location_city Bengaluru schedule Mar 27th 01:30 - 03:00 PM place Grand Ballroom 1

In order to achieve my goals, as a buyer of your product, I want awesome feature.

AT: make sure your users stories don't get in the way.

Users Stories, the tool teams use to break big ideas into small demonstrable deliverable, are easy to describe and challenging to write effectively. In this hands-on workshop you'll learn how to write great user stories that adhere to the INVEST principle. We'll learn various techniques to slice your stories using the vertical-slicing approach. We will discuss what elements should be included in the stories, what criteria you should keep in mind while slicing stories; why the size of your user story is important and how to make them smaller and efficient.

 
 

Outline/Structure of the Tutorial

  • Quick overview of Stories and Slicing Metaphor - 5 mins
  • What do you do to Large Stories? Spike, Split, Stub & Timebox (SSST) technique. - 5mins
  • Acceptance Criteria - 10 mins
  • Core Slicing Techniques: - 60 mins
    1. System Slice
      1.a. Static vs. Dynamic
      1.b. Real-time vs. Batch Processing
      1.c. Build vs. Buy
      1.d. Automated vs. Manual Steps
      1.e. Defer certain roles
    2. Behavioural Slice
      2.a. Adjusting Sophistication - MVF (Minimum Viable Feature) or Walking Skeleton
      2.a.1. Acceptance Criteria
      2.b. By-pass certain steps in the workflow
      2.c. Focus on Happy Path First (edge cases later)
      2.d. No options - 1 option - Many options
    3. Incrementally improve ‘Ilities' (Usability, Scalability, Reliability, etc.)
      3.a. Simpler UI (even consider using a standard UI)
      3.b. Minmal Data
      3.c. Improve Performance Iteratively
  • Product Discovery and Story Mapping - 10 mins

Learning Outcome

How to slice user stories.

Target Audience

Product Owners, Product Managers, Agile Coaches, Team Leads, Scrum Masters, Developers, Testers

schedule Submitted 5 years ago

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      1. Re-structuring the Project code-base
      2. Establishing a baseline database: After taking a dump from the production database, we cleared out surplus data from the DB and setup a seed database with automed scripts
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      Adopting agile development practices and continuous delivery is becoming a norm in the software industry. Time to market and frequent releases have drastically reduced time available for regression testing. Inspection is considered wasteful. Faster feedback cycles during development is crucial. These have created lot of challenges for testing community, which traditionally relies on manual testing assisted by UI based test automation.

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      1. Self-organizing teams
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        • Culture shift
      2. HR
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        • Effective R&R in agile space
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      Vision

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      Office: In the corporate world switching jobs every few years have become common, but there is no passing on of the context, resulting in the new person taking charge, starting from all over again, as well as frustrating existing good performers who have to rebuild the perception.

      Infrastructure

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      Office: Computers have become so cheap compared to the salaries, yet the policy of providing the best tools and good work environment are archaic.

      Coach vs Management

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      Office: Often coaches are seen as part of the management or management tries to heavily influence coaching which results in a team which will work either for metrics or to please higher ups without the actual result that it had aimed for.

      Training

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      Office: In the software industry a generation is about 2-3 years. Computer science degrees are nowhere near what is state of the art in the industry. At many places the on boarding process is either very shallow or not up to date with the recent developments, leaving people to learn most of the things hard way. Given too many things to learn and the information overload, this results in inefficient learning and application of knowledge on the job. We need to prepare people to find answers that are not available on Google.

      Team composition

      Football: Rookies don’t learn by watching greats from the bench, instead they play along with the veterans. Every sports team makes sure to have the right composition with a mix of rookies, emerging players and veterans. That is how they sustain a winning team.

      Office: Architects and Leads often do not code or are not part of the team every day, this means that most of the time the team just looks up to for advice or waits for reviews. There should be a good mix of people at all experience level so that there are enough people to try new things, enough people who have mastered few things and enough people who challenge change.

      Above all – Persistence

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      Since the late nineties, the Agile books in the non-fiction aisle have steadily increased in number. It's common to see a book or three about Agile on a colleague's desk. It's also common to see such a book look practically new, the book spin showing no sign of having been opened. Non-fiction books are great at providing bullet points of things to do and reasons why. But non-fiction books are poor at:

      • inspiring,
      • creating emotional attachement (so the reader finishes the book), 
      • creating a full sensory environment for the reader,
      • describing a holostic environment, or
      • 'intriguing' a reader who is un-interested in the topic. 

      (This bullet list above is a good example of how non-fiction can excite thoughts who already know the story behind the bullets, but doesn't inspire much if the reader hasn't any context or background.)

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      What force could be stronger than fiction for giving an individual the courage to initiate an organizational change in the face of uncertain co-workers and often antagonistic corporate environment?  What tester, developer, PM, director could not use the courage of knowing a "David verses the Goliath," "Legend of the IpMan," or "V for Vendetta" to not only understand the bullet points, but to have the stedfast to sustain in the face of resistance because they believe in the change as if they've lived that life, due to reading stories which placed them in one or many virtual versions of that world.

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      • Introducing Regan McNeil: Poor Regan McNeil was starting go insane, but a team of doctors and specialists in close, face-to-face collaboration, couldn't solve her problem.

      • The Exorcist: The Exorcist knew how to have just enough conversation to get to work, so his team could deliver the value everyone had been working and praying for.

      • Summary: "In life, understanding is the booby prize". Sometimes the quest for understanding can be an impediment to delivering value. Having faith in self-organization, sometimes its best just to get to work.