| Foreword |
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| Foreword |
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xiii | |
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| Foreword |
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xvii | |
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| Preface |
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xxi | |
| Read This First |
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xxix | |
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1 | (20) |
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1 | (2) |
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Telling Stories, Not Writing Stories |
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3 | (1) |
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3 | (2) |
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Gary and the Tragedy of the Flat Backlog |
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5 | (1) |
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6 | (2) |
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8 | (1) |
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Describe Your Customers and Users |
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9 | (1) |
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10 | (4) |
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Explore Details and Options |
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14 | (7) |
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21 | (16) |
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Mapping Helps Big Groups Build Shared Understanding |
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22 | (3) |
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Mapping Helps You Spot Holes in Your Story |
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25 | (1) |
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26 | (1) |
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Slice Out a Minimum Viable Product Release |
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27 | (1) |
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Slice Out a Release Roadmap |
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28 | (1) |
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Don't Prioritize Features---Prioritize Outcomes |
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29 | (1) |
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This Is Magic---Really, It Is |
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30 | (2) |
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Why We Argue So Much About MVP |
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32 | (2) |
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The New MVP Isn't a Product at All! |
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34 | (3) |
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37 | (14) |
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Start by Discussing Your Opportunity |
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38 | (1) |
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39 | (1) |
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40 | (1) |
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Watch Out for What People Say They Want |
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41 | (1) |
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41 | (3) |
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44 | (1) |
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How to Do It the Wrong Way |
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44 | (2) |
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46 | (2) |
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Really Minimize Your Experiments |
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48 | (1) |
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48 | (3) |
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51 | (16) |
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52 | (1) |
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The Secret to Good Estimation |
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53 | (1) |
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Plan to Build Piece by Piece |
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54 | (2) |
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56 | (1) |
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The Other Secret to Good Estimation |
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56 | (1) |
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57 | (5) |
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59 | (3) |
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Iterative AND Incremental |
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62 | (1) |
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Opening-, Mid-, and Endgame Strategy |
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63 | (1) |
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Slice Out Your Development Strategy in a Map |
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64 | (1) |
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64 | (1) |
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65 | (2) |
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67 | (22) |
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1 Write Out Your Story a Step at a Time |
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67 | (4) |
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68 | (1) |
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My Tasks Are Different Than Yours |
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69 | (1) |
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I'm Just More Detail-Oriented |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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3 Explore Alternative Stories |
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72 | (3) |
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74 | (1) |
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4 Distill Your Map to Make a Backbone |
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75 | (1) |
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5 Slice Out Tasks That Help You Reach a Specific Outcome |
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76 | (13) |
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That's It! You've Learned All the Important Concepts |
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77 | (1) |
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Do Try This at Home, or at Work |
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78 | (1) |
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It's a Now Map, Not a Later Map |
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79 | (2) |
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81 | (1) |
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With Software It's Harder |
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82 | (2) |
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The Map Is Just the Beginning |
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84 | (5) |
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6 The Real Story About Stories |
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89 | (8) |
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Kent's Disruptively Simple Idea |
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89 | (2) |
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91 | (1) |
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Ron Jeffries and the 3 Cs |
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92 | (3) |
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93 | (1) |
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93 | (1) |
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94 | (1) |
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95 | (1) |
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96 | (1) |
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97 | (12) |
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Connextra's Cool Template |
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97 | (5) |
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Template Zombies and the Snowplow |
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102 | (2) |
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A Checklist of What to Really Talk About |
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104 | (3) |
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107 | (1) |
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It's a Lot to Worry About |
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108 | (1) |
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8 It's Not All on the Card |
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109 | (12) |
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Different People, Different Conversations |
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109 | (1) |
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We're Gonna Need a Bigger Card |
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110 | (3) |
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113 | (3) |
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That's Not What That Tool Is For |
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116 | (5) |
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Building Shared Understanding |
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116 | (2) |
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118 | (1) |
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119 | (2) |
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9 The Card Is Just the Beginning |
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121 | (10) |
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Construct with a Clear Picture in Your Head |
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122 | (1) |
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Build an Oral Tradition of Storytelling |
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123 | (1) |
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Inspect the Results of Your Work |
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124 | (2) |
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126 | (1) |
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127 | (1) |
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128 | (1) |
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Plan to Learn, and Learn to Plan |
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129 | (2) |
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10 Bake Stories Like Cake |
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131 | (6) |
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132 | (1) |
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133 | (4) |
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137 | (18) |
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137 | (2) |
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139 | (1) |
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Epics Are Big Rocks Sometimes Used to Hit People |
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140 | (2) |
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Themes Organize Groups of Stories |
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142 | (1) |
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Forget Those Terms and Focus on Storytelling |
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142 | (1) |
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143 | (1) |
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Discover a Minimum Viable Solution |
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144 | (2) |
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Dive into the Details of Each Story During Delivery |
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146 | (2) |
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Keep Talking as You Build |
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148 | (1) |
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149 | (1) |
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Evaluate with Users and Customers |
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150 | (2) |
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Evaluate with Business Stakeholders |
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152 | (1) |
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Release and Keep Evaluating |
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153 | (2) |
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155 | (12) |
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156 | (2) |
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A Discovery Team Needs Lots of Others to Succeed |
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158 | (1) |
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159 | (4) |
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Product Owner as Producer |
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163 | (1) |
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164 | (3) |
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13 Start with Opportunities |
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167 | (14) |
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Have Conversations About Opportunities |
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167 | (1) |
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Dig Deeper, Trash It, or Think About It |
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168 | (5) |
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Opportunity Shouldn't Be a Euphemism |
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173 | (1) |
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Story Mapping and Opportunities |
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173 | (6) |
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179 | (2) |
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14 Using Discovery to Build Shared Understanding |
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181 | (20) |
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Discovery Isn't About Building Software |
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181 | (1) |
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Four Essential Steps to Discovery |
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182 | (17) |
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183 | (1) |
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2 Understand Customers and Users |
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183 | (3) |
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186 | (10) |
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196 | (3) |
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Discovery Activities, Discussions, and Artifacts |
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199 | (1) |
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Discovery Is for Building Shared Understanding |
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200 | (1) |
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15 Using Discovery for Validated Learning |
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201 | (16) |
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We're Wrong Most of the Time |
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201 | (2) |
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203 | (1) |
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Empathize, Focus, Ideate, Prototype, Test |
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204 | (4) |
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How to Mess Up a Good Thing |
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208 | (1) |
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Short Validated Learning Loops |
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209 | (1) |
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How Lean Startup Thinking Changes Product Design |
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210 | (5) |
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211 | (1) |
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Name Your Risky Assumptions |
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212 | (1) |
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Design and Build a Small Test |
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212 | (2) |
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Measure by Running Your Test with Customers and Users |
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214 | (1) |
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Rethink Your Solution and Your Assumptions |
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215 | (1) |
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215 | (2) |
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16 Refine, Define, and Build |
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217 | (22) |
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Cards, Conversation, More Cards, More Conversations... |
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217 | (1) |
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218 | (1) |
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218 | (4) |
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Sprint or Iteration Planning? |
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222 | (3) |
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225 | (2) |
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227 | (5) |
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Use Your Story Map During Delivery |
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232 | (1) |
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Use a Map to Visualize Progress |
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233 | (1) |
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Use Simple Maps During Story Workshops |
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234 | (5) |
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17 Stories Are Actually Like Asteroids |
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239 | (8) |
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Reassembling Broken Rocks |
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241 | (2) |
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243 | (1) |
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Don't Sweat the Small Stuff |
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244 | (3) |
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18 Learn from Everything You Build |
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247 | (12) |
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247 | (4) |
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Review with Others in Your Organization |
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251 | (2) |
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253 | (1) |
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254 | (1) |
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Learn from Release to Users |
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255 | (1) |
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255 | (1) |
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Use a Map to Evaluate Release Readiness |
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256 | (3) |
| The End, or Is It? |
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259 | (2) |
| Acknowledgments |
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261 | (4) |
| References |
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265 | (2) |
| Index |
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267 | |
Lisainfo e-raamatute kohta