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Story Mapping in a Nutshell

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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.

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Story Mapping in a Nutshell

  1. Story Mapping in a Nutshell
  2. 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 2
  3. Principle – Iteration + Flow Incremental Development is not sufficiently Agile Incremental Development calls for a fully formed idea upfront that is delivered in pieces 1 2 3 4 5 3
  4. Principle – Iteration + Flow Iterative Development is Agile Iterating allows you to move from vague idea to realization. 1 2 3 4 5 4
  5. Layers of Planning
  6. 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 6
  7. Product Backlogs suck at showing the Big Picture 7
  8. Stakeholders are interested in Releases over Sprints Satisfy business goals Inspect and adapt 8
  9. A Broader View – Story Maps User Goals Access Review Update Medical record Epics history record Reference • Minimize the time needed to access Workflow Sequence patient records • Minimize the customer Provide Provide View Enter inputs necessary to Nurse ID Patient ID history updates access patient records Release Search Add Notify of Search Boundary records comment updates reference Priority Persona Night Nurse Robin Sort Search Reference Robin leaves for work at records history validation 6pm, after sleeping during the day. She works a 7pm-7am shift in Labor Add & Delivery, caring for Filter Features & records comment prospective mothers and their babies. Complex User Stories computer apps make Robin grumpy. 9
  10. Story maps are an end-to-end view End-to-end complete: the puzzle pieces Overall Goal What does success look like? } Necessity, Marketable Flexibility, Feature Set Intelligence, Performance, Comfort, Luxury... Fully The extra work is featured inside the features 10
  11. A Story Map Example
  12. 12
  13. How Story Maps fit into Agile Planning Business Vision Product Vision or Unique Value Prop. Product / Project Story Map with Business Goals: Releases Outcome Product Backlog Product Goals: Output Marketable Feature Sets User Stories Thanks to Xebia for this visualization. 13
  14. 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
  15. 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 15
  16. Validating the Story Map Story maps let you visually Access Review Update record history record walk through a user’s tasks and describe them Workflow Sequence conversationally. Provide Provide View Enter Nurse ID Patient ID history updates What would Robin do with our system? Add comment “Robin provides her nurse ID Priority 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.” 16
  17. Planning Releases with Story Maps Move User Stories below Access Review Update record history record the line to defer them to a subsequent Release. Workflow Sequence Provide Provide View Enter •  Choose coherent Nurse ID Patient ID history updates groups of features that consider the RELEASE 1 Search Add Notify of span of business records comment updates functionality and user Priority activities RELEASE 2 Sort Search Reference records history validation •  Support all necessary activities with the first Filter release records •  Improve activity support with subsequent releases 17
  18. Planning Releases with Story Maps Key Major Epic 1 Epic 2 Activity Component Release 1: Guided Story A1 B1 D1 Retrospective Release 2: A2 C1 C2 Custom retros C3 Release 3: A3 B2 D1 Progress Tracking D2 Release 4: B3 ??? 18
  19. Release Roadmap Succinctly communicate planned releases’ goals and benefits.             •  •  •  19
  20. 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 20
  21. Exercise
  22. Our Vision
  23. 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. 1 May 15 Jan Go Live Now 1 Feb 1 July Start development Go/No Go
  24. Goal 2: Our New Vision
  25. Thank You!
  26. Contact Us for Further Information Arlen Bankston Vice President Arlen.Bankston@lithespeed.com Sanjiv Augustine President Sanjiv.Augustine@lithespeed.com On the Web: http://www.lithespeed.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 http://www.sanjivaugustine.com 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. 26
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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.

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