storytelling: discover the big picture for agile efforts webinar - tom cagley, phil lew

@xbosoft @tcagley

Storytelling:

Discover the Big Picture for Agile Efforts

with Tom Cagley

#AgileBigPicture

@xbosoft @tcagley

XBOSoft Dedicated to Software Quality Improvement

Founded in 2006

We speed products to market with our expert: •  Software QA consulting •  Software testing

Global team with offices in San Francisco & Beijing

“Thorough, accurate and fast”

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House Rules §  Participants other than the speakers are muted

§  Ask questions in the GoToWebinar control on the right side of your screen or through Twitter @XBOSoft

§  Questions may be asked throughout the webinar - we’ll try to answer them at the end

§  You’ll receive info on recording after the webinar

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Meet Our Speakers

Philip Lew CEO and Founder, XBOSoft •  Relevant specialties and

passions o  Software quality process,

evaluation, measurement and improvement

o  Software quality in use / UX design

o  Mobile User Experience and usability

o  Cycling and travel


Rachel Geibig Marketing Manager, XBOSoft •  Emails you about our

industry hot topic webinars

•  Invites you to download our latest trends in software testing white papers

XBOSoft Team

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TomCagleyVice President of Consulting, DCG Software Value •  Mr. Cagley is a consultant,

practitioner, and thought leader in software methods and metrics, quality assurance and systems analysis.

•  Co-author of “Mastering Software Project Management: Best Practices, Tools and Techniques” with Murali K. Chemuturi.

•  An independent thinker, author, podcaster, blogger and traveler through the journey of life!


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Storytellinghadbeenusedthroughouttheages

Earliest: Lascaux Caves in the Pyrenees Mountains in southern France dating back to ~15,000 B.C.

First Printed: The epic of Gilgamesh was created and began to spread from Mesopotamia to other parts of Europe and Asia in ~700 B.C.

Oral Storytelling: Aesop’s fables were written down ~200 B.C., even though Aesop lived in the 500s B.C

Biwa Hoshi 19th Century

Japan Griots

Western Africa

Troubadours Medieval Europe

Modern Media Native Americans

Early American

Pictures from Google Images, https://images.google.com/ .

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Scrum(MostotherFrameworks)StartsWithABacklog

0 50 100 150 200 250 300 350

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 Days

Burn - upChartExample

Done

24 Hours

1-2 Weeks

Daily Standup

Iteration Backlog Product

Backlog

Continuous Reporting

Demo

Iteration Planning

Poten6allyShippable

Retrospective


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BacklogOnion

Context

Features, Functions, Architecture Epics and Themes

Stories

Tasks and Activities

Evolution of The Agile Backlog

Techniques: •  Big Picture

Story •  The Business

Journey •  Future Telling


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SoWhereDoBacklogsComeFrom


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StoriesUsingJourneyPaUerns

•  TheMonomythorTheHero’sJourneyisoneofthemostcommonstorystructures.Themonomythiscyclicalstorystructureinwhichaheroteamembarksonajourneyandthenreturnswhensuccessful.Itdescribeswherethejourneystarted,thetrialsalongtheway,thegoalthatwasaUainedandthestepstomoveforwarda'erthegoalhasbeenmet.

•  Freytag’sPyramidisastructurethatfollowsasimilarpaUernofrisingacYonclimax,fallingacYonfollowedbyfinalrelease.Theprotagonistdoesn’tneedtoreturntocompletethecycle,buttheproblemdoesneedtobesolved.

•  TheMountainbeginsbydescribingacurrentstate,showinghowchallengesareovercomeasthestorymovesawayfromthecurrentstatetowardsaconclusion/climax,followedbyfallingacYon.


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OtherUsefulPaUerns

•  TheRedirectorFalseStartisapaUerninwhichthepresentergoesdownapathinapredictablemanner,thenstopsandrestartsdownadifferentpath.

•  ConvergenceorConvergingLinesisapaUernthatisusefulinscenariosthatbeginwithoutaconsensusapproachorcommontheme.

•  TheOnionorNestedLoopsisausefulpaUerntodrawanaudiencetoafinalconclusionincrementallytothecoremessage.


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SixBasicElementsofBusinessStories

•  Statewhothestoryisabout.•  Describewhatisbeingorwillbedone.•  IdenYfytheYmeframe,when,ofthestory.•  DefinewhytheacYonsareoccurring.•  ExplainhowtheacYonsarebeingtaken.•  ProvideverifiablequanYtaYveevidenceofasserYonsandperformance.


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AllElementsAreRequired–‘ish!

Key:***** VeryImportant* NotVeryImportant

13

Element Status Report Product/Project Vision

Who ** ****

What ***** (tactical) ***** (strategic)

When ***** (tactically precise) ***** (strategic, less precise)

Why *** (tactical) ***** (strategic - higher level)

How ***** (typically more tactical )

***** (strategic or visionary)

Evidence ***** (actual outcome driven data)

**** (anticipated)

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FacilitaYngAStoryTellingSession1. ContextSeing

–  Afacilitatorneedstodothepre-worktodiscoverandunderstandthegoalandthecontextsurroundingthestorytellingsession.

–  Meetwiththesession’ssponsorandafewoftheparYcipantstofleshoutthecontext.

2. SeedQuesYons–  SeedquesYonsprovideastructurethatguidesthesessiontowardthedesired

goalwithoutpuingwordsintheteam’smouths.–  UseseedquesYonswhentheteamseemstobebecomingblockedorstarYng

towanderofftrack.–  AllseedquesYonsrequiresituaYonalcontexttobeeffecYve.

3. Listening–  ListeningiscriYcaltodevelopingalevelofrapport.


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AProcess:TheBigPicturePre-sessionPlan(1)

•  Establishthegoalofthestorytellingsession.ThegoalestablisheswhoshouldbeinvolvedinthesessionandtheseedquesYonsthatwillbeusedtoelicitthestory.

•  PlanandbookthelogisYcsforthesession.Thestorysessiontypicallytakesthreetofourhourswithacoupleofbreaks.AlongwiththeroomhaveasupplyoftheubiquitoussYckynotes,acoupleofflipchartsandfoodifthesessioncutsacrosslunch.


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AProcess:TheBigPicturePre-sessionPlan(2)

•  IdenYfyparYcipantsandsetaworkshopdate.ThestorysessionisnotanadhocmeeYngbetweenarandomgroupofparYcipants.

•  Assignpre-worktosetthecontextandtogatherinformaYonsothatthesessionisnotfocusedoneducaYngparYcipants.WhenintroducinganewgrouptogeneraYngabigpicturenarraYvereviewstorystructuresandstoryusesbeforethesession.

•  DevelopasetofframingquesYonsorscenariosfortheteamtogenerateareacYontoguidethesession.


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AProcess:StorytellingSession(1)

•  ProvidetheparYcipantswithanoverviewandacYvitytodemonstratethestorytellingprocess.

•  Breakthegroupintocross-funcYonalsub-teams.

•  Generateastory.TimeboxthisporYonofthesessiontoonehour.

•  Debriefthegroupwiththeirstoriesbytellingthestories.


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AProcess:StorytellingSession(2)

•  Testthestory.Beforedeclaringvictory,testthestorytomakesureyouhaveaccomplishedthegoal.

•  CommunicatetheconsensusnarraYvetotheorganizaYonandthewholeteam.


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LeanChangeCanvas(JeffAndersen)

Urgency Target State

Success Criteria

Vision Communication

Action

Change Recipients

Required Investments

Wins

Who is impacted

Guiding Teams:

2 way path of communication

Key methods used to implement

Single compelling statement of describing destination

Key Behaviors:

Changes will stick when:

Pillars, enablers and more

Top 3 drivers, and needs to change

Capability of Org to Execute

Constraints and Commitments for all stakeholders

Moral Performance Capability


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SIXWORDSTORIESASANEXERCISE!


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SixWordStories

21

Painfully, he changed “is” to “was.” 5/5/2014—Icantusemyimgurname

Simulated beings realize they’re simulated. 3/18/2014—The_Psuedonymouse

Dot in the sky. Dead pixel. 3/11/2014—giantmonkey2


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TheGame

Atthebeginningofthesession-Onthe3x5NoteCard•  WriteaSixWordStoryaboutyourcurrentproject!– Sampledebrief

Atendofthesession-•  WriteaSixWordStoryaboutyourcurrentproject!– Sampledebrief


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WhenDone

•  IfIcanuseyourexamplesinafutureblogentrypleasecircleY(thosecirclingNwillnotbeused)

•  IfyouwantaUribuYonpleasewriteyournameandemailontheback.


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ExampleofResults


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QuickSummary

•  Storiesareusefulinbusinessscenarios.•  Storiesareavehicletohelpteamsunderstandtheirvisionofthefuture.

•  Storiesonlyworkif- – Theyconnect– Haveaplot

•  Storytellingsessionsmustbeplannedandfacilitated.


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