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Graham Siener

Is there something funny about your Standup?

Graham Siener
Monday, May 20, 2013

Agilish

Software development teams that aim to be more “Agile” often pick and choose the pieces of an agile methodology that suit them.  For some reason standup is usually picked first, way before addressing their waterfall ways.  I guess it’s because it’s hard to do “retrospective” but easy to stand up during a meeting (despite teams that sit through their standup).

I’m a big fan of standups but have also witnessed ones that are poorly executed or even detrimental.  A traditional standup is a five to fifteen minute meeting where each team member stands together and answers three fundamental questions:

  1. What did I accomplish yesterday?

  2. What will I do today?

  3. What obstacles are impeding my progress (blockers)?

A standup is not:

  • A status report for your managers

  • The forum for discussing details at length

  • A replacement for healthy and timely communication with your product team

  • A way to trick developers into coming in early

Walking the Wall

The intent of standup is to share work in progress and highlight blockers — why not use the tool where you manage your agile development process?  This is typically referred to as “Walking the Wall,” and in my opinion creates a quicker and healthier conversation.  Here’s how:

Open Pivotal Tracker (or your agile tracker of choice) on a screen that’s easily viewed by the team.  Standup stations work well for this, otherwise you can huddle around the monitor with the most space.  Close the Icebox and zoom in on Current.

Step through each story in the Accept/Reject state.  Is it clear how a story should be accepted?  Is it clear [for larger teams] who is doing the acceptance for a story?  Side note for story requesters — do your best to accept stories right away.  Nothing is worse for a developer than seeing a rejection at noon for a story that was delivered yesterday.

Moving onto the first story in progress, let the story owner describe the work and give a gut check on how it’s progressing.  This is a great opportunity to raise concerns about an estimate, e.g., “This was pointed as a 2 but we had to do a lot of refactoring of the css.  We’ve probably got another day of refactoring before we deliver.”  Context is important, and highlighting this discrepancy gives the PM a chance to course correct if need be.

Once you’ve covered WIP, move on to the next set of stories in the Backlog.  If any have blockers like a “needs-discussion” label, drill into the detail and identify if you can resolve them on the spot.  If something needs design/assets, hopefully your designer (along with the rest of the core Product team) is there to confirm that they’ll upload the right files, etc.

Lastly, work out your pairs for the day and cover any housekeeping (“we’ll be reticulating the spines at 3pm, no pushing commits”)

If some important topic comes up and can’t be resolved within fifteen minutes, schedule a follow-up meeting with the people needed to resolve the issue.  You don’t get points for dragging out a standup until every problem has been solved!

This is the format for standup that I default to now.  I encourage you to give it a try if you’re finding standups have lost their value, or if you don’t think product stakeholders are in sync with the development process.  As always, ask your doctor if continuous improvement is right for your team.

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Jonathan Berger

A Responsible Recipe for the Fewest Possible Meetings

Jonathan Berger
Monday, May 20, 2013

Meetings are crucial to healthy team communication. But they’re also opportunities for waste, occasionally dull, and always expensive. Every team is different, but continuing the theme of “Convention over configuration for process”, I’ve found the following structure keeps meetings to ~7.5% of your week. This minimizes waste, maximizes making-time, and makes for a nice scheduling default for projects.

1. Daily Standup

5x weekly, 10 minutes each

Standup is a short, team-wide orientation meeting. Each morning, the team meets for a the Team Stand-Up meeting. As it’s name implies, everyone should be standing up—even if they’re remote and parked behind a screen. Meetings tend to run short when everyone’s on their feet, and there isn’t much to cover anyway, just three canonical questions:

  • What did you do yesterday?
  • What are you doing today?
  • Are you blocked on anything?

Since the team is pairing, most of the time the second person will say “pass” since their pair already mentioned the stories they worked on, the issues they had, and what they’re doing next: sticking together or seeking a new pairing partner.

2. Iteration Planning Meeting (“IPM”)

1x weekly, 60 minutes each

The IPM is a weekly tactical planning meeting. It’s aim is to ensure that the backlog is in good shape, and that all the team members have a shared understanding of what the stories mean. The product manager leads the meeting by reviewing the backlog. Each story should be reviewed; questions can be answered, clarifications can be issued, and developers can estimate the stories. Ideally, the meeting is on Monday or Tuesday and the team will get through the current iteration’s undone stories and a healthy chunk of next iteration’s stories. On some teams, it helps to take an hour before the IPM to groom the backlog, prioritize, and flesh out poorly-worded stories in a pre-IPM meeting with a small group (usually the Product Owner and a single developer).

3. Friday Afternoon Meeting

1x weekly, 60 minutes each

A useful pattern on recent projects has been to block out an hour Friday afternoon and rotate between three meetings: the Team Retro, the Tech Retro, and the Release Planning. It’s nice to have a regular time, and every-three-weeks is about the right frequency for each of these.

Week 1: Team Retro

The Team Retro is a chance for the day-to-day members of the team to reflect on how things are going, celebrate successes, voice frustrations, and suggest Action Items. While there are plenty of variations, the classic Retro format is to throw three columns on a whiteboard:

  • “Smileys”, or things that are going well, represented by the expected emoticon :-)
  • “Frownies”, or things that are going poorly, represented by :-(
  • “Mehs”, or things that don’t fit cleanly in either category, but bear mentioning :-\

After ~25m of going around the room and throwing out Smileys, Frownies, and Meh’s, the team might spend a few minutes identifying items which have a common theme, and then spend the rest of the time suggesting action items, either for each item (starting with the Frownies) or, if time is short, on a theme-by-theme basis. The action items are recorded and assigned to individuals, and their progress is followed (often at the start of the next retro). For more about Team Retros, see 7 Best Practices for Facilitating Agile Retrospectives.

Week 2: Tech Retro

A Tech Retro is for and by developers. While pair-programming is essentially continuous code review, it can still be useful to take some time to step back and look at the codebase. Tech Retros often take the traditional “Smilely / Frownie / Meh” format, but focus exclusively on the codebase. This is a great time to talk about modeling decisions and suggest refactors. Often the action items resulting from tech retros are a long list of chores. Try to keep each one to a manageable size, and make sure at least a few of them make it into the backlog for the next iteration.

Week 3: Release Planning

“Release Planning” means different things to different Agilists, but in this context it’s a loose title for a long-range planning meeting. While the IPM is a short-term tactical meeting, it’s important to occasionally step back and look at the big picture. What are the product’s medium- and long-term goals? Are we on track? What should our next milestone be? The Release Planning should be attended by the whole team, and by the stakeholders like clients and CEOs who may not be part of the day-to-day workings of the team. It’s a chance to review epic story tracks, dates and deadlines, and to make sure that everyone has a shared vision of where the team is going—and that it’s a place worth going to.

Why Meetings Matter

Communication is crucial, but so striking a balance between waste and on keeping everyone on the same page. I’ve found that teams which hew to this schedule tend to have a healthy rhythm. While circumstances occasionally require additional meetings, especially on the part of the Product Owner or the outward-facing members of the team, this structure is sufficient to maintain healthy intra-team communication without taking developers away from code any more than necessary.

Do you have another default meeting structure that you like? Let’s hear about it in the comments!

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Jonathan Berger

7 Best Practices for Facilitating Agile Retrospectives

Jonathan Berger
Monday, May 13, 2013

Facilitating a retro is a very powerful role; it’s almost akin to being a courthouse judge (and stenographer). By asking questions, recording testimony, and shaping the debate, you mold and influence your teammates’ feedback in a very vulnerable and trusting space. If the Product team sets goals (like a Legislature) and Development and Design teams implement them (like an Executive Branch), a retro is a chance to reflect, interpret, and set future direction—not unlike a Judiciary. In practice, that means it’s important to be especially honest and impartial, and to double-check that you’re doing justice to the team’s best interest and the speakers’ intent. Here’re a few patterns I’ve observed that help make the difference between a good retro and a bad one.

1. Explain and Enforce format

At the beginning of a retro, take a minute to explain what’s going on—even for a seasoned team, but especially for a team with new members. “We’re here to reflect and improve on process—this is a safe space, and we’re oriented towards exposing issues and taking action.” If the team isn’t explicitly aligned on why they’re in the room, they can’t get the job done. Speaking up is high value (it ensures the retro is properly oriented) and low-risk (it only takes a minute).

2. Write Everything Down Verbatim

A retro is about listening. Whoever takes notes ought to be respectful of the speakers voice. That means recording their thoughts as faithfully as possible, without interjecting opinion or commentary. If you do need to paraphrase for brevity, be as faithful to the original comment as possible—don’t insert your view, you’ll get your own turn—and confirm that your version does justice to the original. “You said ‘INSERT COMMENT HERE’ and I wrote ‘INSERT PARAPHRASE HERE’. Is that right? “

3. Categorize carefully

If you choose to categorize items, be very conservative about pre-judging what it is you’re talking about. Sure, you’ve spent the last 25 minutes talking about a few categories, but don’t jump to putting names on the buckets—that’s prejudice, and it shapes opinions. Group like items (“Are these two frownies related?”), branch out from there, and labels will emerge. Be careful that the buckets aren’t too broad to be useful; it can be tempting to draw connections among almost everything, but ideally you’ll be slicing things a little thinner, facilitating more focused action items.

4. Action Items Should Have Intent

Unclear Action Items are worse than useless. One trick is to ensure a verb is the first word of every Action Item. By definition, every action includes a verb, but sometimes the verb is glossed-over or shorthanded in the retro. Everyone in the room understands what’s meant, but afterwards that may no longer be the case. Make sure that Action Items remain actionable when viewed later.

5. Action Items Should Be Falsifiable

Be sure to frame Action Items in terms that can be assessed as “done” or not. “Refactor more” isn’t useful a useful task, because there’s no way to meaningfully tell whether it’s done. “Improve the User model’s Code Climate grade from an F to a D” is actionable, and lets the team take small, achievable steps towards improvement. Also: use Code Climate, Errplane, New Relic, Airbrake or other instrumentation services to help put objective measures on code quality, performance, etc.

6. Action Items Need a Single Responsible Party

Not two people. Not “team” or “all”. One person. When an action item involves the whole team, find a volunteer to be the cop and enforce compliance. If one person isn’t responsible, then no one’s responsible. Addendum: review Action Items. Print them up and put them on the team stand-up board. Cross them off as completed. Review the list at the next retro.

7. What Happens In Retro, Stays In Retro

The retro should be a safe place. Active members of the team should the be ones in the room; sometimes it’s helpful to include stakeholders that aren’t present for most of the week (but that’s a judgement call). Action Items may be displayed publicly, but it’s preferable to only share the raw notes with the people present.

These practices aren’t laws chiseled in stone; they’re hacks and ideas borne of observations of patterns and anti-patterns witnessed in many, many retros. Do you agree? Disagree? Have juicy, anonymized stories supporting or contradicting? Let us know (and share your best retro stories) in the comments.

 

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Will Read

Releasing When It’s Ugly

Will Read
Saturday, May 11, 2013

This is yet another post where the tl;dr is “SHIP IT!” but with a Pivotal perspective. It can be easy to hold back an initial launch, especially when you’re trying to attract customers, not offend them. I submit that with the right tools, you can not only minimize the impact of releasing early, but create customer delight from the pain whereas perfection out of the gates would have produced none.

If your software can enable users to do the core thing you want, no matter how tangled the experience is, you should ship today under one condition: You must be able to ship again tomorrow, and the next day, and then two hours after that, and then the following Friday. In his post, 1.0 is the Loneliest Number, Matt Mullenweg talks about how that first hurdle is a big psychological barrier. He speculates that Apple employees were embarrassed at the known shortcomings of the first iPod, anxious to get a better version out before the first one even shipped. A conversation I had with my own PM was reminiscent of this. He, along with myself and the rest of the team, has a lot of pride in his work, and this project in particular. Understandably, he wants the first user to have the best experience possible. And while I agree that I want the user to be happy, I know that his experience could always be improved.

You could rephrase this idea to the proverb, “Perfect is the enemy of good.”, meaning that you shouldn’t let perfection get in the way of doing good things. Another quote, said by one of our team members struck true form most of us: “If you waited until it was perfect, you waited too long.” But I think the thought that really bring it home for me is this, “Would you rather they have an imperfect experience now, or that they have no experience at all?” I like this because if the user has an experience, the user learns something about you, and if you’re lucky (or directed through user testing), the user gives you feedback and you learn something too.

When you learn something, you can take action on it. Before that learning happens, you’re just guessing, shooting wildly in the air hoping to hit something. Delivering perfection on the first try must be near impossible with this method. Thus, like all things Pivotal, we do what we can to shorten the feedback loop – getting feedback, making a decision to act, and delivering must take as little time as possible. To do that in software, that means a few things.

First, priorities must be flexible. If something important comes along, you shouldn’t have to wait six months to get it in the next release, and you shouldn’t have to worry about the implications of  scuttling the sprint. We do this using our own tool, Pivotal Tracker which lets you easily drag the most important story to the top of the work queue.

Second, you must be able to respond quickly. If Joe is the only one who knows that code and he’s got six other high priority things to do today, you’re out of luck. That’s why we pair program and rotate, so that anyone on the team can pick up the next story that needs attention and everyone is familiar with all parts of the codebase that the team is responsible for.

Lastly, you need to be able to ship fast. There’re can’t be a two day release process on a thirty minute code change that only happens on Tuesday’s and Thursdays. It has to ship as close to now as possible, otherwise you’re wasting value by letting it sit on your virtual shelf. At Pivotal, we are always ready to ship because we don’t know any other way, our stories need reviewing, and that usually means shipping to some sort of prod-like environment, so we have to ship multiple times a day to keep the story feedback cycle small. If this process were anything other than dead simple, we’d need a pair on deployment full time just to keep up. Often times we configure our CI server to automatically deploy upon successful test runs, or in the worst case make it a manual one-click to deploy. The same technique is readily applied to production too. From there it’s up to the team to minimize downtime during deployments using whatever strategy is appropriate for the application.

But how does all this create customer delight from strife you ask? Picture the last time you withdrew cash from an ATM. You put your card in, punched some numbers, and hopefully the right amount of cash spits out. How would you rate that experience from these three choices? A) Meets Expectations, B) Excedes Expectations, C) Below Expectations. I’m guessing you didn’t get wowed by the ATM unless this was your first time taking cash out. It probably wasn’t below expectations since you got what you wanted. Rather, it was just a ho-hum experience.

What if instead, you put your card in, punch some numbers, and it buzzes for a while and shows you your receipt, but never gives you the expected cash money? Now you’re pissed. You wanted to use this service and it let you down. You really want cash, so you call the bank, planning to give them some strongly worded feedback. However you find yourself completely disarmed because the person on the other end of the line is really listening to you, not reading a script, and they quickly identify the problem, add back the money to your account, and tell you that they’re sending out a technician to fix the machine so that you and future customers have a much better experience in the future. WOW! I bet you’re thinking, “I would love to have a bank like that!” By shipping software that works in many cases, but has a compelling story to turn failures in to successes, you create a loyalty that’s a much better engine for your company than “Yeah, it meets my expectations.” Let them see you fix things. Let the users feel empowered to tell you what needs the most attention.

In the end, if you feel like you could ship, you should ship and feel good about it. You’re putting a valuable product in the hands of the users you want to help sooner. And if you’re doing it the Pivotal way, you can address their pain points quickly to change customer dissatisfaction into customer delight while being directed about how you spend your time and resources.

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Andrew Bruce

Procrastination, considered.

Andrew Bruce
Sunday, May 5, 2013

Last week I blogged about a new project for aiding in the hunt for test pollution, Scrubber. This is a personal side project that I began recently. It’s in the very early stages, like many of my other pet projects. It’s something I’ve worked on entirely alone, though I’d also love to collaborate with others and/or pair on it.

I was going to blog this week about the latest improvements I’d made to the code, and how it was going to improve the end-user’s experience despite being a mere refactor and a minor user interface tweak. I got bored after writing the first few paragraphs, and instead got distracted by the code, refactoring and tweaking it more than was necessary. A couple of hours in, I’d totally gold-plated the code in a way that I might have deemed unacceptable whilst on client time. This made me a little angry with myself: why was I procrastinating from blogging, and was I a bad developer who’d lost the ability to work alone?

Something we’re encouraged to do at Pivotal Labs is reflect on our behavior. Thinking about my boredom and procrastination a little, I realized there was something more interesting going on. The process went a bit like this:

  1. Start blogging about the new features. Paste the visual output of the program into the blog post. Realize that the output didn’t meet the requirement of improving the user experience.
  2. Start to implement the missing parts of the feature. Spend hours enjoying the freedom to refactor, delete and re-implement with no time limit, far more than when pairing on client time.

When we pair, we have a safety net to catch us when we get distracted by neat language features or elegant implementation tricks. Our partner will often remind us that we’ve spent, say, two hours making no discernible feature changes and no improvement to maintainability of the code. When soloing, however, especially on pet projects, we are free to choose a goal for the activity. Sometimes we decide to perform code katas, but other times we don’t consciously choose a goal: the goal could become apparent during the activity itself.

So it seemed that I’d accidentally found validation in what I was doing, and a potentially more interesting blog post at the same time. I’d managed to get some programming exercise in instead of banging out a not-quite-earth-shattering new feature. Specifically, I:

  1. Thought like a user until it became obvious that changes were still needed. Switched to developer mode by accident.
  2. Allowed myself to try out several approaches to the Presenter pattern, applying them to a trivial example that would not need a presenter in ‘real world’ programming.
  3. Used the Introduce Null Object refactor in a situation that didn’t call for it. Yet, it felt good and might even prove useful for the project later.
  4. Practiced several coding techniques that might become useful in the work environment.
  5. Temporarily inverted my work-based insecurities about performance and timeliness, providing stress relief as an unexpected benefit of my brain switching itself off from the task at hand.

Reflection is a useful technique for improving well-being. Your mileage may vary. If you’d have preferred to read about the changes made to Scrubber this week, you can read the commit history!

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Jonathan Berger

Set your sights on the next Milestone with an Idea Board

Jonathan Berger
Monday, April 29, 2013

The Idea Board Technique

A typical Agile Inception ends with a fully fleshed-out backlog for the next few iterations, and some farther-off, coarse-grained, Epic-level ideas written on index cards. What to do with them? Some teams clip them together in a deck of cards that gathers dust and is rarely seen again. I prefer to externalize them on a foamcore board in a riff on a technique Thoughtworks calls an “Idea Board” or “Idea Backlog”.

Making the Idea Board

This is basically an Epic-level reverse-Kanban board that will work in concert with Pivotal Tracker. Create a few columns: “Now”, “Next”, and “Later”. Generally you’ll have 2-3 cards in the Now column, another 2-3 in the Next Column, and the rest (~20-40) in the Later column. The Idea Backlog can often fit on a half-foamcore board (4ft x 4ft), and serves a few uses:

  • it externalizes future epics so everyone 1) is reminded they exist, and 2) can see their relative priority
  • it gives Stakeholders a place to park long-term ideas, and feel that their contributions are included
  • it gives a big-picture view that tactical what-are-we-working-on-this-week systems have trouble displaying succinctly. This is great for strategic-level Release Planning meetings that I like to try to have every 3 or 4 weeks.

On a recent project, we had a bit of Priority Whiplash: every week, we’d go into an Iteration Planning Meeting (IPM) on Monday and agree on priorities. By Friday, someone on the team would say “Why’re we working on this?! What about that other thing?!”. We’d mention the agreed-upon priorities from a few days earlier, but inevitably someone would shake their head and say “I never agreed to that!”.

Idea Board to the Rescue!

We started using the Idea Board and bringing it to planning meetings. Having a tangible representation of the plan helped a lot. “Remember on Monday when we moved the Foo feature set into the Parking Lot to make room for the Bar feature set? I swear no one moved the cards since the last time we looked at this.” This helped a lot. It also really helped that when someone would say “I had a great idea! Let’s make a Baz feature!”, we could write “Baz” on an index card and stick it on the board. It may live in the parking lot for a while, but its visible and everyone is comfortable that we’re prioritizing the feature (rather than forgetting about it).

Some say a big drawback to a strategic paper-based system like the Idea Board is that over time, it falls out of sync with a tactical digital system like Pivotal Tracker. I think this is more a feature than a bug: when the Idea Board has one or two epics that are out of sync with reality it’s no big deal. When the whole board is a big lie, that’s a signal to the whole team that it’s time for everyone to re-asses the alignment between tactical steps and strategic goals: it’s time for a Release Planning meeting.

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Graham Siener

Running an IPM

Graham Siener
Monday, April 1, 2013

I’m going to take a break from my blog posts on metrics, and was thinking I’d focus more on process.  An Iteration Planning Meeting (IPM) is core to an agile process and provides the opportunity for the product owner(s) to communicate the vision for the upcoming Iteration.

I’ve sat in on enough IPMs to realize that they’re all unique snowflakes, but here’s what the agenda for an ideal IPM looks like to me.

PM as Facilitator

The Product Owner/Manager should run an IPM.  It’s his/her job to ensure that everyone involved with the product development process knows where we just came from and where we’re going.  To that end, I like to start by “walking the wall” to look through any stories still in progress from the last sprint, along with any pertinent information about features just finished.  This should be a quick process to jog everyone’s memories and ground them in the work that’s coming up.

Invest in Stories

Starting at the top of the backlog, step through each story; the INVEST mnemonic is useful in confirming that they’re shovel ready.  Talk through the user-facing value for a feature, ensure that any comps, wires, assets, flows, data, etc. are attached to the story.  Confirm that the requester marked is the person accepting the story and clarify any acceptance criteria.  The goal here is to be crystal clear on when a feature is “done done.”

Complexity Check

If it doesn’t already have an estimate, each developer that could work on a story should roll on the points to deliver.  If the implementation is not clear, they should have time to talk through approaches.  That said, their role is to nail down a level of complexity, not pin themselves to a specific technical implementation.  Based on the estimate size or developer feedback, stories can be nominated for merging or splitting up.  If that’s the case, capture the pieces of work as placeholders and update with details post-IPM.  The worst thing you can do in an IPM is not respect everyone’s time during this kind of housekeeping.

Paying Down Debt

A healthy development process will incorporate refactors and tackle technical debt in concert with new user value.  In addition to explicit tech debt chores, PMs and developers should look for opportunities to wrap this work into feature development.  For example, if a story calls for adding a field to an existing form you should consider also cleaning up the logic that delivers form validation errors.  [Giving canned examples of identifying technical debt is hard -- please forgive this one!]

Two Iterations Max

Tracker will chunk stories into iterations based on Velocity.  You should only step through stories until you’ve got two sprints worth of estimated work.  I like to keep the visibility to two weeks to cover for quicker than intended delivery of features, and to limit the IPM to a reasonable amount of upcoming work.  It’s taxing to keep the mental inventory of features in your head; sticking with the short term future focuses everyone on the team around tangible new features.

Block and Promote

If a story is blocked, mark it as such and add a comment with what will unblock it.  If a story won’t reasonably become unblocked during the sprint, I’ll move it to the Icebox to be sure the Backlog only reflects actionable work.  Similarly, this is a good time to call for nominations for bugs/chores/features that should be prioritized out of the Icebox.

Short and Sweet

Once you hit an hour of IPM, developers zone out and business owners get antsy about the emails they’re missing (or worse, they whip out their phones).  You can and should be able to limit sidebar discussions to stay focused on one story at a time.  When you have a large team, it’s especially important to play time cop.  If you don’t have a healthy Backlog and find yourself with a lack of new work, end the meeting.  It’s far better to hold an emergency IPM two days later than to suffer the pain of making up stories in real time!

These are not hard and fast rules, but chances are if you sit in one of my IPMs I’ll focus on these pieces.  What’d I miss?  What parts of an IPM are essential to a successful sprint?

 

Logistics

  • Kill the Icebox and bump up the font size.

  • Use the Tracker Header bookmarklet to get some more real estate

  • Check team strength and set accordingly in Pivotal Tracker

  • Use screen sharing (i.e., join.me) for any remote participants

  • Turn off all screens unless they’re in support of the IPM (note taking, clarifying comments in Tracker)

[1] Tracker Header Toggle Bookmarklet

A Javascript Bookmarklet to toggle the Tracker header on and off, giving you more room to view stories. To use it, copy “javascript:["header","controlPanel"].each(Element.toggle);app.layout._resizePanels();”, paste into a new bookmarklet, go to your Tracker project, and toggle the bookmarklet to hide the header.

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Jonathan Berger

How to write Well-Formed User Stories

Jonathan Berger
Sunday, October 7, 2012

Writing Well-Formed User Stories

Convention Over Configuration is one of core principles of the Rails approach to software development, and delivers enormous value.

Convention Over Configuration – means that Rails makes assumptions about what you want to do and how you’re going to do it, rather than requiring you to specify every little thing…

Oddly, we tend not to apply the same perspective to project planning: on almost every project, the team re-invents the wheel of “how should we write and format our stories?”. I’ve worked closely with the Product team on about a dozen projects in the past few years, and rigorous story-writing is one of the most common areas for low-cost, high-gain improvement. I encourage every team to adopt (or at least consider) these techniques.

  1. Write every story in Gherkin. I don’t care whether or not you use cucumber: use Gherkin. Which is to say, every story should be in “Given / When / Then” form. This is the cheapest and easiest way to apply Convention Over Configuration to your user stories, and can have a HUGE benefit for your team.
    Scenario: User adds item to cart
      Given I'm a logged-in User
      When I go to the Item page
      And I click "Add item to cart"
      Then the quantity of items in my cart should go up
      And my subtotal should increment
      And the warehouse inventory should decrement
    
  2. Every feature story should include an “As a / I want to / Because…” block, which illustrates the motivation behind a story. Compelling the product team to specify the motivation behind a story help illuminate what exactly the requirement is, as well as providing guidance to the developers. Some people prefer “So That…” instead of “Because“, but in most cases “Because” helps drive out motivation—the Final Cause—whereas “So that” may only drive out the Effective Cause, which is less useful for understanding the story. (Thanks to Sam Coward for this insight.)
    Feature: Shopping Cart
      As a Shopper
      I want to put items in my shopping cart
      Because I want to manage items before I check out
    
  3. Every story title should include the word “should”. NEVER use the word “can”, which camouflages desired behavior. E.g. It’s unclear whether the story “User can delete comment” is a feature or a bug. “User should be able to delete comment” or “User should not be able to delete comment” are much clearer: the former is a feature, the latter a bug. Don’t make me guess.

When a story feels a little fishy, check that these bases are covered. If any are missing, fix then before you do anything else. The answer will often be driven out in the process of working the story into Well Formed shape.

Benefits

Well Formed stories truly drive out the feature from the user’s perspective; this catches 80% of weird edge cases while the whole team is together, in context, and in planning mode, instead of having to interrupt-drive the PM. Well Formed stories make it impossible to camouflage large stories as small stories by elision. Because the story has to be written out step-by-step, all the complexity might otherwise be hidden is forced out into the open. And when you find yourself with conditionals or switches? That’s a new scenario! Now all stories are forced into roughly the same size. Another side-effect is that once one story ~= one scenario, the amount of work to be done can be roughly gauged spatially, by looking at how much of your wall is covered by index cards. For bonus points, use the story title as your git commit, e.g. the story “User should be able to recommend a product” becomes the git commit “User is able to recommend a product”, and your git log tells the narrative of your project.

How did this start?

Once apon a time, J (the anchor) made N (a very bright, technical Product Manager) write stories in Gherkin. Most stories weren’t 100% ready to be pasted into cucumber, but it usually didn’t take too much work to get them there. The team would discuss in IPM, and then devs could copy-and-paste stories right into Cucumber. This doesn’t work for every PM, but even in the worst case, teams with less than tech-savvy PMs see real benefits from writing their stories at the right level of granularity. Once I was exposed to a team where we wrote Gherkin all the time, anything else felt like broken process.

UPDATE: To be clear, the opinions in this article are my own, and do not reflect anything close to consensus or standard practice on the part of Pivotal. Some Pivots will agree with this position, while many others will not.

UPDATE 3/17: Added a brief introduction elaborating on how Well-Formed Stories help bring principles of Convention Over Configuration to story-writing.

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Pivotal Labs

Pivotal Labs, the Balanced Team and Adaptive Path welcome SXSW Attendees this Saturday for deLUX REdux

Pivotal Labs
Thursday, March 10, 2011

Last month at IxDA Interaction 11, we hosted an evening in our office in Boulder full of food, drink and discussion, to bring some of our learnings around Lean User Experience to the larger design community, and in particular to attendees of the annual international IxDA conference.

We had such a great time with it, and started so many great conversations, that we decided we had to do it again at SXSW. This Saturday, at Adaptive Path Austin, from 6-9pm, we’re hosting deLUX REdux, and you’re all invited. (Register at Eventbrite.)

Since we’ve been working with Eric Ries on his Lean Startup track this Saturday, we thought an event Saturday evening was a great way to share what we’ve learned with a wider community. And since we’re on the topic, why don’t you come see our own Parker Thompson on a panel with Eric at 9:30a, and join Janice Fraser from LUXr and myself on a panel at 12:30p with Dave McClure and Laura Klein.

So what is the event all about?

For the past year, we’ve been sharing ideas and discussing new ways to approach design and product development, to create better products, make happier customers, and reduce waste. We’ve been doing this while creating better integrated, more collaborative, more responsive teams. In that time, a number of us have been getting together on a regular basis to really sit down and discuss what works and what doesn’t, and to try to distill these ideas into principles and techniques that are repeatable and practical.

We’ve been itching to engage with the larger design community to start to break down the culture of Big Upfront Design, the Cult of the Rockstar Designer, and the culture of necessary infallability; to fight the blind application of Waterfall and to disrupt the antipatterns we’ve found so antithetical to effective collaboration with agile development teams; to encourage patterns that allow designers to embrace early customer feedback, and to test hypotheses quickly; and most importantly, to foster a deeper collaboration with the very folks who have the biggest impact on what we build. We’ve seen over and over that, when done correctly, a light-weight process gives designers more control, not less.

It’s out of this series of discussions that I first arrived at a framing of the problem space that I talk about in Enough Design, and it’s also through these sessions that we’ve found a growing community of designers, product people, enterprises and other developers who are working to develop better techniques for integrated product development. We’ve found the conversation immensely valuable in our practice, and we hope to learn and share with more of you.

So if you’re a designer in Austin for SXSW, or just someone who cares about usable techniques for bringing Lean principles into the development of compelling User Experience, come join us on Saturday for deLUX REdux. This is a free event, but space is limited, so please RSVP through Eventbrite.

Thanks so much to Adaptive Path for sharing their Austin office with us, and to everyone at LUXr, Hot Studio, Sidereel, Cooper, IDEO and the Balanaced Team for their help making this happen.

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Pivotal Labs

DRY Design Documentation

Pivotal Labs
Thursday, March 10, 2011

I believe it was in a conversation with Janice Fraser that I first started talking about DRY Documentation. It was certainly she (among others) who goaded me into actually writing this blog post. So I’m taking a moment on my WiFi-free (and generally amenity-free) United Airlines flight to SXSW to put pixel to screen.

DRYness is an age-old concept in the Agile space (to the extent that that’s possible in a space that’s only 10 years old itself) and it’s elegant in its simplicity. DRY simply stands for Don’t Repeat Yourself. The idea is that you should only do any one thing in code in only one place. If, for example, you are doing an interest rate calculation, don’t copy and paste the code from one place where you need it to another: instead, move that responsibility to an object that reasonably should be responsible for such things, and do that interest rate calculation only in that one place. The reasons for this being important are manifold, but perhaps the canonical reason is so that it’s easy to change: When the interest rate calculation changes, you don’t have to go digging through your code to find all the places you do it, and make sure you change them all consistently. Instead, you change the code in only one place.

Hopefully this is old hat for most coders now, and hopefully you, gentle reader, will forgive me my oversimplifcations and conflations. The point is one of simplicity.

So now, let’s shift focus to design documentation. The idea I’m trying to express when I talk about DRY documentation is one again of simplicity, though the drivers are perhaps a little different.

The mental model for truly DRY documentation is one in which every pixel on the page tells you something you didn’t know before. Of course, like DRY code, it’s worth being pragmatic. There are times when greater clarity can be gained by a certain amount of contextual restatement. But as a theoretical goal state, it’s still quite useful to picture a body of documentation in which every last line tells you something you needed to know about what you’re trying to build, and something you didn’t know from looking at any other line in the documentation.

What would we notice about a set of documentation that adhered to these principles? Well, first, and most obviously, it would probably be a lot shorter than the documentation we’re used to seeing. And that in itself is a benefit. Why? For a number of reasons. First, shorter documentation is in general easier to digest, and it’s generally easier to find the relevant bit of documentation in a shorter corpus, all else being equal. (And of course, document structure and readability play just as big a role in a short document as they do in a longer one.)

Shorter documents are also easier to revise and maintain. And it’s easier to find changes between versions, all else being equal. I talk sometimes about the 500 page PRD we got when we were developing one product, complete with two sets of revisions, also 500 pages each. Guess how easy it was for the developer to find the 2% of information that changed in each revision, and understand its implications to for the site? Guess how easy it was for the designer to be sure she’d changed everything consistently? In a DRY design doc, changes are more obvious, and more meaningful. Things jump out when they’re inconsistent. And they tend to be more consistent, because the designs implied are applied more consistently across the product in question.

This brings me to another favorite topic: Principled design. DRY documentation is a lot easier to develop (and it’s a lot easier to tell when your documentation is DRY) when your design is motivated by specific principles. For instance, when you decide, in the banking app you’re designing, that all checking account features will use Cerulean Blue for their accent color, and all savings account features will use Prussian Blue, a lot of nice things happen. First, design questions become much easier to answer. The new Maximizer Account we’ve just added is a kind of savings account. Great! We know it’s going to be Prussian Blue. (Or we can make a better informed decision that there should be a new point in the color family.) Second, it suddenly becomes a lot easier to document this fact. A one page style bible can capture this information, and when some new feature is implemented, it doesn’t take any intervention from the VxD to make sure the new bits have the right color choices. Third, when some new feature comes along, developers roughing it out can come up with a reasonable early approximation of what it should look like, because they have principles to apply, instead of PSDs to pore over, looking for a non-existent visual treatment for the new thing they’re just embarking on. This lets said VxD (and the IA) spend time tuning something that’s close, rather than restating the design principles they’ve got in their heads, in the form of some new PSD file.

A fourth virtue is that suddenly all these color choices (or typography choices, or IxD choices,) have consistency, a consistency that our dear End User can actually pick up on. They don’t end up feeling lost in a jumble of pretty colors, but start to associate the Prussian Blue with savings accounts, the Cerulean Blue with checking accounts, and, assuming the designer goes in this direction, that blue in general means cash accounts; green, stock and security accounts; reds and oranges, loans and credit accounts, or similar.

They may not be able to articulate why they know this, but they will perceive a solidity and purpose in the VxD, one that makes them feel safe and comfortable, and one that helps them use the application more effectively.

When coupled with a good domain model and a good information architecture, it suddenly gets a lot easier for the whole team to keep the design princples top of mind, and answer basic questions without having to consult a 500 page document, or even a 20-30 page set of wireframes and interaction designs. Hopefully they can answer most questions from a one or two page style bible, and by consulting the wireframe describing their grid system, and the one for the kind of module they’re working on.

Again, the point is not to pursue this ideal to an absurdist end, but rather to continually ask oneself: Could this documentation be simpler? Did I cover this already? Could an existing design concept apply to the new area I’m covering? Restatement in the service of clarity is always to be lauded. Unfortunately, in practice, most restatement in the form of long design documents is just waste: Waste in that the documentation must be produced; that it must be maintained; that it must be read; that it must be understood; and waste in that it tends to obscure the princples of the design in favor of the surface of the design.

And of course, another agile principle comes into play: Refactoring. Often a second use of a given design treatment exposes new boundary cases and new pressures on the design, and the initial design needs to be modified slightly to accommodate both the new and the old use case. This is usually a simplfying force, and one not to be resisted. Let the documentation live, and reflect the deeper underlying principles of the design you’re trying to express. Applied well, this rigor will help you to simplify and clarify your designs, and expose their essence.

When practiced well, DRY documentation will set you free, give you control and clarity, and communicate your design vision efficiently and clearly. It will also free your development team to do things more or less right the first time, and give them more time to work on the bits that need more love and attention.

Style Bible Example
An example of a one-page style bible, describing text treatments, spacing, backgrounds and grid structure in one digestible page.

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