Splitting User Stories - Agile For All Working from a prioritized backlog of small user stories allows a team to get value and high-quality feedback on frequent intervals. Many teams struggle to split large user stories into small stories in a useful way. Instead of ending up with small vertical slices through their architecture, they get stories that look more like tasks or architectural components and fail to experience the value or feedback small stories should provide. Fortunately, story splitting is a skill that can be learned in a relatively short time. Understanding the group knowledge Understanding the group knowledge is a team building activity that helps the team understanding the group knowledge and abilities, as well as the intentions and actions towards increasing it. Running the activity 1. Please list all knowledge and abilities we believe a team like ours should have. 2.
The 30 Elements of Consumer Value: A Hierarchy When customers evaluate a product or service, they weigh its perceived value against the asking price. Marketers have generally focused much of their time and energy on managing the price side of that equation, since raising prices can immediately boost profits. But that’s the easy part: Pricing usually consists of managing a relatively small set of numbers, and pricing analytics and tactics are highly evolved. What consumers truly value, however, can be difficult to pin down and psychologically complicated. How can leadership teams actively manage value or devise ways to deliver more of it, whether functional (saving time, reducing cost) or emotional (reducing anxiety, providing entertainment)? The amount and nature of value in a particular product or service always lie in the eye of the beholder, of course.
O'Reilly Media - Tech Books, DRM-Free Ebooks, Videos The high points in this book from Jeff Patton are too numerous to mention. I found myself taking copious notes, and you could do the same, but it would probably make more sense to keep it near you and dip into it regularly until you have fully digested it. It is filled with good quotes e.g. Trump's Carrier deal aside: Here's why most US factory jobs aren't coming home Drew Greenblatt, owner of Baltimore-based Marlin Steel, is already seeing a revival of U.S. manufacturing — even before President-elect Donald Trump takes office next month. His company, which makes steel wire baskets, saw an influx of new orders the day after the election that was big enough for him to hire four new workers. Four new jobs is a start toward Trump's goal of rebuilding the U.S. manufacturing base. But no matter what policies he puts in place, or deals he strikes, it's unlikely factories will create enough new jobs to replace the millions that have been lost to offshoring and improved productivity. And excitement over Trump's manufacturing plans was stoked this week with news that air conditioner maker Carrier had agreed to keep 1,000 jobs at an Indiana plant it had scheduled to close in exchange for $7 million in tax breaks, said NBC News. The company announced in February that it planned to move the jobs to Monterrey, Mexico, next year.
Why I still use use cases XP pretty much banned use cases, replacing them with the similar sounding “user stories” (see A user story is to a use case as a gazelle is to a gazebo (discussion: Re: A user story is to a use case as a gazelle is to a gazebo)}, and as a result agile zealots have been happy to dump use cases in the trash (along with their project managers, estimates, plans, and architectures). Scrum did similar, using the “product backlog” instead of user stories. Yet as I go around projects, I keep running across organizations suffering from three particular, real, painful, and expensive problems: User stories and backlog items don’t give the designers a context to work from – when is the user doing this, and what is the context of their operation, what is their larger goal at this moment?
Dual-Track Scrum Posted by marty cagan on September 17, 2012 Tags: scrum, agile, product discovery When I first start working with an Agile product team, one of the most common situations I find is where the teams have long and frustrating Sprint planning meetings because backlog items are poorly defined and not well understood; they have slow velocity as well as poor design because details are still being worked out during the Sprint; and the amount of waste and rework is very high because backlog items have not been validated. Remember that our higher order objective is to validate our ideas the fastest, cheapest way possible.
Agile Transformation Pitfall #5: Transparency is Abused Part 5 in our 10 Agile Transformation Pitfalls and How to Address Them With Agile, internal stakeholders, team members, and management have visibility into team activity like they’ve never had before. This transparency is a powerful asset, and how it is wielded has a large impact on the success of an Agile adoption or transformation. This blog discusses pitfall #5 in our blog series, 10 Agile Transformation Pitfalls and How to Address Them. RNC dismisses controversy over Christmas press release The Republican National Committee spent Christmas afternoon defending a press release that many interpreted as the political party deeming President-elect Donald Trump a king. In a holiday message sent out by the GOP, Reince Priebus, the outgoing RNC Chairman and Trump's incoming chief of staff, wished a "Merry Christmas to all!" "Over two millennia ago, a new hope was born into the world, a Savior who would offer the promise of salvation to all mankind. Just as the three wise men did on that night, this Christmas heralds a time to celebrate the good news of a new King," the message said. " We hope Americans celebrating Christmas today will enjoy a day of festivities and a renewed closeness with family and friends." The note, however, quickly prompted questions on social media, with many recipients wondering whether the GOP was referring to Trump as the "new King."
INVEST in Good Stories, and SMART Tasks (French) In XP, we think of requirements of coming in the form of user stories. It would be easy to mistake the story card for the "whole story," but Ron Jeffries points out that stories in XP have three components: Cards (their physical medium), Conversation (the discussion surrounding them), and Confirmation (tests that verify them).