This document provides an overview of agile product management and user story mapping. It defines key concepts like product management, user stories, functional and non-functional requirements. It explains how to capture requirements in a product requirements document and then write user stories following the vision, goals, activities, tasks framework. The document also discusses how agile teams historically used physical boards and now often use digital workflow tools like Jira to organize and track their work in progress.
Keene Systems latest whitepaper release simplifies the process of planning a software project by comparing it with the phases of building a house. To simplify it even further, Keene also developed a clever infographic that visually walks the viewer through the 10 step process with a conversation between a construction worker and a programmer.
Learn to use the user story backlog as a way to describe user’s experience with your product.
Section 1: Importance of Product Owners Roll.
Identifying Scrum’s Product Owners roll.
Diagrammatic representation of PO Activities.
Diagrammatic representation of Product Feature Development tracks.
Section 2: User stories & Product Backlog Management.
Agile User Stories overview .
Acceptance Criteria.
Backlog Management.
Section 3: Project Scope, Product Backlog and Story Mapping.
User Story Mapping Steps.
Story Mapping example with valuable releases.
Benefits of User Story Mapping.
1. The document discusses agile modeling and implementation strategies at different organizational levels. It provides details on how agile modeling practices like active stakeholder participation, iterative development, and simplicity can increase productivity and reduce defects.
2. Implementing agile requires changes to operating models and organizational structures to allow for more flexible development at scale. The core of agile modeling involves principles like simplicity, feedback, and maximizing stakeholder investment.
3. Effective documentation in agile focuses on clear communication, minimalism, and ensuring documents have value beyond the development process. Models and documents should be "just barely enough."
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
- Domain expertise needs to be documented before implementation begins, as a consultant with 10-15 years of experience in the domain helped a project that had been struggling for six months make progress within four months.
- User empathy is important, as simple features like grouping names were found very useful by users despite being easy for developers to implement.
- Content should be called content rather than data, as this shifts perspectives to prioritize things like user involvement and content creation tools.
- Architectures need to be understandable to executives in order to guide a project successfully rather than resulting in a "rough ride".
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
Keene Systems latest whitepaper release simplifies the process of planning a software project by comparing it with the phases of building a house. To simplify it even further, Keene also developed a clever infographic that visually walks the viewer through the 10 step process with a conversation between a construction worker and a programmer.
Learn to use the user story backlog as a way to describe user’s experience with your product.
Section 1: Importance of Product Owners Roll.
Identifying Scrum’s Product Owners roll.
Diagrammatic representation of PO Activities.
Diagrammatic representation of Product Feature Development tracks.
Section 2: User stories & Product Backlog Management.
Agile User Stories overview .
Acceptance Criteria.
Backlog Management.
Section 3: Project Scope, Product Backlog and Story Mapping.
User Story Mapping Steps.
Story Mapping example with valuable releases.
Benefits of User Story Mapping.
1. The document discusses agile modeling and implementation strategies at different organizational levels. It provides details on how agile modeling practices like active stakeholder participation, iterative development, and simplicity can increase productivity and reduce defects.
2. Implementing agile requires changes to operating models and organizational structures to allow for more flexible development at scale. The core of agile modeling involves principles like simplicity, feedback, and maximizing stakeholder investment.
3. Effective documentation in agile focuses on clear communication, minimalism, and ensuring documents have value beyond the development process. Models and documents should be "just barely enough."
The document provides an overview of agile product backlog management using the Scrum framework. It discusses key aspects of Scrum including the product owner, sprint backlog, product backlog, daily stand-ups, sprint reviews and retrospectives. The document also compares Scrum to the waterfall method and discusses benefits of Scrum such as faster time to market, higher quality and satisfying customers through iterative delivery of working software.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
- Domain expertise needs to be documented before implementation begins, as a consultant with 10-15 years of experience in the domain helped a project that had been struggling for six months make progress within four months.
- User empathy is important, as simple features like grouping names were found very useful by users despite being easy for developers to implement.
- Content should be called content rather than data, as this shifts perspectives to prioritize things like user involvement and content creation tools.
- Architectures need to be understandable to executives in order to guide a project successfully rather than resulting in a "rough ride".
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
This document provides instructions for a lab exercise exploring IBM Blueworks Live. The lab covers creating a space and process blueprint, adding process details like activities and milestones, diagramming the process flow, and analyzing the process. It demonstrates features for collaboration like commenting, chat, and process playback to validate and share process paths. The goal is to familiarize users with Blueworks Live's capabilities for business process management and automation.
Good Practices For Developing User Requirementsnkaur
This document provides guidance on developing user requirements for software projects. It discusses the importance of requirements modeling and describes various models that can be used, including use cases, actor maps, data models, and state diagrams. The models are categorized based on the type of information they represent and relate to each other. Following good practices for requirements modeling, such as defining project scope and engaging stakeholders, helps ensure requirements are correct, complete, clear and consistent.
OneDesk Overview - Bridging the Gaps with a Unified Product PlatformOneDeskApp
OneDesk is social software that connects employees, partners and customers to the product or service development process. It consists of a suite of applications including social media monitoring, feedback management, innovation and ideas management, customer service, requirements management, project portfolio management, product roadmapping and issue tracking. With OneDesk, you will build the right product or service faster and more efficiently.
The document discusses a plugin architecture approach for building enterprise applications. It describes two approaches - one where the core is aware of plugin objects, and one where the core acts as a rules repository and plugins communicate through proxies. It outlines responsibilities for both plugins and the core, such as plugins declaring themselves, implementing core interfaces, and calling back the core, and the core validating plugins, maintaining identities and rules. The approach allows for distributed and independent development while retaining centralized control and sharing of resources through the core.
Top Three Data Modeling Tools Usability ComparsionErin
The document provides a comparison of three data modeling tools: PowerDesigner, ER/Studio, and CA ERwin. It summarizes the key features and testing of each tool. PowerDesigner was found to have a cryptic interface that made basic tasks difficult to accomplish. ER/Studio was more intuitive but had documentation issues and loose coupling between logical and physical models. CA ERwin was found to be the most usable and flexible of the three tools.
This document discusses multi-tenant SaaS applications and the implications of sharing data and business logic across organizations. It notes that while multi-tenanting aims to reduce costs through a single codebase and database, it also blurs ownership and responsibilities. Further, as organizations adapt their business logic to a shared SaaS environment over time, their practices may influence and change the application in ways that are then shared with all users.
The document provides guidance on best practices for modeling processes in IBM Blueworks Live. It discusses organizing processes by project, APQC frameworks, organizational functions, customer journeys, or individual users. Guidelines are presented for keeping models simple, involving subject matter experts, prioritizing processes for improvement, and establishing governance standards.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
This document discusses using a hackathon to explore problems in digital and retail behavior analysis, propensity marketing, and promotion modeling using case studies, analytics strategies, and machine learning/data mining techniques. It provides examples of long tail analysis from search engines, describes visualizing query length data in real-time, and reviews using demographic data and web logs for targeting. The document emphasizes structuring hackathon problems, iterating on visualizations before machine learning, and partnering with retailers rather than just releasing APIs.
Documentation Workbook Series. Step 3 Presenting Information (Visual Document...Adrienne Bellehumeur
The document provides tips for improving documentation through the use of visuals such as diagrams, pictures, and simple drawings. It emphasizes replacing blocks of text with visual representations of key messages and processes to better engage readers. Exercises are presented for practicing visual documentation skills, such as cartooning meeting notes or modeling personal life processes.
The document discusses the product backlog in Scrum, which is a prioritized list of features and functionality desired for a product. It notes that product backlog items (PBIs) should be progressively refined over time, starting broadly and becoming more detailed. PBIs need to be estimated, independent, negotiable, valuable, estimable, small, and testable. The product owner and team work together to refine and groom the backlog through activities like workshops, estimation, ordering by priority.
This document provides an overview of building simple yet powerful organizational applications by separating data and logic. It discusses how early applications focused more on logic but over time became more data-centric. The presentation argues that organizations should treat logic (such as rules, policies and procedures) as the primary aspect by developing centralized knowledge applications like Thumbmetrics that can then be accessed by various simple data-focused applications. This architecture ensures applications remain simple and that organizational expertise determines the logic rather than any single vendor application.
The document discusses key considerations for designing web applications, including when to emphasize design, quality dimensions, interface design goals and principles, content, navigation, architecture, and component-level design. Effective web application design requires addressing usability, aesthetics, content organization, navigation efficiency, architecture that accommodates user goals, and well-designed reusable components.
The document provides an overview of user stories in agile software development. It discusses the agile manifesto and its focus on individuals, interactions, working software, and responding to change. It then covers what user stories are, how they are written in a "who, what, why" format, and how they provide an alternative to traditional work breakdown structures. It also discusses techniques for writing user stories like modeling user roles and trawling for requirements. The document emphasizes that both functional and non-functional requirements should be considered and that the agile team is responsible for fully understanding requirements.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
CAD Manager's Guide to Implementing a 3D CAD SystemSOLIDWORKS
This 3D guide is designed for people who need to implement 3D CAD throughout their company. You may be a CAD
manager, a designer, or an engineer who believes that your company can benefit from 3D—or you may be an IT person
who has just received a mandate to evaluate 3D software. Whatever your title may be, part of your job is to get your
company up and running on 3D CAD software.
This document discusses IBM Blueworks Live, a business process management software. It provides an overview of the software's key capabilities including process modeling, decision management, collaboration features, and operational intelligence. The document also highlights Blueworks Live's ease of use, centralized repository, built-in collaboration tools, and ability to capture different types of process details. It notes that over 200 customers and 75,000 users in over 1,000 organizations have adopted Blueworks Live.
As a technical writer, you have many skills and opportunities to contribute to the user experience. This presentation offers some tips to on how to use them to identify gaps in the user experience and approaches to bridge them.
XYZ Fast Prototyping MGMT 3405 1 Definition – Fa.docxjeffevans62972
XYZ Fast Prototyping MGMT 3405
1
Definition – Fast Prototyping
Fast or rapid prototyping is a methodical exploration of innovative concept(s) by quick assembly
of pieces either tangible or intangible to validate assumptions which are important to
implement the concept. The outline of this concept is described in article “Intuit Inc. Project
AgriNova” published in HBR by Thomas Eisenmann and Tanya Bijlani. Quickly identifying &
rapidly developing solutions for part of the system which could be potential road blocks is key
to ensure success of the product. This does not need complete development of all (or some)
parts
Problem Statement
Our organization is specialized Business Analytics and Data Management expertise. Among
other things, one of the requests often made by our customer is to give guidance on suitability
of tool (or set of tools) for a particular task. Even though this knowledge is available within our
organization, it is dispersed as the consultants are working with different customer.
We set out to address the issue of
- timely availability of comparison metrics across tools
- continuous update to the metrics being used to compared
After discussing with our executives we decided to build a web based application internally so
that we can feed in the comparison data on continuous basis without spending too much time
on reconciliation efforts.
There were few challenges to be resolved while addressing the issues given in problem
statement. We conducted a brainstorming session within our organization. The outcome of this
session was a list of important components outline of which is as follows:
- User Interface: The UI should be easy to use and intuitive enough to hide the complexity
underneath. Unless the tool is easy to use people will be reluctant to use it.
- Data Update: The data should be fed in on continuous basis to ensure updates for the
tools to be compared are captured on regular basis. If the data is stale it will raise the
credibility issue of the presented comparison. We cannot compare data of outdated
version of the tools.
- Contextual Text Mapping: The biggest issue is contextual mapping of text which
describes a particular feature of tool, product or application.
Of course this list is not comprehensive, but we need to address these points to ensure viability
of the entire efforts.
I think using “Fast Prototyping” to validate the feasibility of the components is best course of
action before attempting to build this product.
Leap of Faith
Can we build & expand? As the data volume increase the methods employed, especially the
algorithm employed will perform satisfactorily? We decided to find this out.
Can we win? We did not spend great amount of time with user experience. We took a leap of
faith by assuming that the team who participated in building UX is representative of future
users. I think we should be able to tweak UI based on usage analytics and.
This document provides instructions for a lab exercise exploring IBM Blueworks Live. The lab covers creating a space and process blueprint, adding process details like activities and milestones, diagramming the process flow, and analyzing the process. It demonstrates features for collaboration like commenting, chat, and process playback to validate and share process paths. The goal is to familiarize users with Blueworks Live's capabilities for business process management and automation.
Good Practices For Developing User Requirementsnkaur
This document provides guidance on developing user requirements for software projects. It discusses the importance of requirements modeling and describes various models that can be used, including use cases, actor maps, data models, and state diagrams. The models are categorized based on the type of information they represent and relate to each other. Following good practices for requirements modeling, such as defining project scope and engaging stakeholders, helps ensure requirements are correct, complete, clear and consistent.
OneDesk Overview - Bridging the Gaps with a Unified Product PlatformOneDeskApp
OneDesk is social software that connects employees, partners and customers to the product or service development process. It consists of a suite of applications including social media monitoring, feedback management, innovation and ideas management, customer service, requirements management, project portfolio management, product roadmapping and issue tracking. With OneDesk, you will build the right product or service faster and more efficiently.
The document discusses a plugin architecture approach for building enterprise applications. It describes two approaches - one where the core is aware of plugin objects, and one where the core acts as a rules repository and plugins communicate through proxies. It outlines responsibilities for both plugins and the core, such as plugins declaring themselves, implementing core interfaces, and calling back the core, and the core validating plugins, maintaining identities and rules. The approach allows for distributed and independent development while retaining centralized control and sharing of resources through the core.
Top Three Data Modeling Tools Usability ComparsionErin
The document provides a comparison of three data modeling tools: PowerDesigner, ER/Studio, and CA ERwin. It summarizes the key features and testing of each tool. PowerDesigner was found to have a cryptic interface that made basic tasks difficult to accomplish. ER/Studio was more intuitive but had documentation issues and loose coupling between logical and physical models. CA ERwin was found to be the most usable and flexible of the three tools.
This document discusses multi-tenant SaaS applications and the implications of sharing data and business logic across organizations. It notes that while multi-tenanting aims to reduce costs through a single codebase and database, it also blurs ownership and responsibilities. Further, as organizations adapt their business logic to a shared SaaS environment over time, their practices may influence and change the application in ways that are then shared with all users.
The document provides guidance on best practices for modeling processes in IBM Blueworks Live. It discusses organizing processes by project, APQC frameworks, organizational functions, customer journeys, or individual users. Guidelines are presented for keeping models simple, involving subject matter experts, prioritizing processes for improvement, and establishing governance standards.
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
This document discusses using a hackathon to explore problems in digital and retail behavior analysis, propensity marketing, and promotion modeling using case studies, analytics strategies, and machine learning/data mining techniques. It provides examples of long tail analysis from search engines, describes visualizing query length data in real-time, and reviews using demographic data and web logs for targeting. The document emphasizes structuring hackathon problems, iterating on visualizations before machine learning, and partnering with retailers rather than just releasing APIs.
Documentation Workbook Series. Step 3 Presenting Information (Visual Document...Adrienne Bellehumeur
The document provides tips for improving documentation through the use of visuals such as diagrams, pictures, and simple drawings. It emphasizes replacing blocks of text with visual representations of key messages and processes to better engage readers. Exercises are presented for practicing visual documentation skills, such as cartooning meeting notes or modeling personal life processes.
The document discusses the product backlog in Scrum, which is a prioritized list of features and functionality desired for a product. It notes that product backlog items (PBIs) should be progressively refined over time, starting broadly and becoming more detailed. PBIs need to be estimated, independent, negotiable, valuable, estimable, small, and testable. The product owner and team work together to refine and groom the backlog through activities like workshops, estimation, ordering by priority.
This document provides an overview of building simple yet powerful organizational applications by separating data and logic. It discusses how early applications focused more on logic but over time became more data-centric. The presentation argues that organizations should treat logic (such as rules, policies and procedures) as the primary aspect by developing centralized knowledge applications like Thumbmetrics that can then be accessed by various simple data-focused applications. This architecture ensures applications remain simple and that organizational expertise determines the logic rather than any single vendor application.
The document discusses key considerations for designing web applications, including when to emphasize design, quality dimensions, interface design goals and principles, content, navigation, architecture, and component-level design. Effective web application design requires addressing usability, aesthetics, content organization, navigation efficiency, architecture that accommodates user goals, and well-designed reusable components.
The document provides an overview of user stories in agile software development. It discusses the agile manifesto and its focus on individuals, interactions, working software, and responding to change. It then covers what user stories are, how they are written in a "who, what, why" format, and how they provide an alternative to traditional work breakdown structures. It also discusses techniques for writing user stories like modeling user roles and trawling for requirements. The document emphasizes that both functional and non-functional requirements should be considered and that the agile team is responsible for fully understanding requirements.
Four major causes of difficulty in gathering system requirement and business requirements, Reasons projects were
abandoned.Three Generations of System Development:1. Direct Contact 2. Business Analyst 3.Team Based.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
CAD Manager's Guide to Implementing a 3D CAD SystemSOLIDWORKS
This 3D guide is designed for people who need to implement 3D CAD throughout their company. You may be a CAD
manager, a designer, or an engineer who believes that your company can benefit from 3D—or you may be an IT person
who has just received a mandate to evaluate 3D software. Whatever your title may be, part of your job is to get your
company up and running on 3D CAD software.
This document discusses IBM Blueworks Live, a business process management software. It provides an overview of the software's key capabilities including process modeling, decision management, collaboration features, and operational intelligence. The document also highlights Blueworks Live's ease of use, centralized repository, built-in collaboration tools, and ability to capture different types of process details. It notes that over 200 customers and 75,000 users in over 1,000 organizations have adopted Blueworks Live.
As a technical writer, you have many skills and opportunities to contribute to the user experience. This presentation offers some tips to on how to use them to identify gaps in the user experience and approaches to bridge them.
XYZ Fast Prototyping MGMT 3405 1 Definition – Fa.docxjeffevans62972
XYZ Fast Prototyping MGMT 3405
1
Definition – Fast Prototyping
Fast or rapid prototyping is a methodical exploration of innovative concept(s) by quick assembly
of pieces either tangible or intangible to validate assumptions which are important to
implement the concept. The outline of this concept is described in article “Intuit Inc. Project
AgriNova” published in HBR by Thomas Eisenmann and Tanya Bijlani. Quickly identifying &
rapidly developing solutions for part of the system which could be potential road blocks is key
to ensure success of the product. This does not need complete development of all (or some)
parts
Problem Statement
Our organization is specialized Business Analytics and Data Management expertise. Among
other things, one of the requests often made by our customer is to give guidance on suitability
of tool (or set of tools) for a particular task. Even though this knowledge is available within our
organization, it is dispersed as the consultants are working with different customer.
We set out to address the issue of
- timely availability of comparison metrics across tools
- continuous update to the metrics being used to compared
After discussing with our executives we decided to build a web based application internally so
that we can feed in the comparison data on continuous basis without spending too much time
on reconciliation efforts.
There were few challenges to be resolved while addressing the issues given in problem
statement. We conducted a brainstorming session within our organization. The outcome of this
session was a list of important components outline of which is as follows:
- User Interface: The UI should be easy to use and intuitive enough to hide the complexity
underneath. Unless the tool is easy to use people will be reluctant to use it.
- Data Update: The data should be fed in on continuous basis to ensure updates for the
tools to be compared are captured on regular basis. If the data is stale it will raise the
credibility issue of the presented comparison. We cannot compare data of outdated
version of the tools.
- Contextual Text Mapping: The biggest issue is contextual mapping of text which
describes a particular feature of tool, product or application.
Of course this list is not comprehensive, but we need to address these points to ensure viability
of the entire efforts.
I think using “Fast Prototyping” to validate the feasibility of the components is best course of
action before attempting to build this product.
Leap of Faith
Can we build & expand? As the data volume increase the methods employed, especially the
algorithm employed will perform satisfactorily? We decided to find this out.
Can we win? We did not spend great amount of time with user experience. We took a leap of
faith by assuming that the team who participated in building UX is representative of future
users. I think we should be able to tweak UI based on usage analytics and.
The document discusses software requirements and documentation. It states that properly documenting requirements is crucial to avoid mistakes during development. Requirements analysis involves gathering and analyzing requirements, then specifying them in a document. This ensures developers understand the problem and can develop a satisfactory solution. The document also discusses data flow modeling, object-oriented modeling, prototyping techniques, and classifying requirements as functional or non-functional.
The document discusses principles and practices of software engineering. It begins by outlining the essence of problem solving and software engineering practice as understanding the problem, planning a solution, carrying out the plan, and examining the results. It then discusses core principles like ensuring value for users, keeping designs simple, maintaining a clear vision, and thinking before taking action. The document also covers communication practices for requirements gathering and planning practices for defining the project scope and managing risks.
Having developed itself as a saas head in office productivity and CRM tools, infox offers a number of data analytics platform gearing for both professional
data scientists and mid level staffers who need a self service option. The application has an instictive drag and drop interface and also a
classic spreadsheet interface. infox Analytics is geared for organization that need to give actionable data analytics insight to staffers at every stage.
Having developed itself as a saas head in office productivity and CRM tools, infox offers a number of data analytics platform gearing for both professional
data scientists and mid level staffers who need a self service option. The application has an instictive drag and drop interface and also a
classic spreadsheet interface. infox Analytics is geared for organization that need to give actionable data analytics insight to staffers at every stage.
Having developed itself as a saas head in office productivity and CRM tools, infox offers a number of data analytics platform gearing for both professional
data scientists and mid level staffers who need a self service option. The application has an instictive drag and drop interface and also a
classic spreadsheet interface. infox Analytics is geared for organization that need to give actionable data analytics insight to staffers at every stage.
http://www.infoxtechnologies.com/technologies.html
This document discusses the software development life cycle (SDLC) process. It explains that SDLC is necessary for large, multi-developer software projects to effectively communicate requirements and synchronize work. The key phases of the SDLC include planning, analysis, design, implementation, testing, and deployment. Introducing a standardized life cycle model helps divide a project into stages with clear milestones and deliverables. This approach is necessary to coordinate work across distributed development teams working on interdependent components. The SDLC provides a framework for collaborative software engineering to produce quality products.
1. The document discusses business use cases, their importance, and provides examples. It explains that use cases help refine requirements, understand processes simply, and avoid misuse of existing models.
2. It gives the example of an e-commerce website search bar to illustrate how use cases can track user requirements to introduce better search algorithms. Advanced search is described as a use case that allows users to refine results.
3. Recruitment is provided as another example where use cases can help understand the simplified process of matching candidates to jobs using big data. This allows recruiters to automate and speed up placements while getting detailed candidate information.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
Appendix AProof of effectiveness of some of the agile methods us.docxarmitageclaire49
Appendix A
Proof of effectiveness of some of the agile methods used to develop systems requirements
In all software development methodologies, the process of collecting, understanding and managing all requirements for a system is a crucial process in software development. Similar to all this other methods, agile methods are not exceptional. Most agile method handle requirements in order to implement them as much accurately as possible to satisfy all the customer demands. This is usually achieved by maintaining a continuous interaction with the customers to address their needs according to priority and functionalities. In this appendix, we shall be focusing on continuous process of improving the development process.
Some agile methods include the following
1. eXtreme Programming (XP) – it improves a software project in communication, simplicity, feedback and courage.
2. scrum- this is an agile, iterative and incremental method which takes care of all changes that may come across in the life-cycle of the project. Basically, it adds energy, focus and clarity to development teams. Its major aim is ot see the whole system being a successful product.
3. Dynamic system, development method (DSDM)
4. Adaptive software development (ASD)- this is a development process that is a product of rapid application development. It has four phases of communication and planning, analysis, testing & deployment and design and deployment.
5. the crystal family
Due to availability of these various methods, the potential adopters may experience a challenge of determining what to apply on its own and therefore there was need to define a document containing all the necessary values and common qualities to be used across all agile methods. This document is the Agile Manifesto and focuses mainly on human interactivity and processes management.
1. Individual and interaction over various processes and tasks. Usually the agile process will focus more on people and their interactivity but not on the structural processes and tools.
2. Working software and documentation. Main objective of the developers is actually delivering a functional code which will always add value to our users. Well documented code is always self-documented.
3. Responding to change over planning. Here developers are required to respond very fast to the requirements variations. Time used in planning is minimal compared to what our users actually requires.
4. Customer collaboration over contracts. The mutual relationship of the developers and susers of our system is monitored and regulated through engaging the customer in the development process.
The figure below shows the steps in agile methodologies which focus on an iteration and adaptable change.
5.
Tools needed for requirement management in agile methods of system development.
1. The most popular tools in agile methods include paper, pencil a drawing pin board. If we consider eXtreme programming requirements are obtained from user stories which ar.
Software Development Process - REQUIREMENTS ANALYSIS / ANALYSIS OF TECHNICAL...Mark John Lado, MIT
The document discusses requirements analysis, which is the first stage of the software development process. It involves eliciting requirements from stakeholders, analyzing the requirements for clarity and consistency, and documenting them. Common techniques for requirements analysis include stakeholder interviews, prototypes, use cases, and software requirements specifications. The goals are to determine what functionality and constraints the system needs to meet business needs.
Breaking Through the Roadblocks of a New ELM Implementation eBookJason Emanis
The document discusses common roadblocks that can derail an Enterprise Legal Management (ELM) software adoption project and provides best practices for avoiding them. It identifies 8 common roadblocks: 1) allowing a random go-live date to drive the project timeline, 2) failing to understand internal and external inputs, 3) lacking clear leadership and direction, 4) being unwilling to change processes, 5) failing to communicate effectively, 6) selecting the wrong software or implementation partner, 7) not taking ownership of the project after go-live, and 8) failing to consider reporting and data needs. The best practices emphasize understanding requirements before setting timelines, effective communication, selecting trusted advisors, embracing change, and ensuring proper ownership after implementation
Management Information Systems – Week 7 Lecture 2Developme.docxcroysierkathey
Management Information Systems – Week 7 Lecture 2
Development & Improvement
Chapter 13 Systems Development: Design, Implementation, Maintenance,
and Review
You have learned about information systems and seen a little about how the project is run to create a new
system. This week you will focus on the actual systems design process. This will help you whether you
become a programmer, systems analyst or are a department manager. There are countless articles on
this subject on the internet and some great YouTube videos so take a moment to do some extra research
and learn more about systems development.
When an IS manager sits down to design a system they look at several areas and have many special
tools at their disposal.
A systems engineer or senior developer will first look at the logical design. This usually means that they
look at the user request and determine what they really mean! Once they have clarification they will create
a physical design. This might be object-oriented (using code that has already been created) or mock ups
showing interface design and controls. This is sometimes called storyboarding. This image is an example
of creating a new user interface:
System design time is an investment for the business, it will help by preventing, detecting, and correcting
errors prior to the application software being written. It will generate systems design alternatives. One
alternative is to ask software developers to create the application for the business, this is done by creating
a request for proposal (RFP). Software vendors will then propose several options at various price points.
The business can then review the proposals, do a cost benefit analysis and select an appropriate plan of
action.
Once a project has started it is a good idea to freezing design specifications using a contract, and even a
design report called a Functional Design Document. This process is intended to allow the development
team to focus on creating a specific application and not have to try to hit a constantly moving target. As
the application is being developed it is also time to acquire the hardware that will be needed. If the
application requires a headset with microphone for voice input or a super-fast computer, this is the time to
make sure the application will be functional when it is implemented.
Types of IS hardware vendors include:
General computer manufacturers
Small computer manufacturers
Peripheral equipment manufacturers
Computer dealers and distributors
Chip makers
While the application is being developed and the hardware acquired, in a perfect world the personnel will
be hired and trained and any preparations will be done for the site and data requirements (additional disk
drives for databases or could computing). One of the phases of software development is the testing
phase. It really cannot be considered the final stage because it may result in some additional planning,
programming or other modifications. It can be considered to be ...
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CRM system for WeLoveVideo.pptCRM System for WeLoveVid.docxmydrynan
CRM system for WeLoveVideo.ppt
CRM System for WeLoveVideo
Institution
Name
In the implementation of the CRM system, there are many considerations that WeLoveVideo Inc. will need to consider.Being hired to implement CRM system, it need first to identify the project approaches that I will implement. Some of my recommendation for this project are waterfall and agile SDLC
Introduction
Waterfall SDLC model encompasses system development in which the entire process looks like the flow that entails moving of step from step in the system development.This model contains of predefined phases of requirement analysis, system design, implementations testing deployment and maintenance (Ragunath et al., 2010).
Waterfall and Agile SDLCs
Agile SDLC gives the customer the ability to see the development of the system at each phase and state whether he is satisfied or not. It contains phases such as requirement, architecture design, development and test and feedback, It basically does not have predetermined phases
Waterfall and Agile SDLCs…
Pros and cons of waterfall
Pros
it is easy to measure the progress
Parallel development is possible through this approach.
There is flexibility in this system approach
Cons There is need for constant management.Not the best for the small projects.Managing the project is typically difficult (Rastogi, 2015).
Pros and cons of Agile SDLC
Pros It is possible to divide the project into short and transparent iterations.Fast release of the first project. Risk is minimized through the flexibility created
Cons It is hard to measure the cost the final project due to permanent changes.New requirement may result to conflict with the existing design A lot of changes may increase time taken to complete the project
WeLoveVideo, Inc. CRM project
Features of CRMAllow the customer data to be stored.Analyses sales dataAllow leveraging of data driven decisions.
The team use Agile SDLC to make a custom made CRM system that will address the specific organizational needs
According to the nature of the operations of this company, the organizational complexity will require a project approach that can enable monitoring of each step.It is therefore this reason that I recommend Agile SDLC as the main approach for this project. It is therefore through this that shareholders can expect a flawless system as each phase will allow correction of any detected error through agile SDLC
Attribute and shareholder expectation
Rastogi, V. (2015). Software Development Life Cycle Models-Comparison, Consequences. International Journal of Computer Science and Information Technologies, 6(1), 168-172.Ragunath, P. K., Velmourougan, S., Davachelvan, P., Kayalvizhi, S., & Ravimohan, R. (2010). Evolving a new model (SDLC Model-2010) for software development life cycle (SDLC). International Journal of Computer Science and Network Security, 10(1), 112-119.
Reference
summary.......docx
WeLoveVideo, Inc. CRM project
Institution
Name
.
The document provides an overview of the Software Development Life Cycle (SDLC) and popular software development methodologies. It describes the SDLC model which includes requirements analysis, design, coding, testing, and maintenance. It also summarizes three other models: the prototyping model which uses iterative prototyping and customer feedback; the Rapid Application Development (RAD) model which emphasizes short development cycles and component reuse; and the component assembly model which develops software from reusable components.
Discussion 1 post responses.Please respond to the following.docxcuddietheresa
Discussion 1 post responses.
Please respond to the following:
LG’s post states the following:Top of Form
"When Problem Decomposition is not Easy"
Consider the development of a simple mobile application that displays personal financial management video clips selected from a central repository. Discuss how you would systematically analyze the requirements of this application and identify its problem components.
Using a spiral process of stakeholder engagement which includes understanding the business objectives or needs the application is to provide. Next, looking at the requirements gathering process, whereby sitting with the stakeholders and customers to define those needs, understanding the assumptions and constraints, expectations, and coming up with a conceptual model both from a business and system design. Using the model as a base, the requirements will be developed into a high-level requirement set, where they are broken into the logical grouping, such as business, user, functional, non-functional, and transitional segments. Next, the requirements will be viewed with the stakeholders and customers, to address priority, need vs. want, and addressing any ambiguous requirements to gain clarity for completeness.
Explain how software engineering would help you identify the components and their interconnections.
Software engineering helps identify the components and their interconnections because the approach requires identification of components such as hardware, software, users, tasks, and databases, amongst other pieces to be determined and understand how each will interact with the others. Some boundaries must be known that similar to the scope of a project to help provide a context on what is in or out. It includes things like the activities that will be performed and the entities associated with the activities. Understanding these provide the developers in the design and development process. For example, the above mention contextual design or model can be used or provide a reference to things like architectural design, displaying these components and interconnections on paper (or visual drawing) to help articulate the boundaries, activities, and entities for the system.
Phleeger, S. L., Atlee, J. M. (2009-02-01). Software Engineering: Theory and Practice, 4th Edition [VitalSource Bookshelf version]. Retrieved from vbk://9781323089309
Pochimcherla, A., Pochimcherlahttp, A., & Pochimcherla, A. (2018, January 26). Computer science basics - Decomposition - break a problem into smaller. Retrieved from http://steamism.com/compsci-decomposition/.
SP’s post states the following:Top of Form
"When Problem Decomposition is not Easy" Please respond to the following: Consider the development of a simple mobile application that displays personal financial management video clips selected from a central repository. Discuss how you would systematically analyze the requirements of this application and identify its problem component ...
This document discusses several software development models and practices. It describes the waterfall model which involves sequential stages of requirement analysis, design, implementation, testing, and maintenance. It also covers prototyping, rapid application development (RAD), and component assembly models which are more iterative in nature. The prototyping model involves creating prototypes to help define requirements, RAD emphasizes reuse and short development cycles, and component assembly focuses on reusing existing software components.
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INTRODUCTION TO AI CLASSICAL THEORY TARGETED EXAMPLESanfaltahir1010
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Customizing treatment plans: Highlight how genetic information is used to customize
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• Regulations and guidelines: Present examples of ethical guidelines and regulations in place to safeguard
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• Visuals: Include images or icons representing ethical considerations.
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2. Contents
User Story Map
2
Agile User Story Map & Product Roadmap
for Jira & Confluence
An Introduction to Agile Product Management
What is Product Management?
Workflow tools and Agile
Agile Product Backlog
https://www.userstorymap.io/
3
5
5
Example of user stories 7
8
9
Why use User Story Mapping?
What is User Story Mapping? 10
10
How to do User Story Mapping? 11
Example of User Story Mapping 12
When is User Story Mapping Not Suitable? 12
User story mapping steps 13
About DevSamurai 17
4. 4
User Story Map
What is Product Management?
Originally coined in 1995 by Agile Manifesto founder Ken
Schwaber, product management is a concept which formally
acknowledges that key software systems should be treated as
ongoing and evolving endeavours with a focus on value
(products) rather than one-off deliveries with a focus on
delivering against an unchanging plan (projects).
Product managers facilitate this process by maximising the
value delivered by their product and they do this by prioritising
and pursuing the items that are likely to yield the most value
when balanced against the effort to implement.
Product managers and product owners work closely with a
variety of stakeholders, both internally (employees) and
externally (end-users and third parties) in order to understand
not only what they say they want (requirements), but to form
theories and hypotheses about what they might need and not yet
know (experimental test and learn).
Agile software development
approaches recommend that
rather than building the full
stated requirement, that just
enough is built to allow the
customer or stakeholder to
interact with the system so that
they can review the work
completed and reconsider the
next steps. This is called
iteration.
An Introduction to Agile
Product Management
https://www.userstorymap.io/
5. 5
User Story Map
Capturing Requirements
Part of being a product manager is speaking to stakeholders to understand what behaviours
they want the system to exhibit and how they want it to function. This is where we get the term
“functional requirements”.
Product managers are often subject matter experts regarding the product they are managing,
so they may often write their own requirements. In such circumstances, they need to be careful that
their requirements are validated with research otherwise there is the danger that the product
becomes built to their own subjective requirements rather than externally validated ones.
Agile software development approaches recommend that rather than building the full stated
requirement, that just enough is built to allow the customer or stakeholder to interact with the
system so that they can review the work completed and reconsider the next steps. This is called
iteration.
5
An Introduction to Agile
Product Management
Functional Requirements
Functional requirements are so-called because they are functions required by someone,
usually stakeholders, and the requirement is related to the system being built. An example would be
“I want to be able to log in to the system”.
Non-Functional Requirements (NFRs)
When requirements relate to technical requests, these are called “non-functional
requirements”, which are specifications for the system that do not directly affect the user-facing
behaviour. An example of this would be “User passwords should be encrypted to the AES 256
standard”.
Non-functional requirements are very important as they relate to the security, performance,
scalability and integration of the system being built, but it is easy to forget non-functional
requirements until it is too late and that’s why it’s common to see large I.T. projects fail; it’s not that
the user-facing design was wrong, it’s that insufficient rigour was invested into specifying the bits that
you don’t see.
It is also common to see the reverse of the above issue where systems are over-engineered in
regard to the NFRs. This usually happens because either people have taken an overly risk averse
approach to the NFRs (e.g. stating that a system must be available 99.999% of the time when it’s only
required during working hours) or they’ve used an example set of NFRs from a different project.
With the above points in mind it’s important to ensure that NFRs are “right-sized” and
appropriate for the product being built to prevent failures which might impact business continuity,
but also prevent overspend and overengineering, which can carry a burdensome resource load.
Product Requirements Document
When requirements are being gathered they are often captured in a product requirements
document (PRD), which is a list of the stated requirements along with explanations of what they are
and why they are required.
This list of requirements can then be used to write a series of actionable backlog items for the
development team to start implementing. Such backlog items are often written as “user stories”.
https://www.userstorymap.io/
6. 6
From the PRD we can then begin to start writing our list of user stories, and a useful approach
to take is a user story mapping approach as follows:
Vision → Goals → Activities → Tasks → User Stories
User Story Map
An Introduction to Agile
Product Management
User Story Mapping
User Stories
User stories, introduced by the eXtreme Programming (XP)
movement, are a way of representing requirements in a series of
simple statements. The structure is as per their name in that firstly,
the requirement must be linked to an end-user and secondly, they
must be written as a story, rather than a solution.
It often helps to use the separate steps of the customer
journey as an aide memoire to writing the user story map as it
ensures no element is left out.
An example of a good user story An example of a bad user story
As a shopper
I want to search for cheap items
So that I can save money on my shopping
This is a good example because it lets a person
reading the story understand who the user is,
what they want to achieve and why they want to
achieve it. Further discussions can now occur
as to how this story could be delivered. For
instance, you could allow sorting of search
results from lowest to highest, or you could
have a quick link which displays a page
containing items priced under $5.
The point of this is, there are multiple solutions
to a problem and if you jump to a solution too
early then there is the risk that you choose the
wrong solution.
As a Product Owner
I want to optimise the DB by changing select
queries to limit queries
So that it performs faster
This is a bad example because firstly, a product
owner is not a user, so we don’t understand
which user persona we are directly benefiting
by completing this task (unless you happen to
be building a system for Product Owners!).
Secondly, the approach to resolution has been
pre-solutioned without any room for
negotiation and thirdly, the outcome doesn’t
really state how the task adds any business
value, as a faster database in itself does not
create value.
User stories: A reminder to have a conversation
A good user story is a reminder to have a conversation with your users, stakeholders and
development team about how to solve the stated problem (not a reminder that a conversation
has already occurred!). In fact, the process of implementing user stories is stated to be “The three
Cs” as follows:
① Card – The writing of the user story
② Conversation – The discussion about how to achieve the desired outcome
③ Confirmation – The process of confirming that the outcome has been achieved
https://www.userstorymap.io/
7. 7
It is common, however, to see user stories written with full solutions attached before the
development team has seen the item and this tends to be reflective of organisations who have moved
towards agile from a more top-down waterfall approach. This isn’t necessarily a catastrophic
problem, but certainly better resolutions are achieved when the people implementing them are
correctly engaged.
User Story Map
An Introduction to Agile
Product Management
Originally, agile software development teams managed their workload using whiteboards known
as “information radiators” which were separated into columns with sticky post - it notes to represent
user stories and indeed some teams still operate like this today.
The purpose of the information radiator is to provide transparency, both within the team and
outside the team so that the status of progress on an item can easily be known. Whether it is in
progress, done or not yet started; it is important that people with a vested interest can make
themselves aware of this progress and preferably without having to disturb the developer by asking “is
this done yet?”.
With the advent of distributed teams and remote working, there was a move towards virtual
team boards, stored inside computer-based workflow tools. Some popular workflow tools include
“Jira” and “Trello” both owned by Atlassian and also “Azure Devops” by Microsoft.
Such workflow tools allow you to create detailed backlog items, containing not only the original
problem statement or user story, but all of the associated conversations, images, process flows, links
to relevant code snippets and much more. These items then move across a virtual whiteboard from
“To Do” all the way to “Done”.
Workflow tools and Agile
A happy side effect of
using virtual workflow tools is
that you have a detailed audit
record already completed
showing how long an item took,
who requested it, who worked on
it, what the solution was and
even a link to the specific code
that the developer committed to
their repository. There have been
some criticisms of workflow
tools, namely that they change
the focus of the team to spend
too much time on administering
the tool itself and that the way in
which some teams work then
begins to change to reflect the
language and default workflow of
the tool itself.
With that in mind, it’s important to ensure that the team is
working in the best way for itself and the organisation, by
ensuring that the scrum master or agile coach working with the
team, guides them to make appropriate choices about ways of
working.
https://www.userstorymap.io/
8. 8
User Story Map
An Introduction to Agile
Product Management
Once the PRD has been distilled into a set of user stories, these stories need to be stored
somewhere in priority order. The name for the place that this to-do list is stored is the “Product
Backlog”. It’s the product manager or product owner’s responsibility to ensure that the product
backlog is in priority order so that the team knows which items will create the most value.
Once the backlog has been created, further discussions can begin with the team in a process
known as “refinement”. This allows the necessary detail to be added to user stories to allow the
development work on them to proceed.
Although the product manager specifies the priority order of the backlog, the team is free to
choose items from it in the way that best makes sense, as they are better informed with regards to the
dependencies involved in the development process.
Agile Product Backlog
Product management is a complex area, ensuring that the views of all relevant stakeholders are
considered, prioritised, assessed for value and then translated into actionable development items.
Product managers need to be able to speak to people from a diverse range of backgrounds such as
board level directors, users and developers.
As with everything in agile, this is an iterative process where improvements are made along the
way, both to the engagement process with stakeholders as well as the development of the product
itself.
By using our Jira plug in you can help smooth the product management process by providing an
easy to read view of your user stories and user story map, including the progress and priority of each
one.
https://www.userstorymap.io/
9. 9
User Story Map
Why use User Story Mapping?
In traditional waterfall projects, lengthy requirements
documents would be prepared, which development teams would
work against until all stated sections were deemed to be met. At
this point the project would move into a testing phase and then a
user acceptance testing phase. Although these documents can be
useful in terms of providing a large amount of information, there
are some drawbacks to their inflexible and unwieldy nature.
User stories have been widely accepted as the de-facto
standard for conveying requirements to development teams, but
just a long list of user stories can be a bit confusing to those
consuming it, both from a stakeholder perspective and from a
developer perspective.
User story maps provide an easy to view, structured,
transparent and contextual view of user stories ensuring that any
of the required steps for the journey have not been missed.
A common challenge for many
organizations is how to take
the high level stated
requirements from senior staff,
stakeholders and users and
translate them into actionable
and logically ordered items.
Even if you write a long and
detailed list it can be very
difficult to read, consume and
check for omissions. Many
people are visual learners and
so respond well to a visual
picture.
What is User Story Mapping?
https://www.userstorymap.io/
10. 10
User Story Map
What is User Story Mapping?
The user story mapping process consists of the following steps
How to do User Story Mapping?
These will be the actual user stories and tasks required at a fine granular level. These are best
fleshed out in conjunction with not only the stakeholders who are asking for the functionality, but
also with the team who will be building it to ensure the best solutions are designed.
Once you have the map laid out you can start identifying natural slices of the product that
would be suitable as user releases. The best way of developing software involves continuous
integration so that software is integrated and released in a little and often fashion, but just because
the code has been merged to the code base it doesn’t mean you have to make every small change
available to the user immediately.
This can be done by reviewing the user journey for the relevant part of the system that you
want to create the map for. Activities are also known as “Goals” or “Themes”. How?: Such journeys
should be relatively clear and apparent from the high level requirements, but should be reconfirmed
with the relevant stakeholders. Once you have this list of activities you arrange them in
chronological order from left to right as if you were telling the story of your user’s journey
01. Identify your high level activities
02. Document the steps
Document the steps required to complete all the necessary functionality in order to achieve
the activities. These steps are often individually labelled as epics as they tend to encompass closely
linked groups of user stories and tasks and are often referred to as the “backbone” of the story map,
as they provide much of the structure.
03. Identify the details
https://www.userstorymap.io/
11. 11
User Story Map
What is User Story Mapping?
Example of User Story Mapping
The below image shows an example user story map covering elements of a user log in page
and changing of account details for an e-commerce site. Note that the blue boxes map to activities,
the orange boxes to steps and the grey boxes more to the details of how the specific items will be
achieved.
User story mapping won’t work in every situation. If there is no clear user journey, such as
with API building work then it would be quite difficult to use. If your team was doing more
operational response, such as fixing bugs or responding to user issues, then it would not be possible
to create a user story map for such work.
In a highly experimental agile environment where the next iteration’s work was highly
dependent on the outcome of the experiments from the last release, such as a startup in the
discovery phase, extensive user story mapping would also not be possible, although you could at
least use it to plan the next increment of delivery.
Screenshot from DevSamurai Agile User Story Map for Jira
When is User Story Mapping Not Suitable?
User story mapping is a highly interactive and visual method of representing a list of stated
requirements from stakeholders, senior employees and users of the system in a chronological and
structured way.
It provides a highly transparent way of examining the functionality which has been identified to
the build, the order in which to build it and the desired release slices that will be made available to
the users.
https://www.userstorymap.io/
12. 12
User Story Map
Step 1: Discover Personas and Goals
A persona is a profile of an individual who may interact with the system in a unique or
individual way. To ensure that all the relevant requirements have been considered and understood,
an early activity will need to be conducted to identify and discover user personas. A user persona
tends to be presented as a one-page card with information such as:
User story mapping steps
- Name
- Age
- Bio
- Goals
- Needs
- Pain
Points/Frustra
tions
- Personality
Types
- Actor
- Scenario and
expected
results
- Phases of the
journey
- Actions,
Mindset &
Emotions
- Opportunities
Design
thinking
advises
Focus on
the most
important
things first
Identify
logical
packages of
functionality
to release to
the users
Discover
Personas and
Goals
Map the user
journey
Explore
solutions
Prioritise
• Name (An example name to reflect that
particular persona)
• Age (An indicative age reflective of people
who exemplify that persona)
• Bio (A short description about this
persona)
• Goals (The things that they mainly want to
achieve in life)
• Needs (The things they need to achieve
from the system being built)
• Pain Points / Frustrations (A list of things
that annoy or slow this user down)
• Personality Types (Are they outgoing, shy,
reserved, detail-oriented?)
User persona creation form – Agile User Story Map for Jira
https://www.userstorymap.io/
Slice out
release/sprint
13. 13
User Story Map
A persona is a profile of an individual who may interact with the system in a unique or
individual way. To ensure that all the relevant requirements have been considered and understood,
an early activity will need to be conducted to identify and discover user personas. A user persona
tends to be presented as a one-page card with information such as:
User story mapping steps
Journey maps require the following
components:
1.Actor: To which persona does this part of
the journey map refer
2.Scenario and expected results: What
objective is the actor trying to achieve
and what outcome do we expect
3.Phases of the journey: which may include
phases that are completed outside of the
system. As an example – a user buying a
wireless speaker from an ecommerce shop
would first see the speaker advertised,
then buy it, then take delivery, then try it
and finally may even return it.
Map persona with the user journey – Agile User Story Map for
Jira
Step 2: Discover Personas and Goals
Once personas have been identified, they can each be reviewed in turn based on all of the
things each person might want to achieve from the system. Once this full list of interactions with the
product has been listed, they can be written down in a visual timeline known as a user journey map.
The user journey map is a visual representation of a customer’s interaction with your product
from start to finish, showing how they achieve the things that they need to and what steps they need
to go through in order to reach this destination.
The best products optimise their user journeys to ensure that objectives can be achieved by
their customers in as few steps as possible. The reason for optimising the journey is that there are
many competing products on the market and customers will naturally gravitate towards those that
make their lives as easy as possible.
4. Actions, Mindset & Emotions
•Actions: The specific behaviours and steps taken by users
•Mindset: users’ thoughts, questions, motivations at various stages throughout the journey
•Emotions – a line showing highs and lows of the journey, so that these can be leveraged or
improved as appropriate
5.Opportunities
Armed with the above information, what do we need to do/change/improve and who owns which
action? How will we measure whether a change has been made, what metrics will we use?
Once we have our identified journeys mapped out, built on our user personas, we can then start to
identify the solutions we are going to put in place in order to satisfy these requirements.
https://www.userstorymap.io/
14. 14
User Story Map
User story mapping steps
The above model was built on further by
Plattner et al, and as can be seen below it is
not a linear process with a defined
beginning and end, but rather an iterative
cycle of constant development and
improvement. If we were starting with a
brand new product, we may start at the
‘empathise’ phase, however, for pre-existing
products we could start elsewhere such as
‘test’, ‘define’ or ideate.
Step 3: Explore solutions
When exploring solutions a good approach to use is “Design Thinking”. Design thinking advises
that the best designs come from casting the net wide initially, then focusing in on defined solutions,
before developing and testing a wide range of solutions and finally, narrowing down to the winning
experiments.
To prioritise is to focus on the most important things first. In software development, there are a
number of different ways of prioritising the work to be completed. Product owners or those focused
more on the functional side of the project are likely to consider the things which generate value to be
of the highest priority. However, developers and technical members of staff are likely to have a
different view of priority, as they will focus more on the things that are likely to make the system
robust, performant and easy to develop on.
So called “winning experiments” then become
the chosen and preferred solutions to the
challenges and opportunities posed by the
research in the user persona phase (also part of
the “empathise” phase of the above diagram).
In this way, we can ensure that we have
well-researched and tested solutions, rather
than just solutions that people from the project
team have proposed. These can then be
translated into user stories or product backlog
items for the team to turn into working
software.
Step 4: Prioritise
https://www.userstorymap.io/
15. 15
User Story Map
User story mapping steps
One of the more popular development frameworks, “Scrum” advises that the product owner
should order (prioritise) the backlog of work in a way that they find the most appropriate (in practice
this tends to be by value), but that the development team may implement the work in the way that
they choose. The development team is guided by the order of work, but not bound by it.
It is important that the development team is able to choose the order in which they implement
the work because non-technical staff may not understand the things that need to be completed
behind the scenes in order to make a fully functional product. Additionally, there may be a significant
reduction in effort by delivering a high priority item with a low priority item, the so-called “whilst
you’re under the hood” factor.
In true agile development, the most value is said to come from the work that is going to yield
feedback the earliest. This means that there is value in even delivering a non-functioning button on a
page if it allows for feedback to be received.
In practice, it depends heavily on what is being built, the culture of the organisation and user
group and the appetite for experimentation as to the correct metric to use for prioritisation.
Once the personas have been identified, the journey has been mapped and the component
deliverables have been ordered and prioritised in a suitable way with feedback from across the team,
it is then possible to begin identifying logical packages of functionality to release to the users,
otherwise known as “release slices”.
Step 5: Slice out development release/sprint
Slide the release in Agile User Story Map for Jira
The personas, journey map and
solutions can be translated into a set of
deliverable items using user story
mapping to create the lower-level tasks
that the development team will turn
into working software in order to build
the product.
Release slices can also be utilised as the product goal in Scrum teams, with the individual sprint
goals all working towards that release. This allows teams to begin to forecast forthcoming sprints,
using a high-level sprint goal per sprint, until everything is completed to allow the release slice to be
made available to end-users. It should of course be noted that such forecasts are not a binding plan,
and should not be represented to stakeholders as such.
Whilst development teams working to best practice aim for continuous integration, delivery and
deployment to production as a way of ensuring good code quality, it may not always be suitable to
make the latest functionality available to users immediately. This is because when building a new
phase of a user journey it often does not make sense to release the functionality until the full phase
of the journey has been completed.
Development teams can balance the need for continuous deployment as a good coding practice, with
the requirement to only release chunks of functionality, by using feature flags. Feature flags allow
code to be released to the production environment and tested but not actually visible to end users
until the feature flag is enabled. When the flag is enabled this requires no release or coding, merely a
flag to be toggled and then the functionality becomes available, which is how many “releases” are
completed.
https://www.userstorymap.io/
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About DevSamurai
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