Strategic Management Using Stories - Agile...

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!

February 12, 2010 www.intelliware.ca — © 2009 Intelliware Development Inc. 2

Agenda…

1.Story Definitions

2.Project Background

3.Project Results

4.Lessons Learned

5.Questions


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.


Story Definition #2

“…a short description of the behavior of the system, from the point of view of the user of the psystem.”


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


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.


Story Definition – Stories are Tokens


Project Background - Client

System A System B

Canada

Europe

System C System D


System C System D

Project Background - Objective

System A System B

New Web Portal

System C System D


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


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


Project Results - Internal State

Current Functionality

223Phase 1 - Internal State Assessment: Current Functionality andKnown Gaps

Functionality

Known Gaps 361---------

584---------


Project Results - External State

Phase 2 - External State Assessment:Define Best Practices


Project Results - Future State

Phase 3 - Future State Engineering:Develop Strategic Alternatives

Future Functionality

288Functionality


Project Results - Card Breakdown

Future State

GapsGaps

Current State


Project Results - Strategic Alternatives

Core System - Canada


Core System - Europe

Project Results - Strategic Options

Current State = 223 Stories

Priority 1 = 43 Stories

Future State Core = 138 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 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


State effort

Lesson #1

Stories can be used effectively to document current functionality


Lesson #2

Stories are great for reviewing

ctio

nalit

y

plans with many stakeholders

Prio

rity 1

: Cor

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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


Lesson #3

You Need Tools to Help Manage Large Numbers of StoriesNumbers of Stories


Lesson #4

Stories Make Great Tokens for Planning PurposesPurposes


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.


Questions


Strategic Management Using Stories - Agile...

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