	
  difficulty	
  over	
  absolute	
  duraIon,	
  
relieves	
  some	
  of	
  the	
  tensions	
  that	
  o8en	
  arise	
  between	
  developers	
  
and	
  managers	
  around	
  esImaIon:	
  for	
  instance,	
  asking	
  developers	
  
for	
  an	
  esImate	
  then	
  holding	
  them	
  accountable	
  as	
  if	
  it	
  had	
  been	
  a	
  
firm	
  commitment.	
  
h0p://guide.agilealliance.org/guide/nuts.html	
  	
  
EsImaIon	
  
Mainly	
  two	
  forms	
  of	
  esImaIon	
  	
  
–  Analogous	
  EsImaIon	
  [T-­‐Shirt	
  Sizing	
  -­‐	
  S,M,L,XL]	
  
•  This	
  Story	
  is	
  like	
  another	
  Story	
  (maybe	
  a	
  li0le	
  more	
  difficult,	
  maybe	
  
a	
  li0le	
  less)	
  
•  Give	
  this	
  Story	
  a	
  comparable	
  esImated	
  value.	
  	
  
•  EsImate	
  against	
  mulIple	
  Stories	
  of	
  the	
  same	
  effort.	
  
•  Analogous	
  esImaIon	
  is	
  successful	
  due	
  to	
  our	
  inherent	
  ability	
  to	
  
be0er	
  measure	
  relaIve	
  size	
  than	
  absolute	
  size.	
  
–  Planning	
  Poker	
  
•  Each	
  esImator	
  is	
  given	
  a	
  deck	
  of	
  cards,	
  each	
  card	
  contains	
  a	
  	
  valid	
  	
  
esImate.	
  
•  Fib	
  ––1,2,3,5,8,13,20,301,2,3,5,8,13,20,30	
  
•  Story	
  is	
  read	
  and	
  discussed	
  briefly	
  
•  Each	
  esImator	
  selects	
  a	
  card	
  that	
  reflects	
  their	
  esImate.	
  
•  Cards	
  are	
  turned	
  over	
  for	
  all	
  to	
  see.	
  
•  Discussion	
  takes	
  place	
  
•  	
  	
  Re-­‐esImate	
  to	
  try	
  to	
  get	
  convergence.	
  
Affinity	
  EsImaIng	
  Guidelines	
  
Break	
  up	
  into	
  small	
  teams	
  of	
  2-­‐4	
  
Discuss	
  2-­‐3	
  stories	
  so	
  there	
  is	
  a	
  sense	
  of	
  them	
  
Find	
  an	
  iniNal	
  comparaNve	
  story	
  
• If	
  team	
  is	
  already	
  SprinIng,	
  find	
  a	
  small-­‐ish	
  one	
  already	
  completed	
  that	
  was	
  a	
  really	
  
good	
  esImate;	
  use	
  that	
  esImate	
  
• Or	
  find	
  a	
  fully	
  understandable	
  story	
  and	
  fully	
  task	
  it	
  out;	
  call	
  it	
  either	
  a	
  2	
  or	
  a	
  3	
  
Without	
  conversaNon,	
  the	
  enNre	
  team	
  puts	
  all	
  the	
  stories	
  on	
  a	
  big	
  wall	
  
• Smallest	
  at	
  the	
  right	
  and	
  largest	
  on	
  the	
  le8	
  compared	
  to	
  iniIal	
  story	
  
• Anyone	
  can	
  move	
  anyone	
  else’s	
  story	
  posiIon	
  
As	
  acNvity	
  subsides,	
  put	
  a	
  scaled	
  number	
  line	
  up	
  	
  	
  
SeQle	
  on	
  esNmates	
  for	
  boundary	
  stories	
  and	
  epics	
  
Affinity	
  EsImaIng	
  
56	
  
User Stories
References	
  
•  h0p://www.scrumcrazy.com/A+User+Story+Checklist	
  
•  h0p://www.scrumcrazy.com/User+Story+Basics+-­‐+The+Longer
+Story	
  
•  h0p://www.scrumcrazy.com/The+ScrumCrazy.com+User+Story
+Maturity+Model	
  	
  
•  h0p://www.romanpichler.com/blog/wriIng-­‐good-­‐user-­‐stories/	
  	
  
•  h0ps://en.wikipedia.org/wiki/User_story	
  	
  
•  h0p://www.mountaingoatso8ware.com/agile/user-­‐stories	
  
•  h0p://www.agilemodeling.com/arIfacts/userStory.htm	
  
•  h0p://www.agileproductdesign.com/presentaIons/
user_story_mapping/	
  
•  h0p://agileatlas.org/arIcles/item/user-­‐stories	
  
•  h0p://training-­‐course-­‐material.com/training/
Scrum_Product_Owner	
  	
  

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User Stories

  • 1. User   Stories   Tathagat  Varma   h0p://managewell.net    
  • 3. Agile  Planning  Onion   Strategy   PorFolio   Product   Release   IteraIon   Daily  
  • 4. Product  Management  ArIfacts   IniIaIves     Epics   Themes   Sprint  Backlog   Product  Backlog   Product  Roadmap   Product  Vision   Tasks…   Stories   Scenarios  
  • 5. Product  Vision   •  Shared  by  All   •  Desirable  and  InspiraIonal   •  Clear  and  Tangible   •  Broad  and  Engaging   •  Short  and  Sweet  
  • 6. Product  Vision  –  Elevator  Pitch   For  (target  customer)   Who  (statement  of  the  need  or  opportunity)   The  (product  name)  is  a  (product  category)   That  (key  benefit,  compelling  reason  to  buy)   Unlike  (primary  compeIIve  alternaIve)   Our  product  (statement  of  primary  differenIaIon)   h0p://www.joelonso8ware.com/arIcles/JimHighsmithonProductVisi.html    
  • 7. Product  Vision  Box   •  As  the  name   suggests…   •  Describes  the  top   2-­‐3  features  of   product  
  • 8. Product  Roadmap   h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/     h0p://dynamicsgpblogster.files.wordpress.com/2009/04/dynamicsgproadmap4.png     •  High-­‐level  plan  that   describes  how  the   product  will  evolve   •  Refers  to   •  Product  version   •  FuncIonality   •  Release  date    
  • 9. Product  Backlog   •  A  combined  list  of  all  desired  work,  including   user  focused  stories,  technical  work,  features   &  ideas   •  Everything  is  expressed  in  User  Stories   •  List  is  prioriIzed  by  the  Product  Owner   •  Product  Owner  keeps  it  organized  with  the   team’s  help   •  Anyone  can  add  items  to  the  backlog   •  Evolves  over  Ime     •  Always  in  progress  
  • 10. Benefits  of  Product  Roadmap   •  Helps  communicate  how  you  see  the  product  develop.   •  Helps  align  the  product  and  the  company  strategy.     •  Helps  manage  the  stakeholders  and  coordinate  the   development,  markeIng,  and  sales  acIviIes.   •  Facilitates  effecIve  porFolio  management,  as  it  helps   synchronise  the  development  efforts  of  different   products.   •  Supports  and  complements  the  product  backlog.  This   allows  the  backlog  to  focus  on  the  tacIcal  product   development  aspects.   h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 11. Product  Backlog   •  The  agile  product  backlog  is  a  prioriIzed   features  list,  containing  short  descripIons   of  all  funcIonality  desired  in  the  product.     •  When  using  Scrum,  it  is  not  necessary  to   start  a  project  with  a  lengthy,  upfront   effort  to  document  all  requirements.     •  Typically,  a  Scrum  team  and  its  product   owner  begin  by  wriIng  down  everything   they  can  think  of  for  agile  backlog   prioriIzaIon.  This  agile  product  backlog  is   almost  always  more  than  enough  for  a  first   sprint.  The  Scrum  product  backlog  is  then   allowed  to  grow  and  change  as  more  is   learned  about  the  product  and  its   customers.   •  h0p://www.mountaingoatso8ware.com/ scrum/product-­‐backlog    
  • 12. Who  owns  Product  Backlog?   h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 13. ….should  be  “DEEP”   •  Emergent  •  PrioriIzed   •  EsImated  •  Detailed   Appropriately   D   E   E  P  
  • 14. From  Product  Roadmap  to  Product   Backlog   h0p://www.romanpichler.com/blog/agile-­‐product-­‐management-­‐tools/agile-­‐product-­‐roadmap/    
  • 15. Sprint  Backlog   •  User  Stories  selected   by  The  Team   •  Will  be  built  in  next   Sprint   •  Fully  EsImated   •  Divided  into  Tasks  
  • 17. User  Story   I as a <Role>   want <Feature>   so that <Value>
  • 18. Why  User  Stories?   h0p://www.agilebuddha.com/wp-­‐content/uploads/2012/05/User-­‐Stories.jpg    
  • 20. User  Story   h0p://www.leadingagile.com/wp-­‐content/uploads/2012/07/post-­‐it-­‐note-­‐user-­‐story.jpg     h0ps://code.google.com/p/econference-­‐planning-­‐poker-­‐plugin/wiki/PlanningPoker    
  • 21. As  a  frequent  flyer,     I  want  to  be  able  to  view  current   offers  in  terms  of  mileage  points     so  that  I  can  redeem  them.  
  • 22. Acceptance  Criteria   22   Given <System State> when <an event occurs> then <an outcome happens>
  • 23. The  Three  C’s  of  a  User  Story   • The  story  itself   • A  promise  to  have  a  conversaIon  at  the   appropriate  Ime   Card   • The  requirements  themselves  communicated   from  the  Product  Owner  to  the  Delivery  Team  via   a  conversaIon   • Write  down  what  is  agreed  upon   ConversaIon   • The  Acceptance  Criteria  for  the  story   • How  the  Delivery  Team  will  know  they  have   completed  the  story   ConfirmaIon  
  • 24. What  makes  a  good  User  Story?   Independent  of  all  others   NegoIable  not  a  specific  contract  for  features   Valuable  or  ver2cal   EsImable  to  a  good  approxima2on   Small  so  as  to  fit  within  an  itera2on   Testable  in  principle,  even  if  there  isn’t  a  test  for  it  yet   h0p://guide.agilealliance.org/guide/invest.html    
  • 25. Scenarios,  User  Case,  User  Story   Use  Case:     Customer  walks  to  the  restaurant   Customer  enters  the  restaurant   Customer  finds  a  seat  at  the  bar   Customer  scans  the  menu   Customer  selects  a  beer   Customer  orders  selected  beer   Bartender  takes  order   Bartender  pours  beer   Bartender  delivers  beer   User  drinks  beer   User  pays  for  beer   User  Story:     A  user  wants  to  find  a  bar,  to  drink  a  beer.   h0p://www.cloudforestdesign.com/2011/04/25/introducIon-­‐user-­‐stories-­‐user-­‐personas-­‐use-­‐cases-­‐whats-­‐the-­‐difference/     Scenario:     Josh  is  a  30  something  mid-­‐level  manager   for  an  ad  agency,  metro-­‐sexual  and  beer   aficionado.  He  likes  to  try  new  and  exoIc   beers  in  trendy  locaIons.  He  also  enjoys   using  a  variety  of  social  apps  on  his  smart   phone.  He  reads  a  review    on  Yelp  of  a  new   burger  &  beer  joint  downtown  with  over   100  beers  on  tap,  and  decides  to  go  walk   over  a8er  work  and  check  it  out.      
  • 27. Themes   •  We  could  put  a  rubber  band  around  that   group  of  stories  I  wrote  about  monthly   repor2ng  and  we'd  call  that  a  “theme.”   Some2mes  it's  helpful  to  think  about  a  group   of  stories  so  we  have  a  term  for  that.  S2cking   with  the  movie  analogy  above,  in  my  DVD  rack   I  have  filed  the  James  Bond  movies  together.   They  are  a  theme  or  grouping.   h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes    
  • 28. Themes  change/evolve…   Scrum  Product  Ownership  –  Bob  Galen  
  • 29. Epics   •  A  Scrum  epic  is  a  large  user  story.  There's  no  magic  threshold  at   which  we  call  a  parIcular  story  an  epic.  It  just  means  “big  user   story.”  I  like  to  think  of  this  in  relaIon  to  movies.  If  I  tell  you  a   parIcular  movie  was  an  “acIon-­‐adventure  movie”  that  tells  you   something  about  the  movie.  There's  probably  some  car  chases,   probably  some  shooIng,  and  so  on.  It  tells  you  this  even  though   there  is  no  universal  definiIon  that  we've  agreed  to  follow,  and   that  an  acIon-­‐adventure  movie  must  contain  at  least  three  car   chases,  at  least  45  bullets  must  be  shot,  and  ….   •  So,  “epic”  is  just  a  label  we  apply  to  a  large  story.  Calling  a  story  an   epic  can  someImes  convey  addiIonal  meaning.  Suppose  you  ask   me  if  I  had  Ime  yesterday  to  write  the  user  stories  about  the   monthly  reporIng  part  of  the  system.  “Yes,”  I  reply,  “but  they  are   mostly  epics.”  That  tells  you  that  while  I  did  write  them,  I  didn't  get   the  chance  to  break  most  of  them  down  into  stories  that  are   probably  small  enough  to  implement  directly.   h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes    
  • 30. User  Stories   •  A  user  story  is  simply  something  a  user  wants.   User  stories  are  more  than  just  text  wri0en  on  an  index   card  but  for  our  purposes  here,  just  think  of  user  story  as  a   bit  of  text  saying  something  like,  “Paginate  the  monthly   sales  report”  or,  “Change  tax  calculaIons  on  invoices.”     •  Many  teams  have  learned  the  benefits  of  wriIng  user   stories  in  the  form  of:     –  As  a  <type  of  user>     –  I  <want/can/am  able  to/need  to/etc.>     –  so  that  <some  reason>.   •  But  it  is  not  necessary  that  a  user  story  be  wri0en  that  way.     h0p://www.mountaingoatso8ware.com/blog/stories-­‐epics-­‐and-­‐themes    
  • 32. Performance  Constraint  -­‐>  Acceptance   Criteria  
  • 33. Minimal  Marketable  Feature   •  A  Minimal  Marketable  Feature  (MMF)  is  a  feature  that  is  minimal,   because  if  it  was  any  smaller,  it  would  not  be  marketable.  A  MMF  is   marketable,  because  when  it  is  released  as  part  of  a  product,   people  would  use  (or  buy)  the  feature.   •  An  MMF  is  different  than  a  typical  User  Story  in  Scrum  or  Extreme   Programming.  Where  mulIple  User  Stories  might  be  coalesced  to   form  a  single  marketable  feature,  MMFs  are  a  li0le  bit  bigger.   O8en,  there  is  a  release  a8er  each  MMF  is  complete.   •  An  MMF  doesn’t  decompose  down  into  smaller  sub-­‐feature,  but  it   is  big  enough  to  launch  on  its  own.   •  A  MMF  can  be  represented  as  a  User  Story  —  a  short,  one-­‐sentence   descripIon.    
  • 34. MVP,  MMF,  Stories   MVP   MMFs   User  Stories  
  • 35. MoSCoW   •  M  -­‐  MUST:  Describes  a  requirement  that  must  be  saIsfied  in   the  final  soluIon  for  the  soluIon  to  be  considered  a  success.   •  S  -­‐  SHOULD:  Represents  a  high-­‐priority  item  that  should  be   included  in  the  soluIon  if  it  is  possible.  This  is  o8en  a  criIcal   requirement  but  one  which  can  be  saIsfied  in  other  ways  if   strictly  necessary.   •  C  -­‐  COULD:  Describes  a  requirement  which  is  considered   desirable  but  not  necessary.  This  will  be  included  if  Ime  and   resources  permit.   •  W  -­‐  WON'T:  Represents  a  requirement  that  stakeholders  have   agreed  will  not  be  implemented  in  a  given  release,  but  may  be   considered  for  the  future.  (note:  occasionally  the  word  "Won't"   is  subsItuted  for  "Would"  to  give  a  clearer  understanding  of   this  choice.  
  • 37. Spliung  User  Stories   h0p://gojko.net/2012/01/23/spliung-­‐user-­‐stories-­‐the-­‐hamburger-­‐method/    
  • 39. 2.  IdenIfy  opIons  for  tasks  
  • 41. 4.  Trim  the  Hamburger  
  • 42. 5.  Take  the  first  bite!  
  • 43. 6.  Take  another  bite…and  conInue  
  • 45. 45   ©  Jeff  Pa0on,  all  rights  reserved,  www.AgileProductDesign.com   The  user  story  map  contains  two   important  anatomical  features   •  The  backbone  of  the  applicaIon  is  the  list  of   essenIal  acIviIes  the  applicaIon  supports   •  The  walking  skeleton  is  the  so8ware  we  build  that   supports  the  least  number  of  necessary  tasks   across  the  full  span  of  user  experience   time necessity   The backbone The walking skeleton
  • 48. 48   ©  Jeff  Pa0on,  all  rights  reserved,  www.AgileProductDesign.com   Planning  incremental  releases  can  be   facilitated  as  a  collaboraIve  event  
  • 49. Scenarios   •  A  usage  scenario,  or  scenario  for  short,  describes   a  real-­‐world  example  of  how  one  or  more  people   or  organizaIons  interact  with  a  system.       •  They  describe  the  steps,  events,  and/or  acIons   which  occur  during  the  interacIon.       •  Usage  scenarios  can  be  very  detailed,  indicaIng   exactly  how  someone  works  with  the  user   interface,  or  reasonably  high-­‐level  describing  the   criIcal  business  acIons  but  not  the  indicaIng   how  they’re  performed.        
  • 53. Story  Points   •  Agile  teams  generally  prefer  to  express  esImates  in  units  other   than  the  Ime-­‐honored  "man-­‐day"  or  "man-­‐hour".  Possibly  the   most  widespread  unit  is  "story  points".   •  One  of  the  chief  reasons  is  the  use  of  velocity  for  planning   purposes.  "Velocity",  in  the  sense  Agile  teams  use  the  term,  has  no   preferred  unit  of  measurement,  it  is  a  dimensionless  quanIty.   Velocity  allows  teams  to  compute  the  expected  remaining  duraIon   of  the  project,  as  a  number  of  iteraIons,  each  iteraIon  delivering   some  amount  of  features.   •  Another  important  reason  has  to  do  with  the  social  and   psychological  aspects  of  esImaIon:  using  units  such  as  story   points,  emphasizing  relaIve  difficulty  over  absolute  duraIon,   relieves  some  of  the  tensions  that  o8en  arise  between  developers   and  managers  around  esImaIon:  for  instance,  asking  developers   for  an  esImate  then  holding  them  accountable  as  if  it  had  been  a   firm  commitment.   h0p://guide.agilealliance.org/guide/nuts.html    
  • 54. EsImaIon   Mainly  two  forms  of  esImaIon     –  Analogous  EsImaIon  [T-­‐Shirt  Sizing  -­‐  S,M,L,XL]   •  This  Story  is  like  another  Story  (maybe  a  li0le  more  difficult,  maybe   a  li0le  less)   •  Give  this  Story  a  comparable  esImated  value.     •  EsImate  against  mulIple  Stories  of  the  same  effort.   •  Analogous  esImaIon  is  successful  due  to  our  inherent  ability  to   be0er  measure  relaIve  size  than  absolute  size.   –  Planning  Poker   •  Each  esImator  is  given  a  deck  of  cards,  each  card  contains  a    valid     esImate.   •  Fib  ––1,2,3,5,8,13,20,301,2,3,5,8,13,20,30   •  Story  is  read  and  discussed  briefly   •  Each  esImator  selects  a  card  that  reflects  their  esImate.   •  Cards  are  turned  over  for  all  to  see.   •  Discussion  takes  place   •     Re-­‐esImate  to  try  to  get  convergence.  
  • 55. Affinity  EsImaIng  Guidelines   Break  up  into  small  teams  of  2-­‐4   Discuss  2-­‐3  stories  so  there  is  a  sense  of  them   Find  an  iniNal  comparaNve  story   • If  team  is  already  SprinIng,  find  a  small-­‐ish  one  already  completed  that  was  a  really   good  esImate;  use  that  esImate   • Or  find  a  fully  understandable  story  and  fully  task  it  out;  call  it  either  a  2  or  a  3   Without  conversaNon,  the  enNre  team  puts  all  the  stories  on  a  big  wall   • Smallest  at  the  right  and  largest  on  the  le8  compared  to  iniIal  story   • Anyone  can  move  anyone  else’s  story  posiIon   As  acNvity  subsides,  put  a  scaled  number  line  up       SeQle  on  esNmates  for  boundary  stories  and  epics  
  • 58. References   •  h0p://www.scrumcrazy.com/A+User+Story+Checklist   •  h0p://www.scrumcrazy.com/User+Story+Basics+-­‐+The+Longer +Story   •  h0p://www.scrumcrazy.com/The+ScrumCrazy.com+User+Story +Maturity+Model     •  h0p://www.romanpichler.com/blog/wriIng-­‐good-­‐user-­‐stories/     •  h0ps://en.wikipedia.org/wiki/User_story     •  h0p://www.mountaingoatso8ware.com/agile/user-­‐stories   •  h0p://www.agilemodeling.com/arIfacts/userStory.htm   •  h0p://www.agileproductdesign.com/presentaIons/ user_story_mapping/   •  h0p://agileatlas.org/arIcles/item/user-­‐stories   •  h0p://training-­‐course-­‐material.com/training/ Scrum_Product_Owner