The document is a presentation about writing effective project stories for agile development. It discusses using a project story template to document key information like the actual and desired business scenarios, success factors, product scope, and cost estimation. The presentation recommends including details on identity, mission, values, current problems and desired outcomes, assumptions, and release planning. Project stories are presented as an effective way to facilitate requirements discussions and provide direction for the project in an agile manner.

1. 2nd Latin-American Conference on
Agile Development Methodologies
Santa Catarina, Brazil, 09/10/2009
Workshop
Writing Effective
Project Stories
Luiz Claudio Parzianello
parzianello@suryatec.com.br
http://parzianello.blogspot.com
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2. The Speaker
LUIZ CLAUDIO PARZIANELLO
Master´s Degree in Systems Engineering from USP
Bachelor´s Degree in Electronics Engineering from PUCRS
+ 25 years of experience in informatics (prog., analysis e management)
+ 10 years as consultant and instructor in Software Engineering
+ 6 years of experience in the Agile Culture (Leading and Coaching)
Interested in Software Requirements, NLP, Lean, Scrum and XP
CEO from Surya Digital Management
Vice-Coord. from Agile Methods User Group at SUCESU-RS
Agiles 2009: Organizing Committee and Program Chair
I’ve acted as a researcher, consultant and instructor for the following
companies: Incor-HCFMUSP, Citibank, SICREDI, BANRISUL, FAURGS,
ThyssenKrupp Elevadores, Refap/Petrobrás, FIERGS, ELETROSUL, Mercador-
Neogrid, Ministry of Planning from Angola, Mayoral of Novo Hamburgo,
Mayoral of Santa Cruz do Sul, FUNTEC y UNLP (Argentina) ...
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3. An Introduction
"The Project Story is based on the principle that a
software project is a resource that supports the
change of a business process (transformation) that
must migrate from an actual scenario (AS IS) to a
desired one (TO BE), using the product software
as a support mechanism.“
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4. The Transformation
C1 C2 AS IS
E1 S1 A project is a
F1 D1
A1
A2
A4 A5
transformation process!
E2 A3 S2
F2 D2
Business Process M1 M2
C1 C2 TO BE
E1
S1
Where you can F1
A2
D1
find complaints ... E2
A1 A4 A5
S2
A3
F2 D2
Where you can
M1 M2
find compliments ...
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5. The Investigation
Who are associated
What is the
with the problem?
problem?
When can we observe
the problem?
Why do you
Where the problem think the problem is
can be found? happening?
How many times we
How does the can see the problem?
problem happen?
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6. The Problem Solving
Toyota specialists believe that when you structure your problem
solving around 1 page of paper (A3), then your thinking is focused
and structured.
The A3 Problem-Solving Report is a document that tells the “story”
Problem-
of the issue, observation, or problem.
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7. The Problem Solving
Durward K. Sobek II
http://www.coe.montana.edu/IE/faculty/sobek/A3/report.htm
A3Problem- Solving Report
A3 Problem-Solving Report
Problem-
Problem-
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8. A Strategy for Change
S.C.O.R.E. Model
The minimum amount of information that needs to be
addressed by any process of change or healing. ☺
A weak Robert Dilts & Todd Epstein (1987) A strong
systemic Present State
Present State
Desired State
Desired State systemic
(PROBLEM) (GOAL)
thinking! (PROBLEM) (GOAL)
thinking!
Transformation
The most
Complaints noticeable and
about bad conscious
Underlying aspects of a
elements results or Rationale for the
Underlying Goal
responsible for unaddressed transformation
elements (Outcomes
Outcomes)
Outcomes
creating and opportunities (Effects
Effects)
Effects
responsible for
maintaining (Symptoms
Symptoms)
Symptoms
removing causes
symptoms Resources)
(Resources
Resources
(Causes
Causes)
Causes
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9. A Strategy for Thinking
Who are they? Ideal
Who are they?
Logical Levels of Learning and Change Purpose
Robert Dilts based on Gregory Bateson
Why do
Why do
… we can solve ititat they do?
they do?
… we can solve at
the next upper level!
the next upper level! Identity
and Mission
How do
When we find aaproblem at How do
When we find problem at they do?
they do?
aaparticular level …
particular level … Are unconscious
Beliefs responses based on
and Values
What do
What do
they do?
they do?
are semiconscious actions
Capabilities based on personal
Who? Where?
Who? Where? and Strategies
When?
When?
Bad behaviour can generate
““Badbehaviour can generate
is a conscious action
supported by bad results … Good behaviour
bad results … Good behaviour
Behavior
can generate goodresults!”
can generate good results!””
results!”
results!
Environment is perceived by the senses triggering a
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10. A Strategy for Thinking
In order to get better results, people have to change their
behavior in a specific business environment;
New behavior can be achieved by introducing new
capabilities;
A software product is a resource developed to support the
new capabilities expected for the business process;
A business strategy have to be considered when planning
new capabilities with a software product;
The project team (customer and developers) have to share
the same beliefs to guarantee a product and a production
cycle that provide value for the business;
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11. A Project Story
Release Planning
Release Planning
Project Identification
Project Identification
Success Critical Factors
Success Critical Factors
Actual Scenario
Actual Scenario
Product Scope
Product Scope
Desired Scenario
Desired Scenario Cost Estimation
Cost Estimation
PROJECT STORY:
PROJECT STORY:
A template 1x A3 or 2x A4
A template 1x A3 or 2x A4
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12. Identity, Mission and Values
Who is asking for this project? Who will guarantee necessary resources?
What is the project identity
identity?
What is the project mission
mission?
A name … A name … Business values …
< a date > < a date > < a date >
Identity: Should be related to an intuitive title.
Mission: Should be related to …
• Increase efficiency and effectiveness
• Allow more business opportunities
• Conform to regulations or standards
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13. Bad Behaviors and Results
Environment
Tell me about the PRESENT business environment and process …
Behavior
non-
Tell me about efficiency, effectiveness, threats and non-conformities … Bad Results
Tell me about people, tools and materials … Capabilities
Beliefs about
Tell me your beliefs about the problem ...
Strategies
Who, where, when and what?
How much? How many?
How do you do that?
Why do you think that?
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14. New Behaviors and Benefits
Environment
Tell me about the FUTURE business environment and process …
Behavior
conformities
Tell me about efficiency, effectiveness, opportunities and conformities … Good Results
Tell me about RECOGNITION … ROI? Beliefs and Values
Strategies and
Tell me about EXPECTED people, tools and materials …
Capabilities
Who, where, when and what?
How much? How many? Why?
How will you do that?
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15. Release Planning
Cost ROI
Total
Investment
Agile
Waterfall
Time
Time
R1 R2 R3 R4 R5
Start
Start End
End End
End Break-
Break-even
Project Project Transition Break-
Break-even
Project Project Transition
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16. Business Assumptions
Number Number Number Number Number Number
Business Value Business Value Business Value Business Value Business Value Business Value
“Identify the seven wastes and make a business strategy for the transformation”
transformation”
ransformation
1. Defects
“The 7 wastes are at the
Sales Planning
root of all unprofitable 2. Overproduction
activity within your
Pre-Sales 3. Transportation
Customer
request organization.”
organization.”
Sales 4. Waiting
product
Post-Sales
Customer 5. Inventory
Business
Process Sales Control 6. Motion
7. Processing
Sales Manager Sales Person Sales Mgmt.
System
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17. Project Assumptions
This is what we need to start the project …
This is what we consider to run the project …
This is what we consider as project threats and impediments …
This is what can be done if we face a problem …
C1 C2 Execution Conditions
PROJECT (Policies)
I1 O1
Potential S1 T1
A2
Risks A1 A4 A5
I2 A3 O2
S2 T2
Alternative Solutions
Pre-
Pre-Requirements
(Setups) M1 M2
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18. Product Assumptions
< name > < a list of applications or components > < Non-functional requirements >
Non- < value > < value >
Categories:
Project Categories:
(A) 1 to 2 months
(B) 3 to 4 months
(C) 5 to 6 months
12 months OR 11 ± 1?
(C) + (C)
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19. Budget Assumptions
Scrum Master To lead the technical team and run business analysis 1 5.000,00 5.000,00
Developer Team members to develop System A 3 2.500,00 7.500,00
Developer Team member to implement services in System B 16h 40,00 640,00
13.140,00
Computers For the technical team 4 1.000,00 4.000,00
Server Repository, Continuous Integration, V&V 1 3.000,00 3.000,00
Designer To conceive and prototype a GUI 1 3.000,00 3.000,00
10.000,00
5x 13.140,00 + 1x 10.000,00 75.700,00 6x 13.140,00 + 1x 10.000,00 88.840,00
A Proportional
Unique costs to the
Team project duration.
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20. Conclusions
The Project Story:
Is an effective way to really understand the main topics of a
software project;
Is based on strong linguistic assumptions used by many
therapists in a change process for individuals and groups;
Should be developed by the Project Team in requirements
workshops coordinated by the Product Owner;
Has to be developed in a time box limited by 2 weeks;
Can be considered an Agile Project Charter because it
stimulates communication, is value driven, is limited on
time and gives directions for inspection and adaptation.
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21. Thanks and enjoy your project!
Luiz Claudio Parzianello
parzianello@suryatec.com.br
http://parzianello.blogspot.com
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