ahhhh the Advanced Agile Masterclass --- been a while since I taught that.
hmmm about time?

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 : linkedin.com/posts/alistaircoc

Reading from : web.archive.org/web/2017090906

was just sent this (ChatGPT yikes!)
this stuff is really good. I could use this.

Use cases seem to still bring value over stickies:

"I also want to thank you that the use case document helped a lot in bringing the team together in discussions and covering holes. It also made me understand better and get inside the room through the objections and working together. We're now close to send it to the customer and I can confidently own it."

(Me:) "am super glad the written document helped improve the discussion over just the sticky notes :)"

"No comparison"


"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 linkedin.com/feed/update/urn:l
"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,..."

see linkedin.com/feed/update/urn:l
it's a bit fun and bit frustrating helping someone on their use case / story mapping journey. Boss just asked for a release plan "tomorrow", devs are busy jamming random story cards on the story map without any connection to actual users. BA is dancing

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.


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 : web.archive.org/web/2017090906

(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.

@infinitary@i8y.org yeah, this is exactly where we got hurt. SHoulda had a proper port and adapter there, they we wouldn't have cared.

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 web.archive.org/web/2017090906

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."


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.

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