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Index
Table of Contents Introduction Creating Stories Tell stories, don’t write them Don’t worry too much about story format Describe a behaviour change Describe the system change Approach stories as survivable experiments Watch out for generic roles Evaluate zone of control and sphere of influence Put a ‘best before’ date on stories Planning with stories Set deadlines for addressing major risks Use hierarchical backlogs Group stories by impact Create a user story map Change behaviours using the CREATE funnel Set out global concerns at the start of a milestone Prioritise according to stages of growth Prioritise using purpose alignment Make a stakeholder chart Name your milestones Focus milestones on a limited number of user segments Discussing stories Use low-tech for story conversations Imagine the demonstration Diverge and merge for story discussions Involve all roles in the discussion Measure alignment using feedback exercises Play the devil’s advocate Divide responsibility for defining stories Split business and technical discussions Investigate value on multiple levels Discuss sliding-scale measurements with QUPER Splitting stories Start with the outputs Forget the walking skeleton – put it on crutches Narrow down the customer segment Split by examples of usefulness Split by capacity Start with dummy, then move to dynamic Simplify outputs Split learning from earning Extract basic utility When all else fails, slice the hamburger Managing Iterative Delivery Don’t push everything into stories Budget instead of estimate Avoid using numeric story sizes Estimate capacity based on rolling number of stories Estimate capacity based on analysis time Pick impacts instead of prioritising stories Never say ‘no’ – say ‘not now’ Split UX improvements from consistency work Get end-users to opt in to large user interface changes Check outcomes with real users Throw stories away after they are delivered The End Authors Bibliography and resources Legal Stuff
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