The quick answer is: there is no Business Analyst role in Scrum – just like there isn’t a DBA role or a SysAdmin role or a designer role. You’re either the Scrum Master, the Product Owner, or part of the Scrum Team. There also isn’t a space carved out for a person to be responsible for requirements gathering and reporting.
what’s left to do for business analysts in Scrum? I have seen business analysts working as team members as well as taking on the product owner role successfully. In both cases, though, the individuals experienced a change in their daily work. Business analysts working as a team member often support their peers in product backlog grooming activities. As the business analysis activities are now carried out collaboratively, the business analysts often have time to take on other responsibilities, for instance, working with the testers or the technical writer. As a business analyst working on the team, you should hence expect to pick up new skills, broaden your expertise, and be open to work in new areas.
One small case-study
I recently worked on a short (6-sprint) Scrum project that had a nearly full-time BA allocated as a resource to the team. (Don’t you love that kind of phrasing? “allocated as a resource”. Savour it.)
We were creating a mobile interface for a cut-down set of the functionality available through our client’s current website. Our team was made up of a mix of our client’s staff and Boost staff: a Product Owner, the BA, two developers and a tester from our client; a Scrum Master, designer and me doing the wireframes from Boost.
Here’s what our BA did:
Working with the product owner
Research for writing user stories (usually by confirming how the current system works, and where there was and wasn’t flexibility to make changes)
Meeting with other parts of the business to explain what we were doing and what we needed, and to find out what they were doing and how that might affect what we were making.
Working with the team
Ferreting out system documentation
Getting screenshots of the system that I (working outside their network) couldn’t access, and reviewing wireframes with me
Helping write and QA’ing test cases
Getting wording signed off by other parts of the business (always harder than you think it’s going to be)
Getting approval from other parts of the business for use of a third-party plug-in.
Our BA attended all the planning meetings, retrospectives and stand-ups. Her work was managed just like the rest of the team’s: written as tasks and posted on the Scrum board. What she didn’t do was write requirements or use cases, or reports. There was huge value in having her on the team: she was our go-to person for all the tucked-away documentation and hard-to-find system descriptions.
A four-part article based on a roundtable discussion amongst a group of Agile experts (including Alistair Cockburn, Roman Pichler and Ken Schwaber) on business analysis and Agile
TL;DR – User stories aren’t use cases. By themselves, user stories don’t provide the details the team needs to do their work. The Scrum process enables this detail to emerge organically, (largely) removing the need to write use cases.
Are user stories the same as use cases?
When running our Writing Great Agile User Stories workshop, I’m frequently asked “So – are user stories the same as use cases?”. Often it’s a business analyst who asks the question; they’re accustomed to working with use cases, and are wondering where use cases fit in a Scrum project, and if they’re replaced by a user story.
Looking around the web, there’s consensus that use cases and user stories are not interchangeable:
My standard answer is that user stories are centred on the result and the benefit of the thing you’re describing, whereas use cases are more granular, and describe how your system will act. And then I say “Just bear me – it will all be clear in soon”. But I thought it was time to dig further down into this.
Use cases and user stories
Let’s start with some definitions.
A user story is a short description of something that your customer will do when they come to your website or use your application/software, focused on the value or result they get from doing this thing. They are written from the point of view of a person using your website or application, and written in the language that your customers would use. A user story is usually written using the format canonised by Mike Cohn: As an [actor] I want [action] so that [achievement]. So, for example: As a Flickr member, I want to set different privacy levels on my photos, so I can control who sees which of my photos.
A use case is a description of a set of interactions between a system and and one or more actors (where ‘actor’ can be people, or other systems: for example, both online shoppers and PayPal can be actors). They are usually created as documents, and generally include this kind of information:
Use case title
Preconditions (the things that must have already happened in the system)
Standard path or Main success scenario (what will usually happen, described as a series of steps)
Alternate paths or Extensions(variations on the above/edge cases)
Post conditions (what the system will have done by the end of the steps).
At first blush, use cases look like a much better way of writing requirements than user stories. How will a team be able to implement something as wafty as As an [actor] I want [action] so that [achievement]. So, for example: As a Flickr member, I want to set different privacy levels on my photos, so I can control who sees which of my photoswithout some rigorous use cases to detail the requirements for the system? And that’s usually the point when someone in the workshop asks that question.
Writing use cases to flesh out user stories in Agile projects is certainly not unheard of (see here, and here). But it becomes clear as we move through the workshop that user stories are just the start of a process of understanding what the team is making that, by the end of its course, covers off everything a use case would have told you, but in an organic manner.
User stories aren’t just single sentence affairs. The product owner also writes acceptance criteria, which define the boundaries of a user story, and are used to confirm when a story is completed and working as intended. For example, if this is your user story: As a conference attendee, I want to be able to register online, so I can register quickly and cut down on paperwork, the acceptance criteria could include:
A user cannot submit a form without completing all the mandatory fields
Information from the form is stored in the registrations database
Protection against spam is working
Payment can be made via credit card
An acknowledgment email is sent to the user after submitting the form.
Writing the acceptance criteria is the first step of fleshing out the details of your user story
Sprint planning meetings
In the sprint planning meeting, the product owner presents the user stories from the top of their product backlog (ie. their highest priority features) and the team commits to the stories they will complete in the sprint.
As the product owner presents the stories, the team will ask questions to further clarify the user story and the acceptance criteria. Assumptions will quickly be confirmed or corrected, and any ambiguity about the requirements starts to disappear.
This assumption and ambiguity erasure continues as the team estimates the stories (if five people on the team rates a story as a 2, and one person rates it as a 5, there’s probably some questions that need answering). And it’s repeated again as the team writes the individual tasks for each story.
We’ve been fortunate in our Scrum projects, in that our product owners generally commit to attend the team stand-up. This is another chance for the team to ask questions, and also to make the product owner aware of restrictions, issues and opportunities are appearing as the story progresses.
I do the wireframing for some of our projects, and usually I start by talking to the product owner about the story, and sometimes making some paper or whiteboard sketches. I turn these into wireframes and then there’s normally a couple of quick iterations with the product owner as we ask each other questions, get feedback from other people, and hopefully squeeze in some user testing.
More recently, I’ve started reviewing the draft wireframes with the designers and developers working on the story. This helps flag up any questions they have, or restrictions I might not have been aware of. After the wireframes are approved by the product owner, I’ll brief the designers and developers again if needed.
Design and development
Although most of the details have been thrashed out during the wireframing more can crop up at this stage, and there are often more questions for the product owner about exactly how they want the backend of the system to behave. Pair programming is useful here, because two sets of eyes on a piece of functionality mean yet more questions and clarifications.
No user story is submitted for acceptance by the product owner until the acceptance criteria are satisfied and the definition of done is met.
This might sound like a lengthy process. In reality, it’s just what a Scrum team does all day. Rather than one person labouring over the use cases, the team works together to surface and satisfy all the requirements. The product owner can refine the original acceptance criteria in response to new information throughout a user story’s progress.
And finally, in conclusion
There are exceptions, of course – and there are times when the upfront research needed for use cases is important (I’ve got a blog post brewing on this). But my advice would be: don’t start writing use cases until your team specifically asks for them. And if your team does ask for them, spend some time in a retrospective digging into what they’re not getting from your current processes (for example – are the acceptance criteria unclear; is the product owner unavailable; are you working with shitty documentation for another system). Then decide as a team how to fix the root problem.
1. The first rule of improvisation is AGREE. Always agree and SAY YES.
This rule for me is about openness and the willingness to engage with new ideas and new practices. As Fey explains it:
When you’re improvising, this means you are required to agree with whatever your partner has created. So if we’re improvising and I say, “Freeze, I have a gun,” and you say, “That’s not a gun. It’s your finger. You’re pointing your finger at me,” our improvised scene has ground to a halt.
The blue screen of death moment is any meeting is when you hear someone say ‘We can’t do that’, or ‘We tried that before and it didn’t work’ or ‘The IT team won’t let us do that’. That moment sucks away at your enthusiasm for the project and if it happens enough, drains your will to work.
A recent Scrum project I worked on had a brand new team working to create a prototype for a mobile app in six two-week sprints. At the beginning of the project, the team’s most common reaction to the Product Owner’s stories was ‘We can’t do that, because…’. This resistance was a real downer for the Product Owner. By the last sprint, the team was saying ‘We can do that by ….’, explaining what the potential issues were, and suggesting how to overcome them. The Product Owner told me this was one of the most satisfying aspects of the whole project for them.
2. The second rule of improvisation is not only to say yes, but YES, AND.
If your reply to “Freeze, I have a gun” is “Yes, you have a gun”, that doesn’t do much to advance the scene. YES, AND for Fey means not being afraid to contribute – in fact, seeing contributing as your responsibility.
When I heard this, I thought about things from the Scrum Master’s point of view. At the start of a project, when you’re the Scrum Master, you sometimes find yourself trying to coax quieter team members into joining discussions. You don’t want to have to do this for much more than a sprint or two. A team that needs the Scrum Master to help them talk about stories or solutions isn’t self-organising. The Scrum Master can however help create an environment where no-one feels afraid to contribute, and coach people to see contribution as part of their role on the team.
3. The next rule is MAKE STATEMENTS.
This is a positive way of saying “Don’t ask questions all the time.” If we’re in a scene and I say, “Who are you? Where are we? What are we doing here? What’s in that box?” I’m putting pressure on you to come up with all the answers.
In other words: Whatever the problem, be part of the solution. Don’t just sit around raising questions and pointing out obstacles. We’ve all worked with that person. That person is a drag.
I took two things out of this. One was that MAKE STATEMENTS would be a handy poster to put up next to a Scrum board if your team has a tendency to turn a 15 minute stand-up into a 45 minute philosophical discussion.
The other thing was a reminder of how much I love the way Scrum lowers the threat level of decisions. When you’re responsible for a project, making decisions can be scary. Signing off the final design in a waterfall project, for example, means acknowledging that any changes you want to make further down the line will almost certainly be difficult and expensive. If making decisions is stressful, one natural reaction is to delay or obfuscate. However, when you’re a Product Owner on a Scrum project, you’re making decisions all the time. You get used to making the best decision for the moment, and understanding that if you need something to change in the future, you’ll just write another story. This lowers the threat level of decisions considerably, and helps your team a lot: making decisions is a lot like making statements.
4. THERE ARE NO MISTAKES, only opportunities.
If I start a scene as what I think is very clearly a cop riding a bicycle, but you think I am a hamster in a hamster wheel, guess what? Now I’m a hamster in a hamster wheel. I’m not going to stop everything to explain that it was really supposed to be a bike.
The lesson here for Fey is that some of the world’s greatest discoveries have been happy accidents (think Viagra). There’s a useful lesson here about being open to suggestions and discussions, rather than clinging to your original set of assumption and opinions. This is why user stories are written in terms of what and why, rather than how.
Firstly, Bossypants is a great read (or, if you like audio books, a great listen).
Secondly. Improv is the act of working together to build something new from a bunch of quickly generated ideas, pruning off things that don’t work and building on the things that do along the way. The more an improv team works together, the more they trust each other, and the better they know each others’ strengths and how to use them. A lot like Scrum projects, over all.
*I was recounting this to a friend over the weekend, who flummoxed me by asking who Tina Fey is. So just in case – ladies and gentlemen, Tina Fey.
In Scrum, the definition of done tells us when a feature is completed to a releasable standard. It sits above the individual acceptance criteria for each user story. For example, here’s the definition of done for development stories from one of our projects:
committed to source code repository
passes appropriate tests for story (including cross-browser testing)
tests written and run on integration server
accepted by product owner on UAT (unless story asks otherwise)
cross- browser testing of interface elements
readme updated if applicable
change log updated
Adding the definition of ready to the definition of done
Recently, we’ve been looking at the definition of ready – the criteria a user story has to reach before it can be handed over to the team. You can think of the definition of ready and the definition of done as two key points in the sprint cycle – one defines when a story is ready to go in, and the other defines when a story is ready to come out.
Jeff Sutherland and Carsten Ruseng Jakobsen have described a definition of ready as a simple concept that depends on discipline and creates stability in a sprint. It’s designed to stop time being wasted when it’s discovered that user stories are missing important pieces of information that means they can’t be started or completed.
A definition of ready gives the team confidence that every story they bring into a sprint is completely ready for them to get started on. In this way, as Sutherland and Jakobsen observe, a definition of ready can improve the flow and stability in a sprint.
A sample definition of ready
Here’s a definition of ready we’ve developed for one of our projects:
The business value is clearly articulated (in the format of ‘As a type of user I want some goal so that some reason‘)
The story has clear and concise acceptance criteria which describe all of the features of the story. Details are captured as a narrative texts that describe an interaction of the user and the system, focusing on the value a user gains from the system.
Once the acceptance criteria have been met the story is complete
No external dependencies block the story being completed
Story identifies external expertise and provides contact details.
Many of the points (for example, 2,4 and 5) reinforce the usual expectations of a good user story. Some are designed to trouble-shoot in advance: for example, 7 and 8 are there to help the team work as efficiently as possible, by ensuring they’re not being held up by business processes outside of the team, and have ready access to any expert help they need. And some are small tweaks that add efficiency in the longer term – for example, point 3 ensures we have a short headings for the user stories that make them easy to scan in Pivotal Tracker.
Of course, having a definition of ready doesn’t mean there won’t be occasions during sprint planning meetings when gaps are found in the preparation or understanding of a user story. It also doesn’t mean the team no longer has to talk the stories through with the product owner during these meetings, and throughout the sprint. But it does mean you’re creating the best possible conditions for optimal productivity in the sprint.
Much of the information is targeted at people who are already familiar with Scrum and Agile, but we are well aware there are many people out there to whom Scrum is something to do with rugby, and being Agile is to do with being flexible (which I suppose is actually true either way).
As a relative newcomer to the worlds of Agile and Scrum, I’m realise there is quite a learning curve, and throughout my learning process I’ve come across a number of different resources that have helped my understanding immensely.
One of the more useful resources I have come across is the following video (and of course, the great free‘Introduction to Scrum’ seminar we run here at Boost), which quite succinctly explains Scrum in less than 10 minutes.
Of course, there is more to Scrum than this, and a number of different ideas and terms that you’ll have to remember and understand, but it’s a great way to get started.
Did you catch all of that? There is a lot of information being covered in a short period of time, and I’d recommend watching the video a couple of times to try and listen and understand all the information that is being shared.
A couple of our Scrum Masters here do have a couple of thoughts to add to the video though:
Scrum Masters and Projects managers aren’t the same thing
We like to user story points for estimation as opposed to hours
We do a burn-down of hours and a burn-up of story points
We think daily stand-ups are essential, regardless of team experience
Of course you are more than welcome to ask any questions you have about the video in the comment section below, or ask us on Twitter @BoostNewMedia or on our Facebook page. We’ve also included some of the key terms from the video below to help with your learning.
Key Scrum Terms
There are a few key terms in there that are pretty crucial to understanding Scrum, and for your benefit (and mine), here is a quick recap of some key Scrum terms using definitions from the video. Feel free to chime in with your own definitions if you have something to add:
Product Backlog: A wishlist of features you’d like to implement for your site/service/product, generally ordered in terms of business value.
Product Owner: Represents the users and owners of the site/service/product to ensure the right features make it through to the Product Backlog. They set the direction of the site/service/product.
Scrum Master: Makes sure the project is progressing smoothly, and that every team member has the tools they need to get the job done. They also remove any impediments to progress for the team.
The Team: A multifaceted group that gets the job done; includes developers, testers, and other talents as required.
Sprint: A short duration milestone that gets elements of a site/service/product to a ship ready state, taking prioritised tasks from the Product Backlog.
Burndown Chart: A chart that shows a day by day measure of the amount of work remaining in each sprint or release. Often has a Burndown Velocity line showing the trend of the project to help you understand if the project is going to be finished, early, on time or later than expected.
The Daily Scrum: A daily stand-up meeting (aka. The daily stand-up) with the team that asks ‘What did you get done yesterday?’, ‘What will you work on today?’ and ‘Are there any obstacles in your way?’.
Scrumology – has a great blog, and email series called the Scrum Addendum that is well worth signing up for
Simple, huh? Of course, that’s a very introductory overview, but hopefully this video makes you realise that it’s not impossible to learn, and shows you a few of the ways that Scrum can improve your development practices.
If you’ve got any questions about Scrum, let us know in the comments below, and we’ll do our best to help you. Don’t forget to subscribe to our RSS feed to keep up with our latest news and adventures, and to help you continue on your Scrum learning way.
Then we talked about the how. How do we know which practices we should be using, or trying to improve? So things like, if a product owner keeps rejecting delivered work, maybe we need to look at the way acceptance criteria and done definitions are being stated, because there seems to be gap between what the developers are hearing and the product owner is seeing. Or things like holding regular product backlog grooming sessions, so we know we’re always working on the most important features for our product. As Jean observed, this is how you avoid getting trapped in cargo cult Agile – going through all the right motions, but not seeing the expected benefits.
In that discussion, we started digging into the principles of Agile – the why. Why is it that we and our organisations have decided to adopt Agile? For some people it was about increasing returns, or decreasing risks; for some, it was about improving the quality and timeliness of work delivered; for some, it was about team morale. Everything about your take up of Agile needs to stem from this why – if you don’t know why you’re doing something, why bother?
Back at work I started reading over the Rally blog, and found this post from Jean about being a newbie on the Project Management StackExchange. This is one of 50-plus question and answer sites on the StackExchange network, where people can ask and answer questions on specific topics. The StackExchange sites are known for their exemplary community management (and Jean’s post gives a great insight into how this works). In fact, one of my favourite Webstock 2010 talk was Jeff Atwood’s Stack Overflow: Building Social Software for the Anti-Social, about creating the first of these sites, devoted to programmers and their detailed technical questions.
Here at Boost we’ve been running Agile projects (using Scrum) internally for about five years, and with clients for more than three. Constant refinement and improvement is a key aspect of Scrum processes, and for our scrum masters in particular (myself, Gavin, Kriston and Courtney) looking for ways to tweak our projects is a big part of what we do.
One way we do this is by trying practice runs of new processes internally before we unleash them on our clients. Recently we trialled story mapping as a different way to generate user stories, and then tested two different ways of prioritising the stories into a product backlog. We learned a lot from this, and are looking forward to trying it with clients soon.
What is story mapping?
Jeff Patton has done the most to formulate the method of story mapping, and he contrasts it to the traditional ‘flat’ product backlog. Patton argues that while a flat product backlog is good for helping the team understand what needs to be done next, it doesn’t help the team see the big picture of what they’re making:
Arranging user stories in the order you’ll build them doesn’t help me explain to others what the system does. Try handing your user story backlog to your stakeholders or users when they ask you the question “what does the system you’re building do?”
For my money, trying to understand the system – the whole system – is the difficult part of software development. One of the most common complaints I hear from Agile teams is that they lose the big picture – that is if they ever had it in the first place.
… [A] story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that delivery value to users and business with each release.
Occasionally on our Agile projects we’ve run into the problem where, although we’re working in order of priority and regularly delivering new functionality, it still feels like that new functionality isn’t building into a cohesive whole for users. We decided to try out story mapping to see if it might help in these situations.
Generating the stories
For the trial we had:
the four scrum masters (me, Kriston, Gavin & Courtney)
a big empty wall
some builders tape, lots of Post It notes, and a bunch of Sharpies
I facilitated the story mapping, and Kriston, Gavin and Courtney took on the role of the team. Gavin was our Product Owner, and Kriston & Courtney played the part of topic specialists, there to advise the Product Owner on business and user needs. (Any combination of people could form the team for this exercise, but it’s important to make sure that the Product Owner continues to be the person making decisions about priorities based on business value, with everyone else there to advise and support them.)
The scenario we used was imagining we were going to launch an online card-sorting tool to complement IntuitionHQ, our online usability testing tool.
First, I asked the Product Owner ‘What will people do with this tool?’ (this is a more user-focused way of asking ‘What will our software do?’). The team brainstormed the high-level activities:
manage the site (admin features)
open and manage an account
create and distribute a test
The Product Owner wrote each of these down on Post Its and and placed them in a row above a strip of builder’s tape on the wall.
Next I got the Product Owner to brainstorm the user stories that fell out of each activity, and stick them up in columns under the related activities. For example, under ‘Open and manage an account’, we had the user story As a IntuitionHQ customer, I want to log into the cardsorting tool with my existing account details, so I can get started testing quickly. We ended up with about 25 user stories across the four columns.
'Wall' with stories arranged into groups
Prioritisation 1: traditional method
At this point, the user stories were in random order in their columns. Next I got the Product Owner to order them from most to least important within their columns.
After the stories were prioritised, I got the team to work together to identify a ‘walking skeleton’: the stories from each column we’d have to complete in order to have a first release of the software that was both high value and immediately useful. We put a line of builder’s tape across each column where the cut-off point fell.
'Wall' with priortised stories
Prioritisation 2: ‘buy a feature’ method
Next we tried another way of selecting stories for the first release. We went through and roughly sized each of the stories, allocating 1, 2, 3, 5, or 8 points to each (in the real situation, we’d have the people working on the project estimating like they normally would).
Then I gave the Product Owner a ‘budget’ of $30 to ‘buy’ the stories they wanted to see in the first release (with ‘buy a feature’ prioritisation, you use a budget of between 1/3 and 1/2 the entire system budget, to force decision-making.) The ‘cash’ was in the form of small Post Its with $5, $2 and $1 written on them – so to buy an 8 point story, the team had to pony up a $5, a $2 and a $1.
'Wall' with stories prioritised by 'buying' features
What we learned
It was fascinating watching the team change their mind about priorities with this spending limit in place. For example, in the first prioritisation, the story As a IntuitionHQ customer, I want to log into the cardsorting tool with my existing account details, so I can get started testing quickly didn’t make the cut as a first release. In terms of opening and managing an account, this was originally seen as a nice to have, compared to the functionality to create a new account. When faced with a limited budget however, the team decided this was the only story they wanted to buy from the ‘Open and manage an account’ column, reasoning that for a beta release, they’d be happy to offer the site just to existing customers. This released more cash to buy the essential stories associated with creating and distributing tests, and collecting and displaying results.
Based on current and previous projects, we know that a point usually represents about three hours work. Using this technique of estimating and ‘buying’ stories, we know we’d be able to give a client a reasonably accurate picture of what we’d be able to deliver within any given budget.
Where we think story mapping will be useful
The scenario we picked – building an online card-sorting tool – was quite simple, and as we’ve built something similar we had a good understanding of what we’d need and how much work was involved. Our story mapping exercise was therefore quite straightforward, and we completed it in under two hours. In his article ‘How you slice it’ (download the PDF) Jeff Patton describes how to run a far more complex story mapping exercise. The overall goal remains the same: a useful and highly usable first release, which sets the stage for further iterations. As Patton writes in the article:
Incremental release may be one of the more valuable aspects of the various Agile development methodologies. An early release can help capture market share, generate early return on investment, and reduce money risked on software development. A strong early release can increase those benefits immensely. The model we’ve built can give you a better picture of your software’s features and help your organisation construct the most useful and coherent early release possible.
We can see a number of situations where this technique will be useful
at the beginning of any Agile project, when user stories need to be written and prioritised
particularly, at the beginning of projects where the software or product is intended to do a number of different things
when you’re working with a team that has previously felt like it doesn’t have the big picture of a project
when a product owner is finding it hard to prioritise stories for the first sprint or first release
when a product owner needs support getting stakeholder agreement on how features and stories are to be prioritised.
More background on user stories
Want to know more? Check out our introductory series
Today’s post is about how you can use user stories (and other tactics) to engage stakeholders in an Agile project.
It might sounds like user stories are being proposed here as some kind of magic bullet for any and all project woes. They’re not. User stories are a tool, and like any other tool, if they’re badly used or ill supported they won’t bring you the benefits you were seeking. Equally, when well used they not only underpin a very effective development process but can also be used to communicate project progress and decision points to people outside the development team (aka stakeholders).
What’s a stakeholder?
As noted in the post about the development process, in an Agile project there are three roles: Product Owner, Scrum Master and team member. Only people doing actual work are in the team. Only people who are in the team go to stand-ups, retrospectives and planning sessions. It might sound blunt, but that’s the way it works best.
I usually define ‘stakeholder’ as a person outside the team who has a direct interest in the project’s outcome. (This is another good definition.) They might be paying for the project, they might be ‘sponsoring’ the project within an organisation, they might be the people who work with the end customers. They are the people who the Product Owner needs to take direction from and report back to.
Product Owners and stakeholders
The relationship between the Product Owner and project stakeholders can be a delicate dance. Ideally, the Product Owner will be someone who the stakeholders really trust. The Product Owner is constantly making decisions for the project, and needs to have the confidence to make these without referring back to the stakeholders in each instance. Equally, the Product Owner needs to keep stakeholders advised of progress, and get sign off on any necessary decisions.
I’ve been the partner in these dances before, and I’ve learned it’s something you get better at the more you practice. Here are a few things that I’ve found work well.
Before you start writing user stories or anything else, bring the whole team and all the stakeholders together. Get the stakeholders talking about who their customers are, and what they want to make for them.
In these meetings, we often use a variation on the project success slider tool to understand the environment we’re working in. Often stakeholders are under pressure: a limited budget, a tight timeframe, a group of customers who they need to deliver a new service to.
Project Success Slider from LibraryTechNZ
At Boost we used a modified version of the sliders, where each factor can be awarded a value between 1 and 7, but only 28 ‘points’ are available to be awarded. We find the exercise has two benefits:
Everything gets discussed out in the open, and the group has an objective and visual way of reaching consensus on what the project needs to do in order to be successful (e.g. “We’ll accept delivering beta software that’s 80% in terms of our quality criteria, if it means that we hit our deadline and we have all the functionality we wanted to get out there.”)
An understanding is reached that can be used to make decisions later in the project. Say the group decided that staying within budget was more important than the timeline. Now imagine a scenario where a key team member has to take two weeks’ sick leave a month before launch. Going back to the original values, you decide to push out the launch and wait for the team member to come back to work. If you’d decided timeline was more important than budget, you might decide to bring in a contractor to take the team member’s place to get the work done in time for the scheduled launch.
Priorities and the product backlog
I don’t advise getting stakeholders involved in writing user stories, or doing the prioritising. However, they are likely to want – and warrant – insight into what’s being prioritised and why. And you as product owner need to make sure you’re still making decisions according to the business’s needs (and that the business needs haven’t been changed without anyone telling you).
A technique that’s worked well for me in the past looks something like this. The afternoon before the sprint retrospective, but after I’ve prioritised the user stories for the coming sprint, I have a meeting with the project stakeholders/sponsors. I show them the work that’s been completed since we last met, and present anything that needs to be signed off as a milestone. I explain what I’m trying to achieve in the next sprint. Then I confirm that my priorities are still the right priorities.
I usually use Pivotal Tracker and show stakeholders a view where completed stories are presented in one column, current sprint stories in the next column, and the unstarted stories in the last column. It’s a project update in one screen. Then if they chose to reprioritise anything, they watch on the screen as I drag and drop stories around. It demonstrates very effectively the impact of these decisions on when work is likely to get done.
Because the focus with Agile is on regularly delivering deployable software, you’re in the happy position of frequently showing stakeholders completed chunks of work. And because user stories are written in plain language, when you look at a list of completed stories it’s easy to understand exactly which features and functionality have been completed – even if you’re delivering something hard to demonstrate, like setting up a server or fixing bugs.
Between demonstrations and the user stories, I’ve found there’s rarely any need to write project update documents. It’s obvious what’s been completed, and what remains to be done. It’s also possible to see if you’re working more slowly than you expected, and therefore need to start thinking about getting more people into the team, or freeing up more of existing team members’ time for the project.
The things you’re already doing as part of an Agile project make good communication tools when you’re talking to people outside the project. You can do reporting without the overhead involved in writing reports, and you can stay within the spirit of the process. All of this helps develop people’s understanding of how web and software projects happen.
That’s all for this week. The next post will look at trouble-shooting some of the common challenges faced on Agile projects. Thanks for reading!
Welcome back! So far in this mini-series I’ve covered the basics of user stories, and added some detail in the shape of acceptance criteria. Today’s post is about the INVEST model for writing user stories, but for that to make sense you need to know how an Agile project is run.
If you’re already familiar with Agile development, you might like to skip down the page to the section about the INVEST model. Otherwise, go make yourself a cup of tea and then settle in for a description of the Agile development process from the Product Owner’s point of view.
Agile / Scrum
Scrum is the form of Agile development that I’m most experienced with, and the one we follow here at Boost.
In Scrum, the development of your product (a website, a piece of software, an application) is split into a series of iterations, called sprints, each of which is usually between 2 and 4 weeks long. The number of sprints in your project might be determined by budget (how many staff, for how long, can we afford to put on this project?), time (how long until we need to have something live?) or experience (how long has this kind of project taken us in the past?).
Scrum relies on a self-organizing, cross-functional team. The scrum team is self-organizing in that there is no overall team leader who decides which person will do which task or how a problem will be solved. Those are issues that are decided by the team as a whole. The team is cross-functional so that everyone necessary to take a feature from idea to implementation is involved. These teams are supported by two specific individuals: a ScrumMasterand a product owner. The ScrumMaster can be thought of as a coach for the team, helping team members use the Scrum framework to perform at their highest level. The product owner represents the business, customers or users and guides the team toward building the right product.
Product Owners and Agile
I’ve been a Product Owner for a number of projects, and it’s a role I find immensely satisfying. You’re the voice of the customer on the project, and it’s your job to make sure that the work the team is doing matches the business’s needs. As Product Owner you don’t necessarily need to be a technical expert, but you do need a deep understanding of your business and your customers, and the confidence to make fast decisions.
The Product Owner manages the product backlog, the list of all the things the product needs to be and do. The product backlog is made up of user stories, and your first task in a new project is to sit down and write all the user stories you can think of right now (one of the beauties of Agile is that you can keep adding, removing and modifying user stories throughout the project) and then prioritise them.
Handing over the user stories: sprint planning
The sprint planning meeting is where you see the user stories being put into action. It’s attended by the Product Owner, the Scrum Master, and all the development team.
In the first part of the meeting the backlog will be put in front of the team (perhaps as a spreadsheet, or using a tool like Rally or Pivotal Tracker, or as a bunch of index cards). The team will then ask you questions about any of the user stories that aren’t immediately obvious, and you’ll talk about acceptance criteria. Through this conversation the team will decide which user stories will be tackled in the coming sprint, and what the sprint objective is. You might write this up as a sprint goal: “At the end of this sprint we’ll release the sign-up/log-in functionality to the live site”.
The user stories taken on for a sprint become the sprint backlog. This is all the team will focus on during the sprint – only the Product Owner will be looking at the rest of the product backlog.
The Product Owner isn’t usually present in the second part of the meeting, but I’ve sat in on these sessions (and kept my mouth shut – no doubt a surprise to anyone who knows me well). In this part of the meeting the team puts estimates on each of the user stories. Estimates can be expressed in different ways (story points, complexity points, team hours) but the general idea is that estimates show how much work a user story involves, and are used throughout the project to manage workloads, and predict and track how much work can be done in a given amount of time.
When the estimates are locked in, the team starts work.
User stories throughout a sprint
During a sprint each story will go through a number of stages:
These stages are tracked through online tools like Rally or Pivotal Tracker or with a visible workspace.
Scrum Board by Drew Stephens on Flickr, released under a Creative Commons BY-SA license
During the sprint, the team will hold regular stand-up meetings (maybe every day, maybe on Mondays and Thursdays – whatever works for the pace of the project). As the name suggests, the meetings are held standing up – a physical signal to keep things snappy. At the stand-up the team members will update which stage each user story is at, and talk briefly on three points:
What I did yesterday (or over the time since last stand-up)
What I’m doing today
What’s blocking me (anything that’s stopping them from progressing a user story – e.g. “I haven’t got the wireframes, so I’m blocked on starting the design”).
It’s good to have the Product Owner at the stand-ups, so they can answer any questions on the spot. You’re also likely to be called on throughout the sprint, to review wireframes, to give design briefs, to test out functionality, to answer questions about business needs. As work is completed, each user story will be assigned back to you to ‘accept’ or close: work on a story is complete when the user can achieve the stated goal, and all the acceptance criteria are met.
The aim is to get all the stories in the sprint backlog done before the sprint ends. Stories that run over several sprints are probably badly written (see the INVEST model at the end of this post).
At the sprint retrospective
At the end of the sprint, the team meets again to demonstrate the completed user stories to the Product Owner. Nothing should come as a surprise (you’ve been involved in the work throughout the sprint) but that doesn’t mean you won’t get a sense of delight at seeing finished functionality that’s ready to be released.
The Scrum Master will then lead the team (including the Product Owner) through a retrospective, an analysis of what went well in the sprint, what didn’t go well, what could be changed to make things go better, and any ideas that might improve performance or productivity.
Before the sprint retrospective you’ll have reviewed the product backlog (probably in a meeting with the Scrum Master) and done any rewriting or reprioritising of user stories. After the retrospective the sprint planning starts over again.
Independent Negotiable Valuable to user or business Estimable Small Testable
‘Good’ here means ‘good for making this whole process work smoothly’, which is why we’ve walked through how a sprint plays out before coming to this definition.
Independent The story stands alone. Stories that are highly dependent on each other are hard to prioritise (“all the stories are equally important”) and hard to estimate (“I can’t put a time on that until we’ve finished that other story”). Problems with dependencies can be solved by dividing stories differently, or combining several small stories into a single larger one.
Negotiable Remember card – conversation – confirmation? A story should be the starting point for a conversation and an opening for the team to suggest a solution, not a detailed description of how the Product Owner expects that feature or piece of functionality to be implemented.
Valuable It’s all about the end-user. If you can’t describe the value a customer is going to get out of your story, it’s not a good story.
Estimable No estimate, no entry into the sprint backlog. If there’s not enough information or definition to allow the team to put an estimate on a story, it doesn’t get started.
Small A story shouldn’t take longer than a sprint to finish. Any larger than this and it’s hard to estimate or plan for. It’s also likely to be hard to write acceptance criteria and to test.
Testable If you can’t test it, how do you know when a story’s done and working as it should?
Last week I described the bones of the user story. Briefly, a user story is a description of an objective a person should be able to achieve when using your website/application/software, written in the following format
An an [actor] I want [action] so that [achievement]
As a Flickr member I want to be able to assign different privacy levels to my photos so I can control who I share which photos with.
This post adds some flesh to the idea of user stories, in the shape of acceptance criteria.
Where are the details?
At first glance, it can seem like user stories don’t provide enough information to get a team moving from an idea to a product.
Card – stories are traditionally written on notecards, and these cards can be annotated with extra details
Conversation – details behind the story come out through conversations with the Product Owner
Confirmation – acceptance tests confirm the story is finished and working as intended.
In a project following an Agile process, user stories are discussed in meetings with the Product Owner (the person who represents the customer for the thing you’re developing, and who writes the user stories) and the development team. The user story is presented, and the conversation starts. For example:
As a conference attendee, I want to be able to register online, so I can register quickly and cut down on paperwork
Questions for the Product Owner might include:
What information needs to be collected to allow a user to register?
Where does this information need to be collected/delivered?
Can the user pay online as part of the registration process?
Does the user need to be sent an acknowledgment?
The issues and ideas raised in this Q and A session are captured in the story’s acceptance criteria.
Acceptance criteria define the boundaries of a user story, and are used to confirm when a story is completed and working as intended.
For the above example, the acceptance criteria could include:
A user cannot submit a form without completing all the mandatory fields
Information from the form is stored in the registrations database
Protection against spam is working
Payment can be made via credit card
An acknowledgment email is sent to the user after submitting the form.
As you can see, the acceptance criteria are written in simple language, just like the user story. When the development team has finished working on the user story they demonstrate the functionality to the Product Owner, showing how each criterion is satisfied.
Including acceptance criteria as part of your user stories has several benefits:
they get the team to think through how a feature or piece of functionality will work from the user’s perspective
they remove ambiguity from requirements
they form the tests that will confirm that a feature or piece of functionality is working and complete.