Slicing User Stories Method 6

Slicing by CRUD or ISUD (AKA Slicing by Operations)

Any User Stories involving a managed entity, such as a Customer, Order, Employee or Product, will almost always require some level of management functionality.  This management functionality will provide the ability to perform a number of operations including at a minimum operation, such as Create, Read, Update or Deleted.  These operations are commonly referred to as CRUD but that is such an unfortunate acronym as it sounds like something you get between your toes…  Not to mention the fact that in most Relational Database systems such as MySQL and Microsoft SQL Server the operations are actually called Insert, Select, Update and Delete making the acronym ISUDISUD sounds better, soapy and clean to wash away the CRUD between your toes.  So forever more on this site CRUD operations will be referred to as ISUD operations!
ISUD operations are very prevalent when functionality involves the management of entities, such as products, users or orders:
As a Specialty Kite Maker
      I want to manage Kites in my ecommerce website
So I can update Kite details and pricing info if it is changed

If we consider the ISUD typically associated with Product management, we can derive the following more specific and granular User Stories:

As a Specialty Kite Maker
I want to add new Kites to my product list
So customers can purchase them;


As a Customer

     I want to view a list of Kites available for purchase
     So that I can buy one;

As a Specialty Kite Maker

     I want to list the Kites in my product list
     So I know what Kites are currently in stock;

As a Specialty Kite Maker

     I want to update existing Kites in my product list
     So I can adjust for changes in Kite details and pricing info;

As a Specialty Kite Maker

     I want to delete Kites from my product list
     So I can remove Kites that I no longer sell;

As a Specialty Kite Maker

     I want to hide Kites in my product list
     So they cannot be purchased for the time being;

When discussing this method, the question often becomes, “do these more granular User Stories actually provide business value?”.  Is our solution really useful if we cannot update or delete products from the system?  If we consider that in the current scenario we are dealing with a “Specialty Kite Maker” odds are there are a limited number of Kites and Kite Accessories that will be in the product list.  If this is the case then adding, editing or deleting the Kites could be done manually through a database management tool like SQL Server Management Studio for the first few Sprints.  So, for the first Sprint we may just add the list (Select) functionality to support customer purchases and delay the other Update, Delete and Insert User Stories for a later Sprint.  This way we get business value sooner by minimizing “Work In Progress” (WIP) we are able to increase delivery date confidence and deploy only features necessary to deliver value to the customer.  In this scenario, the lack of Insert, Update and Delete functionality will not be noticed by the customer because these are admin only features therefore we deliver just the customer facing User Stories.  This allows us to get to market faster and begin collecting customer feedback while we work to complete additional features.  In the case of discontinued or deleted Kites it may be easier to simply add a checkbox that allows the Kite Maker to mark an item as discontinued or deleted.  This approach may keep the record in the database but simply hide it from the customer view making it easier to implement than an actual Delete operation that may require additional operations to enforce referential integrity.
In short if we break the User Story down by operation we can implement only those operations that provide immediate business value in early Sprints and add other more specific stories once the base functionality is deployed to customers and providing them with “Value”.  “Customer Value” = “Business Value” which of course in almost every case translates to “Business Revenue” to pay for all of the Solution Development.
Slicing User Stories – Method 5 ***** Slicing User Stories – Method 7

Slicing User Stories Method 5

Slicing by Input Parameter (Datatypes)

In most cases a business process or whatever function that the new feature is intended to automate requires some data to perform its actions.  For the sake of this discussion we will refer to this data as Input Parameters.  Data of different types in most cases will need to be processed differently.  For example, a search for a customer’s last name would most likely require a String Comparison against the LastName field in a database while a search for a customer by their Customer ID would require an Integer Comparison against the CustomerID field in a database. Some User Stories can be split based on the datatypes they return or the parameters they are supposed to handle.

Take, for example, a search function for a standard ecommerce website:

As Customer

I want to search through available products
So I can view their details and order them;

Since there are potentially many different ways a customer might want to search for a product that they need or have previously ordered, each one of these search methods could be considered as a unique User Story:

As a Customer
I want to search for a product by the order date
So that I can find products that I have ordered before;

As Customer
I want to search for a product by its Product Id
So that I can find a product that I am familiar with;

As Customer
I want to search for products within a Price Range
So that the search results are relevant;

As Customer
I want to search for products by Color
So that the search results are more relevant;

As Customer
I want to search for products by Category
So that the search results are more relevant;

As we begin to think on a more granular level about the search function we can more clearly understand the kinds of search criteria the customer might be used. This allows us to more accurately implement the customers desired functionality, but it also allows a Product Owner to make decisions about priority within the feature and not just at the story level. For example, with just a few products in a new ecommerce web application paging 10 products at a time may not be necessary. Or maybe some of the search functionality can be implemented in a simplified manner for the time being.  Another example is breaking down the User Story based on how the returned data is displayed.  Perhaps our ultimate goal is to have sales results and product ratings displayed as beautiful 3D charts and animated graphics dynamically produced based on real-time sales data.  But for the first release the sales manager will simply import the sales data into excel and manually export 3D charts and graphs from excel on a weekly basis.
Slicing User Stories – Method 4 ***** Slicing User Stories – Method 6

What makes a good User Story

A User Story is intended to be a method of communicating business or application requirements between potentially nontechnical customers, team members who are not developers and the development / operations teams that must implement the required application or features. In other words, the User Story needs to be understood by all but still provide enough detail to allow the technical teams to actually understand the requirements and build the solution. So what makes a good User Story? A User Story should be a concise description of a piece of functionality that will be valuable to a user or owner of the software. To put it another way a User Story is a more universal way of writing a software requirement or deliverable.
A good User Story should describe [Who] the user of the feature is, [What] they need to do and [Why] they need to do it.  User Stories typically follow the format below:

As a [Who]
I need [What]
So that [Why]

or we could say

As a [Type of User]
I need to [Perform some action]
So that [business value received]

Following the INVEST acronym User Stories should have the following characteristics:
[I]ndependent Should not depend on any other User Story to be considered complete
[N]egotiable The delivery team needs to discuss User Stories before committing them to the “sprint” backlog. This discussion should happen during the sprint planning meeting
[V]aluable The completed User Story should add value for the customer. Customer should understand the resource and time cost associated with a given User Story based on Story Points estimated by the Product Owner and confirmed by the delivery team. This will help the customer and Product Owner decide if the value of the User Story is worth the cost in time and resources and prioritize the User Story accordingly
[E]stimable The User Story should be specific and granular enough that it can be completed within a single sprint. If the User Story is so complex that it cannot be completed within a sprint, then it is an Epic or Feature and should be broken down into small components / User Stories before being added to the backlog.  See this post on Story Point Estimation
[S]mall User Stories should be small enough that the specifics of the implementation of the User Story should not take more than 10 Developer (or Delivery Team) Tasks to flesh out
[T]estable The story should have Acceptance Criteria that describes what is required to consider the story complete. These Acceptance Criteria should present a clear path to testing requirements

Below is what seems to be a relatively simple example of a User Story

As a User
I need to register
So that I can manage my account

While the previous User Story seems pretty straight forward at first glance, as we analyze User Stories we may find that we have very large and complex Epics masquerading as User Stories.  In these cases it will be necessary to properly size or “Slice” the User Story or Epic into smaller chunks that can be completed in a single sprint.  See the Slicing User Stories 7 Methods Blog Series for more details.  I wouldn’t go as far as to say the previous User Story is Epic in nature but it could use a little clarification.  For example what exactly does account management entail?  What constitutes valid registration information?  We can break the story down to be a little bit more specific without getting technical.

As a new user
I need to register with my Facebook account
so that I can access members only content

As a new user
I need to register with my Google+ account
so that I can access members only content

As a new user
I need to register with my Email Address and Password
so that I can access members only content

As a new user
I need to add my address to my Profile
so that I don’t have to re enter it for every order

By breaking the story down we ensure that the tasks necessary to get the story to the Done will take less than the length of the Sprint.  We have describe the [What] in enough detail that the implementation team can complete the work without telling them [How] to do their jobs.
The [How] or the “technical details” are captured in tasks [Work Items] linked to a User Story in a Project Management / Work Item Tracking tool such as Jira or Team Foundation Services. Delivery Team task / technical details should be capture as specific tasks that can be completed in 2 hours or less. In a Continuous Integration environment as these tasks are checked into Source Control a build trigger would cause an automated build and automated test run. If any of the automated tests fail the system can automatically log a Defect and assign it back to the developer checking the code into source control. This rapid feedback keeps technical debt from slipping down the delivery pipeline.

Common User Story Issues
User Stories are too formal or contain too much detail – Keep the story simple and to the point. The detail should be fleshed out in tasks linked to the User Story during Sprint Planning
Technical tasks masquerading as stories Remember User Stories should be understood by the customer and the user as well as all non-technical stakeholders. Technical details are for the nested developer tasks.
The conversation is skipped – The team should evaluate User Stories provided by the Product Owner from the Customer in their Sprint Planning meeting. This is a good opportunity to play Planning Poker and make sure all team members are in agreement about the size and complexity of the User Stories planned for the coming sprint.
So remember keep User Stories simple and to the point, work out the details in the nested Delivery Team Tasks and be sure the team discusses User Story complexity, Story Points and Acceptance Criteria during Sprint Planning before committing the User Story to the Sprint Backlog.

Happy storytelling…

For more details on User Stories and estimating story points see the Story Points Estimation post

 

Slicing User Stories Method 3

Slice by Test Cases

Slicing User Stories by Test Case is useful when it is hard to break down an Epic based on functionality alone. With a large Feature or Epic, it is helpful to look at possible Test Cases as a way to break the Epic down into smaller chunks that can be completed within a single sprint. Analyzing which Acceptance Criteria Scenarios have to be checked to get the Epic to its Definition of done will provide a good framework for identifying manageable user stories.
Take an e-Commerce websites Order Entry Feature:
As a customer I want to Order the Items in my shopping cart
If we consider this functionality based on potential scenarios, we can break down the item into:
Test Case 1: If a customer is signed in Shipping Information from the profile is automatically added to their order
Test Case 2: If a customer is signed in Billing Information from the profile is automatically added to their order once the credit card verification number is confirmed
Test Case 3: If a customer is not registered or signed in they must manually enter their shipping information
Test Case 4: If a customer is not registered or signed in they must manually enter their billing information
Test Case 5: If a product in the customers shopping cart is out of stock it should be automatically added to their wish list
Test Case 6: Orders can be entered using a touchscreen monitor
Using this method for Slicing User Stories can actually help you apply the other methods implicitly. For example, by analyzing potential test cases, you will expose a number of business rules (#1, #2, #3, #4 and #4), (un)happy flows (#3, #4 and #5) and even input options (#6). Occasionally, Test Cases will be very complex due to the work involved in setting up and completing the tests. Once we have created a list of possible test cases we can prioritize based on frequency of use of the feature being tested.  If a Test Case is not high on the priority list (not very common) or does not present a high enough risk, a Product Owner could decide to shelve the feature for the time being and focus on Test Cases that deliver more value. In the case of a very complex Test Case, we may decide to simplify (or Slice) the Test Case to prioritize and complete the most urgent feature elements. In any case the most relevant Test Cases can be easily translated into User Stories and added to the Sprint Backlog or Product Backlog.
Previous Method 2 – Slice by Workflow Steps *******Next Method 4 – Slice by Business Rules

DevOps Key Metrics

What I find most compelling about the DevOps metrics listed below is the fact that control of almost all of the metrics can be gained by mastering the first metric in the list. The metric that seems to tame all others is the Number and Frequency of deployments / software releases. If we strive for the seemingly extreme goal of 10+ Deploys per Day the milestones that we much achieve to reach this goal end up covering all of the remaining metrics. For example, if we are able to deploy 10 times per day without losing or pissing off every single one of our customers we must have reduced the volume of defects, number and frequency of outages as well as cost of those outages. As the story goes in order to deploy 10 times a day most everything in the delivery pipeline needs to be automated therefore automated testing should reduce the Number of Defects and the cost associated with fixing them. By the same token if the deployment is automated the Number and Cost of Resources associated with deployment should be reduced. Lastly in order to deploy 10 times during a normal workday of 8 hours (480 minutes) our deployments must be done every 48 minutes. If we intend for our customers to actually use our solution the actual deployment must take significantly less than 48 minutes! As a result, Mean Time to Recovery and Mean Time to Change must go down as changes and fixes can go out in the next deployment within 48 minutes.

Number and frequency of software releases
Volume of defects
Time/cost per release
MTTR (Mean Time to Recover)
MTTC (Mean Time to Change)
Number and frequency of outages / performance issues
Revenue/profit impact of outages / performance issues
Number and cost of resources

  

Scrum / Agile Resources

A few of my favorite Scrum and Agile related videos…
Do have favorites not in my lists?  Please leave a link in the comments.

Role of the Product Owner

Planning Poker

The Daily Scrum

Intro to Agile

Agile Project Ownership in a Nutshell

S**t Bad Scrum Masters say

Distractions – What the internet is doing to our brains

The Pomodoro Technique

Pair Programming

TDD

QUnit

Hitler Scrum

I want to run an Agile Project