Patton Story Mapping

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    So what do you write on

    a story card?

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    Wh h d h

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    As a [type of user]

    I want to [perform some task]

    so that I can [reach some goal]

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    release cycle

    developmentcycle

    User Stories shrink in size and grow in

    detail as they travel through a pipeline

    Capabilitiesor features Name

    Target customer oruser

    Value

    Release-sized stories Target release

    Relative size

    UI sketches

    Roughacceptance tests

    Stories forupcoming

    iterations Priority

    UI design

    Business rules

    Acceptance tests

    Iteration-sized stories Detailed

    acceptance tests

    Small enough to

    complete in aniteration

    Workingtested

    software Meets the teams

    definition of done

    Validatedproduct parts Vetted with

    customers and users

    Evaluated for release

    readiness

    Minimalreleasable

    software Generates value

    from its use

    26

    User Stories shrink in size and grow in

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    release cycle

    developmentcycle

    User Stories shrink in size and grow in

    detail as they travel through a pipeline

    27

    User Stories shrink in size and grow in

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    release cycle

    iteration

    User Stories shrink in size and grow in

    detail as they travel through a pipeline

    Capabilitiesor features Name

    Target customer oruser

    Value

    Release-sized stories Target release

    Relative size

    UI sketches

    Roughacceptance tests

    Stories forupcoming

    iterations Priority

    UI design

    Business rules

    Acceptance tests

    Iteration-sized stories Detailed

    acceptance tests

    Small enough to

    complete in aniteration

    Workingtested

    software Meets the teams

    definition of done

    Validatedproduct parts Vetted with

    customers and users

    Evaluated for release

    readiness

    Minimalreleasable

    software Generates value

    from its use

    28

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    Break down to

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    Break down to

    C3

    Delivery TasksWhat the delivery team does

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    StoriesWhat )$(%!12

    owners do

    30

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    1%233OP2344%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    Field Manager enters daily performance reports

    1. The shift has just ended and his reps are coming up with theirtotals. They have printed sheets with totals written on them.Steve quickly looks them over and signs them off. His assistantmanager brings him other sheets with totals hes signed off.

    2. In between visits by reps, Steve opens his Field ManagerWorkbench on his laptop. After logging in he sees todays date

    and the planned number of applications his reps should begathering 180 for today.

    3. He also sees yesterdays numbers, and last weeks numbers,and the last 30 days in graph that shows applications relative toapproval rate. Last weeks numbers were bad, and its the lastweek of the month, so Steve knows hes got to do well today.

    4. Steve clicks enter rep performance data. He shuffles his repsperformance sheets and grabs the first one.

    5. The date is defaulted to today, and the shift is defaulted to morningsince he hasnt yet entered info for today. Steve begins to enter thereps name, but after a few characters the system auto-completes hisname.

    6. The reps ID is already filled in, along with the code for the credit cardpromotion theyre working on today.

    7. Steve fills in the shift information for his rep. He then enters the total

    number of applications taken.

    8. It looks like from the notes on this sheet that this rep left sick twohours early. Steve adds a note about this in the system.

    9. Time passes as more reps bring in their sheets and Steve completesentering them in between conversations.

    10. After all the sheets are done, Steve looks at a summary screen forthe day. It looks like hes close to his goal. If the next shift continuesat this rate hell beat the plan by 5% or so. Thats good.

    11. Steve validates that the base pay is correct at $5 per app, and thathes set an individual bonus giving reps $50 each if they reach 20apps. Next to each rep he sees the calculated pay, base, bonus, andtotal pay for the day.

    12. The annual sale at Macys has brought a lot of people in today. Stevechooses a sale increases mall foot traffic code to add to his shiftdata sheet. Frank, his boss, has pestered him to make sure heincludes this type of information in his daily summaries.

    E3

    Steven

    Credit Card Marketing Field

    Manager

    Steven is a field managerworking at the local shopping

    center. Hes in the middle of a

    long workday supervising 13

    reps who are busy talking to

    people trying to convince

    them to apply for a credit

    card.

    50

    Think:

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    Think:

    mile wide inch deep

    or

    breadth not depth

    Youre trying to get the bigpicture

    E4

    51

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    Discuss, fill in, refine themap, and test for

    completeness

    E2

    52

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    Prioritize stories vertically

    then slice to smallvaluable releases

    ED

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    EF

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    EO

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    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    1. As a team assemble your map

    (so that you can familiarize yourself with it)

    2. Review an incremental release strategy

    (so everyone understands the desired

    product outcomes)

    3. As a team organize stories into

    incremental releases

    (so everyone helps make decisions that

    contribute to product success)

    F4

    61

    1 A bl

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    1. As a team assemble your map

    (so that you can familiarize yourself with it)

    2. Review an incremental release strategy

    (so everyone understands the desired

    product outcomes)

    3. As a team organize stories into

    incremental releases

    (so everyone helps make decisions that

    contribute to product success)

    F2

    62

    1 A bl

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    1. As a team assemble your map

    (so that you can familiarize yourself with it)

    2. Review an incremental release strategy

    (so everyone understands the desired

    product outcomes)

    3. As a team organize stories into

    incremental releases

    (so everyone helps make decisions that

    contribute to product success)

    FC

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    (so that you can familiarize yourself with it)

    2. Review an incremental release strategy

    (so everyone understands the desired

    product outcomes)

    3. As a team organize stories into

    incremental releases

    (so everyone helps make decisions that

    contribute to product success)

    FE

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    organization visible andopen for conversation

    G2

    72

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    Q

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    http://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_po_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_story_mapping.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_po_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_po_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_po_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_po_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/downloads/quickrefs/patton_agile_11x17.pdfhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/blog/the_new_backlog.htmlhttp://www.agileproductdesign.com/downloads/film_finder_design_problem.pdfhttp://www.agileproductdesign.com/downloads/film_finder_design_problem.pdfhttp://www.agileproductdesign.com/downloads/film_finder_design_problem.pdfhttp://www.agileproductdesign.com/downloads/film_finder_design_problem.pdf
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    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    To release benefit on aschedule well need to

    leverage incremental anditerative thinking(Whats the difference?)

    43F

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    1 2 3 4 5

    Incrementing calls for a fullyformed idea.

    And, doing it on time requires

    dead accurate estimation.

    43G

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    1 2 3

    A more iterative allows you tomove from vague idea to

    realization making course

    corrections as you go.

    4 5

    43R

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    features

    release

    en

    gine

    trans

    mission

    susp

    ension

    br

    akes

    exter

    iorbody

    Interio

    rseating

    t

    ires

    sprint

    1234

    Product goal: (in 4 sprints) be driving the coolest car around

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    86/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    51low cost moderate cost high cost

    !0$%K'4C-@,',0"'0$&0P#"H"#'G"4,@*".'$%'

    4';4*L'4,'4'0$&0'#"H"#L'4##'G"4,@*".'4*"'

    %";"..4*2

    (@,'/"'K%-/',04,'4##';4*.'?-%F,'04H"'

    ,0"'.4

  • 8/4/2019 Patton Story Mapping

    87/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    d:;"1!"";(,"9(B90!+';2@9>+$#&('%9

    +$(!,%92>#92?(9+")#12"9(B9

    "!=e#1-&;2@9+,%9(=e#1-&;2@9";,1#92>#9

    -/#9(B94$;"2(2'#G9

    f/=#%%#%9;,92>;"9(=e#1-R"!=e#1-")';29;"92>#9;%#+92>+29#;A(-+'(*F?$12%&*

    4()%$2./*%#*%"(*G-#.H#),$.-(*%#*

    )(F?2)(,(.%/I9?>;'#9/?;A(-+'(*

    F?$12%&*4()%$2./*%#*%"(*G/$+/H$-+#.*

    #H*?/()/EPg

    RRh($;+O;9i+,(

    Theres more to

    me than that

    silly survey

    technique!

    44C113

    +"54*4,"'-C9";EH"'a@4#$,2'G*-

  • 8/4/2019 Patton Story Mapping

    88/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    [C9";EH"'a@4#$,2'$.'*"a@$*"?! A-".',0"'5*-?@;,'5"*G-*

  • 8/4/2019 Patton Story Mapping

    89/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    =?/%0"$'(/`>#9)$(%!12"9/!"29>+\>;"9

    B#+2!$#"9B($9/#92(9=#9

    1(,";%#$92>#9)$(%!129

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    J(128"%()/N9'(\>;"9#'#/#,29(B92>#9

    )$(%!12j

    This car has many flaws. Buy it

    anyway. Its so much fun to

    drive

    -- from a NY Times review of the

    Mini Cooper

    44E115

    1."',0"'c4%-';#4..$Q;4E-%.',-'C-,0'5*$-*$EZ"'4%?'.5#$,

  • 8/4/2019 Patton Story Mapping

    90/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    Brakes(must have)

    Basic brakes

    (must have)

    Stopping

    distance(one dimensional)

    Anti-locking

    (delighter)

    Cool dashboardlight when

    slipping(delighter)

    44F

    c""5'$%'

  • 8/4/2019 Patton Story Mapping

    91/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    1 2 3

    Iterating affordsbuilding up qualityover time

    44G117

    M-%.$?"*',0"."'G-@*'.,-*2'.5#$f%&'0"@*$.E;.',04,'C@$#?'@5'a@4#$,2

    K$)( L(-(//2%& Q$H(%&

  • 8/4/2019 Patton Story Mapping

    92/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

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    44R

    * Adapted from Gerard Meszaros Storyotypes

    118

    (@$#?$%&'@5'a@4#$,2'$,"*4EH"#2'4%?'$%;*"

  • 8/4/2019 Patton Story Mapping

    93/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    usertas

    ks

    to

    support

    releaseD D D D D I IB- C C- D D D D A- B B- B B B B- A- A B A A- A- B-

    sprint

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    44O

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  • 8/4/2019 Patton Story Mapping

    94/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B423

    120

    A$H$?"'*"#"4."'?".$&%'`'?"H"#-5

  • 8/4/2019 Patton Story Mapping

    95/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

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  • 8/4/2019 Patton Story Mapping

    96/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    timeuncertainty decreases over time

    u

    ncertainty

    OpeningGame

    Build upnecessities

    Mid-GameBuild out

    flexibility andbusiness ruleenforcement

    End-GameRefine the UI andinteractions, take

    advantage ofiterative learning

    422

    Art is never finished,

    only abandoned.

    -Leonardo DaVinci

    122

    O--K$%&'4,',0"'*"#"4."'-G'C@.$%"..'H4#@"'-H"*'E

  • 8/4/2019 Patton Story Mapping

    97/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    End GameOver time the value ofstories begin todiminish signaling itstime for release

    Mid GameOnce were confidentwe have the shapeof the product right,we begin to pile invalue

    OpeningGameEarly stories emphasizeiteration and learning.We need to be surewere building theright product

    `(9.,;">9(,9-/#9

    ?#9/+@9d2$;/92>#92+;'g9=@9%#B#$$;,

  • 8/4/2019 Patton Story Mapping

    98/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B

    End GameOver time the value ofstories begin todiminish signaling itstime for release

    Mid GameOnce were confidentwe have the shapeof the product right,we begin to pile invalue

    OpeningGameEarly stories emphasizeiteration and learning.We need to be surewere building theright product

    ;"9O,(?'#%

  • 8/4/2019 Patton Story Mapping

    99/100

    1%2343%5#6%7+8(,9%+::%$)0;'"%$#"#$>>?@0):#7$(=/*'A#")0,?*(B 42E

    B!,1-(,+';2@9#+$'@G

    D"'%6@):>#)03%$03(7)C%;('3'8#)

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    )$(%!129$#&;#?9

    F#:@;%#)%8"'%17)7103%=03@0A3'%+'3'0;'

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    B$(/9'#+$,;,>?@0):#7$(=/*'A#")0,?*(B 42F

    what:who:why:

    what:who:why:

    User Story Map

    R1

    User Story Map

    R2

    R3

    3+1O'(