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[av_heading tag=’h3′ padding=’10’ heading=’Keeping an Eye on the Big Picture’ color=’custom-color-heading’ style=’blockquote modern-quote modern-centered’ custom_font=’#ffffff’ size=’89’ subheading_active=” subheading_size=’15’ custom_class=” admin_preview_bg=’rgb(255, 255, 255)’ av-desktop-hide=” av-medium-hide=” av-small-hide=” av-mini-hide=” av-medium-font-size-title=’55’ av-small-font-size-title=’34’ av-mini-font-size-title=’21’ av-medium-font-size=” av-small-font-size=” av-mini-font-size=” margin=” av_uid=’av-smawtv’][/av_heading]
[av_heading heading=’Story Mapping Helps You Keep a Broader Perspective – Miłosz Musialik’ tag=’h3′ style=’blockquote modern-quote modern-centered’ size=” subheading_active=” subheading_size=’15’ margin=” margin_sync=’true’ padding=’10’ color=’custom-color-heading’ custom_font=’#ffffff’ av-medium-font-size-title=’55’ av-small-font-size-title=’34’ av-mini-font-size-title=’21’ av-medium-font-size=” av-small-font-size=” av-mini-font-size=” av_uid=’av-jimxxvmg’ admin_preview_bg=’rgb(255, 255, 255)’][/av_heading]
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Workshops with a client. The client – a representative of an international trade company, my potential Product Owner. Myself – just one more IT business analyst the client will meet in his career. Over the last 4 hours, we have been discussing and verifying what we had done the day before. We are not sitting but standing in front of a wall covered with coloured Post-it notes. Everyone is holding a marker and some Post-it notes in their hands. You can tell we are thinking hard.
This is when our mind map is created, the common understanding of what we have to do, how we have to do it and, above all, why we have to do it. My client is working on such a map for the first time in his life. At some point, he tells me he likes the way the workshop is conducted. He is curious where I got the method from. My answer? From experience.
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What’s the Big Picture, anyway?
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Another meeting. A client asks me how I make sure I don’t forget the big picture. I don’t know the term. I assume he means the broader business perspective, the understanding and following of superior business goals of project implementation; a typical conclusion of a young analyst who reads business books. So, I am talking about Scrum, explaining there are specific meetings where, along with the development team, we work constantly on the business value of every requirement, maximizing value, changing requirements in an agile way, doing our best to take a lean approach so clients will always have the opportunity to correct or change the direction we are heading. Again, the typical response of a young analyst.
The client looks at me and once again asks the same, slightly paraphrased question – how to make sure that we keep an eye on the goal? At that very moment, I had no better answer. Fortunately, more experienced colleagues come to the rescue and start telling the client stories based on their work on other projects.
As a professional, I felt somewhat ashamed that I didn’t know the answer to the client’s questions. I had to do everything I could to prevent this from happening ever again.
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Let’s investigate
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I started to read about big picture idea. To my surprise, I found vast numbers of articles on the subject and only after reading a few texts was I able to understand the question my client had actually asked me. Experienced in other projects, he knew well that focusing on the details of particular functionalities, the design and short-term goals – those goals set in particular sprints – could make us very quickly lose sight of the main goal: why we are developing the solution in the first place.
Why did he ask this question so directly? He simply knew that if we as his suppliers could not help him, we would all get lost in such a dynamic environment and forget about his needs. We would finish the project, everyone would happy. There would be nothing wrong as regards the budget, timetable, quality, or change management, but what if, at the same time, we delivered a product customers didn’t want, a product that would neither suit their needs nor solve their business problem. The worst aspect of such a situation would be that the client would only realize this after users had started to use the solution and had already provided their first comments.
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Business vs. development
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The definition of the business analyst, someone who purports to connect the world of business with the world of IT, is no longer relevant. Developers exactly know that the solutions they create need to meet the business requirements of the client and that it is important that the product features play their intended role and aren’t just awesome fragments of JavaScript code created in the Angular framework. Nowadays, developers want to understand the business domain. They ask clients about it. They need clients to confirm that the product they are supposed to deliver is business-justified.
One more thing that worried my client then was the fact that developers were looking at the project from a very low level. Analyzing the details of individual features, or even entire epics, they could not see the whole spectrum of the solution. They did not see what happens in the client’s business.
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How to find a perfect tool?
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My next step was in coming to the conclusion that the ability to monitor The Big Picture and communicate high-level goals to customers and colleagues was the most valuable thing. I promised myself that I would be the guardian of The Big Picture. In every project, I would be the one to always keep a wider view on things.
A worthy goal, indeed, but how to achieve it? What would I have to do, aside from reading more books? I was afraid that again I would end up with a theoretical knowledge, merely citing fragments of books during meetings with clients. No doubt, I reasoned, I was not the first person to be in this position, so why reinvent the wheel?
Browsing analyst forums, I came across a comment in a thread about The Big Picture where someone had written that what had helped him greatly was story mapping. A quick Google search later and the name Jeff Patton came up, his book available from Amazon for $49.99 plus shipping. But wait a moment, we have a plenty of books in our company and I immediately spotted the purple cover on the shelf.
Reading Jeff Patton’s book, I became even more convinced that nowadays it is very easy to forget about The Big Picture. Changing requirements, priorities, information, and differing user perspectives, all of which mean that the Product Owner has to deal with multiple sources of knowledge. And these are impermanent: people change their minds and have their own goals and perspectives. How to come to terms with all this? How to always remember what is important and how not to forget about the main goal?
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Map and visualize your user stories
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User Story Mapping is inspired by the work of criminal investigators. We have all seen films where investigators spend hours pouring over a board covered in photographs and other files, all connected with little bits of coloured string. That’s a very simple concept of a mind map, visualising one’s thought, events and correlations. Jeff Patton simply translated this concept into the language of IT.
Customers, developers and business analysts work with user stories to create a backlog. Usually, this consists a list of stories available to everyone as some sort of IT project management tool, encouraging you to open it up, focus on it and analyse it in isolation, without considering interactions and dependencies, not a solution that guarantees you will remember your main objectives. So why not stick your user stories written on Post-it notes on the wall? Why not make people’s lives easier and allow them to simple move or even remove the cards?
The user story map allows for the visualization of the entire system, the work to be done and the priorities. It allows both the client and the development team to keep track of any changes at any time, letting you divide areas of the project, epics and stories as needed. This allows you to identify interactions and dependencies right away. The team has free access because it is in the room they work in and in talking about the project, they can always refer to the map.
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Walking skeleton
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The Walking-skeleton is the heart of the story map. It can be a user-journey, a business process, or some logically ordered functional areas of the system. At a glance, you can see why you have created specific features and what business goals the application is supposed to fulfil.
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This is how it works, step by step:
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When creating a story map in workshops with clients, while working on a new project or on the next release, we immediately discuss The Big Picture. We literally draw it. The client can see the whole system, its size and all the planned releases. It is a solid project roadmap. It lets the client identify impacts, see what he still needs to verify and decide how to take into account all stakeholders’ expectations. The map simply provides arguments. He can now be sure the team will not forget what the big picture is and that his vision of the solution will be a reality.
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