we are on #16.
(16) A little methodology goes a long way. At the beginning, the rules used to coordinate people’s work helps; as the rules and ceremonies increase, effectiveness per person drops.
continuing from : https://www.linkedin.com/posts/alistaircockburn_ah-heres-where-i-left-off-found-it-activity-7025862464252575744-DuoM/
Reading from : https://web.archive.org/web/20170909062232/http://alistair.cockburn.us/get/3598
"Freaks of use cases and agile, if you want to see what real user stories from use cases looks like, here's a real set....
...So on my website project, I wrote about 5 use cases and watched how I split them for our work. Was TOTALLY different than my advice in that slide you just saw. ..."
ref: linkedin https://www.linkedin.com/feed/update/urn:li:activity:7026669380172226560/
"I helped turn those cards into these use cases. I happen to like the clarity of the storytelling, but more importantly, the way all the questions showed up,..."
to save some time, people keep asking me to relate use cases and user stories and agile.
here's my talk from 2005 on the subject, it's very complete.
https://web.archive.org/web/20140329203737/http://alistair.cockburn.us/Agileusecases1dy.ppt
Slide 76 is the one you're after
Ah, here's where I left off, found it ...
Picking up from
based on the article at : https://web.archive.org/web/20170909062232/http://alistair.cockburn.us/get/3598
(15) Effectiveness per person drops as people are
added to a project.
Number 15 is a straightforward consequence of
the communications and coordination load in-
creasing as people are added to a project.
speaking of which, here's a new derivation/explanation of #hexagonalarchitecture. See how it does for you:
dang, now where did I leave off?
I'll pick it back up again with (9):
(9) Organization tolerance to ambiguity, uncertainty and flux affects the possibility of using more productive techniques. The most productive techniques rely on parallel development, with embedded ambiguity, uncertainty and flux. However, not all people or organizations can tolerate high levels of those. To the extent they cannot handle them, they cannot use those techniques. This presents an upper limit to an organization’s productivity.
from https://web.archive.org/web/20170909062232/http://alistair.cockburn.us/get/3598
I just love how this business person is insisting on use cases with programmers who insist on (badly written) user stories and (badly written) story maps:
"I need to make prioritization for the features , so we agreed on making user story mapping. I started doing it but I don't know how will I get back to the use cases as the stories on the board are bulky (not sliced in the perfect way I learned with you)"
> i'll bet their story map is pretty badly done. People mess these up badly, especially programmers, if they did the story map without proper training, will make a mess
"I told them I will still write use cases because this is where we keep the business."
"BECAUSE THIS IS WHERE WE KEEP THE BUSINESS"
I love that. Have never heard that phrase before, it's a keeper.
Business people, protect your business from badly written story maps and user stories, use cases serve the execs, the business people, the tests, the documenters best.
Totally loved this view.
and ... "Use the use cases to keep your head straight" :) heh.
can't recall where i left off with my pics of the book i'm writing, so here is the title page and some pages i probably haven't shown yet. Tech people feel free to jump in :)
i'm pretty sure i have something wrong w the MVC discussion, likely one of you will find some things to say :)) webs for the win :) -- first of two
Chaotic-good Lawful-neutral project witchdoctor. Bard. Dancer. Poet. He/him. Own massage technique ("initial response technique'). Playful, wreaks havoc on the unsuspecting. Sits underwater. Current occupation: Becoming more me while making me a meme (it's a tricky, two-oared rowing activity)