How to build shared understanding with example mapping

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One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.

Technologie

How to build shared understanding with
example mapping
Kent J. McDonald
kent@kbp.media
@kbpmedia

Why talk about examples?
BUILD SHARED
UNDERSTANDING
OF THE STORY
IDENTIFY AND
ANSWER
QUESTIONS TO
MINIMIZE
INTERUPTSDURING DELIVERY
GIVE TEAM A
JUMP START ON
TEST PLANNING
AND TESTING
INVOLVE
DIFFERENT
PERSPECTIVES
FOR A BETTER
RESULT
IDENTIFY AND
DISCUSS
ASSUMPTIONS
PROVIDE CLEARPICTURE OFBUSINESS INTENT
3

(At Least) Three Perspectives
USER
STORY
DEVELOPMENT
TESTING
BUSINESS
DO I HAVE
ENOUGH
INFO TO
SOLVE THIS
PROBLEM?
HAVE I
DESCRIBED
THE
PROBLEM I
WANT
SOLVED?
WHAT
HAPPENS
WHEN…
THE “THREE AMIGOS” 5

When should we
have these
conversations?
6

Just in Time
BY END OF SPRINT N, HAVE
ENOUGH STORIES DESCRIBED
FOR SPRINT N+1
USER STORIES FLOW
AS THEY ARE DESCRIBED (READY)
7

Discovery Board
POLICY:
USER STORY
POLICY:
• USER STORY
• (SOME)
ACCEPTANCE
CRITERIA
• SIZE
POLICY:
• USER STORY
• ACCEPTANCE
CRITERIA
• SIZE
• MOCKUPS
• EXAMPLES
• DEPENDENCIES
• STAKEHOLDER
POLICY:
• USER STORY
• (SOME)
ACCEPTANCE
CRITERIA
8
Getting things ready to rock is a great
time for these conversations

How do we
structure these
conversations?
9

Example Mapping
Outputs:
§ Examples
§ Refined rules/acceptance criteria
§ New/split stories
§ Shared understanding
§ Empathy
10
STORY RULE(ACCEPTANCECRITERIA)
QUESTION
(WHAT IF…)
EXAMPLE(THE ONEWHERE…)
https://speakerdeck.com/mattwynne/example-mapping
Y
R
B
G

STORY
RULE RULE RULE
QUESTION
EXAMPLE
RULE
QUESTION
EXAMPLE
EXAMPLE
EXAMPLE
EXAMPLE
Example
Mapping
11

Add a
Review
Can only
review
sessions in
own track
Can only
review a
session
once
Can’t
review
your own
session
What if
session
changes
tracks?
What if
reviewer is
added to
session as
co-
presenter?
The one
where
session is in
Reed’s track
The one
where
session is
not in Reed’s
track
The one
where Reed
is presenter
The one
where Reed
is co-
presenter
Example
Mapping – An
Example
12

What do we use
to remember
what we said?
13

Collaborative Modeling
14
AS REED
I CAN ADD A
REVIEW TO A
SESSION
SO THAT I CAN
PROVIDE
FEEDBACK TO
SAM

Sample Models
PROCESS FLOW
UI PROTOTYPE
REPORT MOCKUP 15

Acceptance Criteria
16
§ REVIEWERS MUST PROVIDE A TITLE
AND DESCRIPTION FOR THE REVIEW.
§ REVIEWERS MAY INDICATE WHETHER
THEY THINK THE SESSION SHOULD BE
INCLUDED IN THE PROGRAM.
§ REVIEWERS MAY PROVIDE DETAILS OF
ANY CONFLICTS OF INTEREST THEY
HAVE IN REVIEWING THE SESSION.
§ REVIEWERS MAY PROVIDE COMMENTS
FOR THE REVIEW COMMITTEE.
§ SUBMITTERS OF THE REVIEWED
SESSION CAN SEE ONLY THE TITLE
AND DESCRIPTION OF THE REVIEW.
§ SUBMITTERS MAY SEE ONLY
REVIEWS OF SESSIONS THAT THEY
HAVE SUBMITTED.
§ REVIEWERS MAY REVIEW ONLY
SESSIONS SUBMITTED TO TRACKS
ON WHICH THEY ARE REVIEWERS.
§ REVIEWERS MAY NOT REVIEW ANY
SESSION ON WHICH THEY ARE
PRESENTERS OR CO-PRESENTERS.
§ REVIEWERS MAY PROVIDE ONLY
ONE REVIEW FOR A SESSION.
§ THE TITLE OF THE REVIEW MUST
CONTAIN 95 CHARACTERS OR LESS.
As Reed
I can add a
review to a
session
So that I can
provide feedback
to Sam

Examples
17
AS REED
I CAN ADD A
REVIEW TO A
SESSION
SO THAT I CAN
PROVIDE
FEEDBACK TO
SAM

If you remember nothing else….
DISCUSSING
EXAMPLES
SPEEDS SHARED
UNDERSTANDING
DISCUSS
EXAMPLES
WHEN GETTINGSTORIES READY
INVOLVE
MULTIPLE
PERSPECTIVES
(THREE
AMIGOS)
USE MODELS,
ACCEPTANCE
CRITERIA, AND
EXAMPLES
19

Kent McDonald
kent@kbp.media
@kbpmedia
www.kbp.media

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Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.

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You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.

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“Who should write user stories?” “How can I write better user stories?” When should we write user stories?” All questions frequently asked. And all questions entirely missing the point. Just as the *holding* is the most important part of the rental car reservation, the *shared understanding* is the most important part of the user story. Join Kent to learn how user stories help you build shared understanding of the right solution with your team. Along the way, learn some techniques to address common issues that stand in the way of getting everyone telling the same story. Learning Objectives: * Start with value, then identify stories * One way to stop solutioning * Dealing with dependencies (that may not be there) within your backlog * Ways to split user stories into a more manageable size * Mapping your way to acceptance criteria

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Agile approaches emphasize delivering business value to stakeholders. The concept of business value is a difficult concept to get your arms around, doubly so if you are working in a Not for Profit. One way to address the problem is to see the idea of business value for what it is – an aid for making decisions. In this talk Kent McDonald describes three simple techniques that you can use to make decisions in your Not For Profit. Kent describes how to apply the idea of business value to not for profits and shows how you can use three techniques – Real Options, Decision Filters, and Purpose Based Alignment to make decisions in any kind of organization, even Not for Profits.

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1. How to build shared understanding with example mapping Kent J. McDonald kent@kbp.media @kbpmedia

2. Why talk about examples? 2

3. Why talk about examples? BUILD SHARED UNDERSTANDING OF THE STORY IDENTIFY AND ANSWER QUESTIONS TO MINIMIZE INTERUPTSDURING DELIVERY GIVE TEAM A JUMP START ON TEST PLANNING AND TESTING INVOLVE DIFFERENT PERSPECTIVES FOR A BETTER RESULT IDENTIFY AND DISCUSS ASSUMPTIONS PROVIDE CLEARPICTURE OFBUSINESS INTENT 3

4. Who should be included? 4

5. (At Least) Three Perspectives USER STORY DEVELOPMENT TESTING BUSINESS DO I HAVE ENOUGH INFO TO SOLVE THIS PROBLEM? HAVE I DESCRIBED THE PROBLEM I WANT SOLVED? WHAT HAPPENS WHEN… THE “THREE AMIGOS” 5

6. When should we have these conversations? 6

7. Just in Time BY END OF SPRINT N, HAVE ENOUGH STORIES DESCRIBED FOR SPRINT N+1 USER STORIES FLOW AS THEY ARE DESCRIBED (READY) 7

8. Discovery Board POLICY: USER STORY POLICY: • USER STORY • (SOME) ACCEPTANCE CRITERIA • SIZE POLICY: • USER STORY • ACCEPTANCE CRITERIA • SIZE • MOCKUPS • EXAMPLES • DEPENDENCIES • STAKEHOLDER POLICY: • USER STORY • (SOME) ACCEPTANCE CRITERIA 8 Getting things ready to rock is a great time for these conversations

9. How do we structure these conversations? 9

10. Example Mapping Outputs: § Examples § Refined rules/acceptance criteria § New/split stories § Shared understanding § Empathy 10 STORY RULE(ACCEPTANCECRITERIA) QUESTION (WHAT IF…) EXAMPLE(THE ONEWHERE…) https://speakerdeck.com/mattwynne/example-mapping Y R B G

11. STORY RULE RULE RULE QUESTION EXAMPLE RULE QUESTION EXAMPLE EXAMPLE EXAMPLE EXAMPLE Example Mapping 11

12. Add a Review Can only review sessions in own track Can only review a session once Can’t review your own session What if session changes tracks? What if reviewer is added to session as co- presenter? The one where session is in Reed’s track The one where session is not in Reed’s track The one where Reed is presenter The one where Reed is co- presenter Example Mapping – An Example 12

13. What do we use to remember what we said? 13

14. Collaborative Modeling 14 AS REED I CAN ADD A REVIEW TO A SESSION SO THAT I CAN PROVIDE FEEDBACK TO SAM

15. Sample Models PROCESS FLOW UI PROTOTYPE REPORT MOCKUP 15

16. Acceptance Criteria 16 § REVIEWERS MUST PROVIDE A TITLE AND DESCRIPTION FOR THE REVIEW. § REVIEWERS MAY INDICATE WHETHER THEY THINK THE SESSION SHOULD BE INCLUDED IN THE PROGRAM. § REVIEWERS MAY PROVIDE DETAILS OF ANY CONFLICTS OF INTEREST THEY HAVE IN REVIEWING THE SESSION. § REVIEWERS MAY PROVIDE COMMENTS FOR THE REVIEW COMMITTEE. § SUBMITTERS OF THE REVIEWED SESSION CAN SEE ONLY THE TITLE AND DESCRIPTION OF THE REVIEW. § SUBMITTERS MAY SEE ONLY REVIEWS OF SESSIONS THAT THEY HAVE SUBMITTED. § REVIEWERS MAY REVIEW ONLY SESSIONS SUBMITTED TO TRACKS ON WHICH THEY ARE REVIEWERS. § REVIEWERS MAY NOT REVIEW ANY SESSION ON WHICH THEY ARE PRESENTERS OR CO-PRESENTERS. § REVIEWERS MAY PROVIDE ONLY ONE REVIEW FOR A SESSION. § THE TITLE OF THE REVIEW MUST CONTAIN 95 CHARACTERS OR LESS. As Reed I can add a review to a session So that I can provide feedback to Sam

17. Examples 17 AS REED I CAN ADD A REVIEW TO A SESSION SO THAT I CAN PROVIDE FEEDBACK TO SAM

18. Questions? 18

19. If you remember nothing else…. DISCUSSING EXAMPLES SPEEDS SHARED UNDERSTANDING DISCUSS EXAMPLES WHEN GETTINGSTORIES READY INVOLVE MULTIPLE PERSPECTIVES (THREE AMIGOS) USE MODELS, ACCEPTANCE CRITERIA, AND EXAMPLES 19

20. Kent McDonald kent@kbp.media @kbpmedia www.kbp.media

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