Strategic Management Using StoriesStrategic Management Using Stories
Lawrence Ludlow
Intelliware Development IncIntelliware Development Inc.
for
Agile Tour Toronto
O t b 20th 2009October 20th, 2009
February 12, 2010 www.intelliware.ca — © 2009 Intelliware Development Inc. 1February 12, 2010 1www.intelliware.ca — © 2009 Intelliware Development Inc.
Case Study…900 Cards
Not all of theseNot all of these are fornew requirements!
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Agenda…
1.Story Definitions
2.Project Background
3.Project Results
4.Lessons Learned
5.Questions
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Story Definition #1
“Something the system needs to do. The stories are written on index cards, with a name and a short ,paragraph describing the purpose of the story ”the story.
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Story Definition #2
“…a short description of the behavior of the system, from the point of view of the user of the psystem.”
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Story Definition #3 - The 3 Cs
CardStories are tokens, they should beStories are tokens, they should be written on cards
ConfirmationConfirmationStories should include acceptance criteria to help developers understand the required functionalitythe required functionality
ConversationDetailed requirements should be determined during a conversation when the story is ready to be developed
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Story Definition – Typical Story Card
Show Account Balance Role
As a Foreign Exchange customer, I want
Show Account Balances a Fore gn xchange customer, I want
to be able to obtain my current accountbalance so I know what funds I have
Functionality
Valueavailable for exchange transactions.
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Story Definition – Stories are Tokens
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Project Background - Client
System A System B
Canada
Europe
System C System D
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System C System D
Project Background - Objective
System A System B
New Web Portal
System C System D
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System C System D
Project Background - Stakeholders
Web Product GroupO i tOur primary customerDirect day-to-day project responsibility
Project Steering CommitteeProject oversight and key decisions
Business Unit Product ManagementProduct direction and prioritiesp
System Subject Matter ExpertsCurrent system information and functionality
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Current system information and functionality
Project Background - Approach
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8
Phase 1 - Internal State Assessment: Current Functionality andKnown GapsKnown Gaps
Refine FutureState Vision & P j t O ti
Phase 4 - Strategic Options:Identify Project Options andPhase 3 - Future State Engineering:
Develop Strategic Alternatives
Phase 2 - External State Assessment:
Project OptionsDevelop High Level PlansDevelop Strategic Alternatives
Define Best Practices
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Project Results - Internal State
Current Functionality
223Phase 1 - Internal State Assessment: Current Functionality andKnown Gaps
Functionality
Known Gaps 361---------
584---------
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Project Results - External State
Phase 2 - External State Assessment:Define Best Practices
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Project Results - Future State
Phase 3 - Future State Engineering:Develop Strategic Alternatives
Future Functionality
288Functionality
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Project Results - Card Breakdown
Future State
GapsGaps
Current State
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Project Results - Strategic Alternatives
Core System - Canada
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Core System - Europe
Project Results - Strategic Options
Current State = 223 Stories
Priority 1 = 43 Stories
Future State Core = 138 Stories
Priority 2 = 66 Stories
January February March Apr
Complete Roadmap Plan
May Jun July Aug Sep Oct Nov Dec J F M A M J J A S O N D2007 2008
Priority 1: CoreFunctionality
Objectives:• Review Plan with Key Stakeholders• Detailed Planning• Budget Planning• Business Case Development• Obtain Approvals
Objectives:C Ad i i t ti
Priority 3 = 29 Stories
Priority 2: Foundation Functionality
Priority 3: FoundationEnhancements
Rollout
• Core Administrative, Reporting, Transaction Management, Alerts & Workflow Capabilities
Objectives:• Round Out Administrative, Navigation, and Transaction Management Capabilities• Core Product Capabilities
Objectives:• Optional enhancements for Product Capabilities
Key Stakeholder Review and Plan
Refinement
Future State = 288 Stories
All Others = 150 Stories
Step 1: Cross-reference
Current State with Future
Step 2: Remove non-core Future
State
Step 3: Prioritize, establish releases
Step 4: Size stories,
determine duration and
Step 5: Document Plan
Step 6: Review and Refine Plan
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State effort
Lesson #1
Stories can be used effectively to document current functionality
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Lesson #2
Stories are great for reviewing
ctio
nalit
y
plans with many stakeholders
Prio
rity 1
: Cor
eFu
nctio
nalit
y
Prio
rity 2
: Cor
e Fun
c
Prio
rity 3
: Cor
eEn
hanc
emen
ts
January February March Apr
Complete Roadmap Plan
May Jun July Aug Sep Oct Nov Dec J F M A M J J A S O N D2007 2008
Objectives:
Priority 1: CoreFunctionality
Priority 2: Foundation Functionality
• Review Plan with Key Stakeholders• Detailed Planning• Budget Planning• Business Case Development• Obtain Approvals
Priority 3: FoundationEnhancements
R ll t
Objectives:• Core Administrative, Reporting, Transaction Management, Alerts & Workflow Capabilities
Objectives:• Round Out Administrative, Navigation, and Transaction Management Capabilities• Core Product Capabilities
Objectives:• Optional enhancements for Product Capabilities
Rollout
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Lesson #3
You Need Tools to Help Manage Large Numbers of StoriesNumbers of Stories
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Lesson #4
Stories Make Great Tokens for Planning PurposesPurposes
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Key Take Aways
Here’s what I hope you’ve learned from this presentation:presentation:1. Stories are very flexible.
D ’t b f id t t i ith t2. Don’t be afraid to use stories with your customers.
3. Use tools for large numbers of cards.
4. If you don’t know how or where to get started, write stories.
February 12, 2010 www.intelliware.ca — © 2009 Intelliware Development Inc. 23