擺脫加卡他卡_如何通過三個簡單的步驟擺脫“故事卡地獄”。

擺脫加卡他卡

Your backlog is full of detailed user stories. Your team is no longer able to manage them, or rank them.

您的待辦事項列表中包含詳細的用戶故事。您的團隊不再能夠對其進行管理或排名。

You wonder what the product you’re building is all about. The stakeholders seem to change their mind all the time. You miss the big picture.

您想知道正在構建的產品是什么。利益相關者似乎一直在改變主意。你錯過了大局。

I think you are in Story Card Hell, as James Shore says.

我認為您正處在故事卡地獄中 ，正如James Shore所說。

Here are three ways to escape.

這是三種逃生方式。

產品愿景 (Product vision)

A vision states a goal. But it does not tell you how to reach it.

愿景闡明了目標。但這并不能告訴您如何達到目標。

A great vision is challenging and inspiring. It transcends the individual. It brings people together to work towards it. It motivates them.

一個偉大的愿景充滿挑戰和鼓舞人心。它超越了個人。它使人們團結起來為之奮斗。它激勵了他們。

The company vision of SpaceX, Elon Musk’s aerospace company, is:

Elon Musk的航空航天公司SpaceX的公司愿景是：

SpaceX designs, manufactures and launches advanced rockets and spacecraft. The company was founded in 2002 to revolutionize space technology, with the ultimate goal of enabling people to live on other planets.

SpaceX設計，制造和發射先進的火箭和航天器。該公司成立于2002年，旨在徹底改變太空技術，其最終目標是使人們能夠生活在其他星球上。

The product vision of Apple’s iPod was:

蘋果iPod的產品愿景是：

All my music in my pocket.

我所有的音樂都放在口袋里。

Usually, a product manager/owner will come up with the product vision. So if you don’t know the vision, talk with your product manager.

通常，產品經理/所有者會提出產品愿景。因此，如果您不了解愿景，請與產品經理聯系。

If you are a product manager: how would you pitch your product to a potential investor in 30 seconds?

如果您是產品經理：您將如何推銷在30秒內將您的產品出售給潛在的投資者？

You can build a Product Vision Box together with other stakeholders. Take cardboard and build a box. Write and draw on the surface. How would the hypothetical product packaging look? The limited space will force you to focus on the top features of your product.

您可以構建產品愿景箱 與其他利益相關者。拿硬紙板蓋一個盒子。在表面上書寫和繪圖。假設產品包裝的外觀如何？有限的空間將迫使您專注于產品的主要功能。

For a more sophisticated description of the vision, you can use a Product Vision Board:

有關愿景的更復雜的描述，可以使用產品愿景板 ：

The Product Vision Board explains:

產品愿景委員會解釋：

The target group (who will use the product)
目標人群(將使用該產品的人群)
The needs (of the users)
(用戶的)需求
The product (key features)
產品(主要功能)
The business goals (e.g. how is the company making money from the product?)
業務目標(例如，公司如何從產品中獲利？)

How does a product vision help you to escape from Story Card Hell?

產品愿景如何幫助您擺脫故事卡地獄？

A vision gives direction. That’s why you should make it visible where development happens. Create a huge poster, for example, and hang it on the wall.

愿景給出方向。這就是為什么您應該在開發發生的地方使其可見。例如，創建一個巨大的海報，并將其懸掛在墻上。

Everybody can check if new stories fit the product vision. And challenge stories that deviate from the intended direction.

每個人都可以檢查新故事是否符合產品愿景。并挑戰偏離預期方向的故事。

大圖 (Big picture)

Even if you have a vision, you may miss contextual information for your stories. This is the big picture.

即使您有遠見，也可能會錯過故事的上下文信息。這是大局。

There are several practices that help you understand the big picture. One of these practices is Story Mapping by Jeff Patton. Below you’ll find the way I practice it.

有幾種實踐可以幫助您了解全局。這些實踐之一是Jeff Patton撰寫的Story Mapping 。在下面，您將找到我的練習方式。

User activities are at the top. Frame an activity by a goal certain users want to reach. It can be for their own benefit or to get their job done. Order activities from left to right. The more to the left, the earlier the activity takes place.

用戶活動位于頂部。通過某些用戶想要達到的目標來組織活動。可能是為了自己的利益，也可能是為了完成工作。從左到右訂購活動。左側越多，活動越早進行。

Example activities of an online shop are: Add Product, Browse Products, Buy Products, Prepare shipment, Ship products. In most cases, a user performs an activity in a single sitting. Often in a matter of minutes or at most hours.

網上商店的示例活動是：添加產品，瀏覽產品，購買產品，準備裝運，運送產品。在大多數情況下，用戶會在一次坐姿中執行一項活動。通常只需幾分鐘或最多幾個小時。

To reach a goal, users need to do stuff: the user tasks. Example tasks are Find Products and View Product Details for the Browse Products activity.

為了達到目標，用戶需要做一些事情： 用戶任務 。示例任務是“瀏覽產品”活動的“查找產品”和“查看產品詳細信息” 。

Together with the activities, the tasks represent the backbone. This is the structure you use to organize the stories.

任務與活動一起代表了骨干。這是用于組織故事的結構。

From the tasks, you derive stories. From the View Product Details task, you could derive a story titled View Product Details (text only) and another story titled View Product Details (with image).

從任務中，您可以得出故事。從“查看產品詳細信息”任務，您可以得出一個標題為“故事”的故事。查看產品詳細信息(僅文本)和另一個名為查看產品詳細信息的故事(帶有圖像)。

The higher the team places a story, the earlier the team implements it. Implementation moves from left to right in a row, and from top to bottom.

團隊放置故事的級別越高，團隊實施故事的時間就越早。實施從左到右，從上到下。

Do not store a Story Map in an electronic tool. Instead, put it up on a wall and use it to communicate within the team, with users, and with other stakeholders. Leave it hanging there, and you’ll always see the context of the stories.

不要將故事地圖存儲在電子工具中。取而代之的是，將其放在墻上，并使用它與團隊，用戶以及其他利益相關者進行溝通。將其掛在這里，您將始終看到故事的上下文。

Other practices to understand the context of stories include:

了解故事背景的其他做法包括：

Impact Mapping
影響映射
Use Case 2.0
用例2.0

即時規范 (Just-in-time specification)

A crucial practice to escape from Story Card Hell is just-in-time specification. Only detail the stories for the next one to two sprints. Let’s walk through an example.

避免出現“故事卡地獄”的一個關鍵實踐是及時規范。僅詳細介紹下一個到兩個沖刺的故事。讓我們來看一個例子。

The product manager writes a story card:

產品經理寫一個故事卡：

As a customer, I want to find products by a property to know that the shop offers what I want.

作為客戶，我想按物業查找產品，以了解該商店提供了我想要的東西。

The product manager has something specific in mind. The users should be able to search by product name, product number, product category, and price.

產品經理有一些特定的想法。用戶應該能夠按產品名稱，產品編號，產品類別和價格進行搜索。

A week before the sprint starts, the product manager talks with the team about the idea. The developers tell her that another team released a powerful search feature a few days ago, for a different product.

沖刺開始前一周，產品經理與團隊討論了這個想法。開發人員告訴她，幾天前另一個團隊針對另一種產品發布了強大的搜索功能。

It’s based on a simple text field, like Google. It would be less effort to reuse it than to develop something new. The team agrees on that, and writes down what they agreed upon as acceptance criteria.

它基于簡單的文本字段，例如Google。重用它要比開發新東西少。團隊對此表示同意，并寫下他們同意的接受標準。

So the team documents the details of the story shortly before implementation. That way, the team has as much knowledge from previous development as possible.

因此，團隊在實施之前不久就記錄了故事的詳細信息。這樣，團隊就可以從以前的開發中獲得盡可能多的知識。

結論 (Conclusion)

There are several practices to escape from Story Card Hell:

有幾種方法可以擺脫故事卡地獄：

A product vision sets a goal and helps to keep development on track.
產品愿景設定了目標，并有助于使開發步入正軌。
Story Mapping provides a big picture as context for the stories.
故事映射為故事提供了大背景。
Just-in-time specification makes sure that you detail only the most clearly understood stories.
即時規范可確保您僅詳述最清楚理解的故事。

In the best case, you use all the practices. For this to work, you likely need a product manager who

在最佳情況下，請使用所有實踐。為此，您可能需要一名產品經理