摆脱加卡他卡_如何通过三个简单的步骤摆脱“故事卡地狱”。

摆脱加卡他卡

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

您的待办事项列表中包含详细的用户故事。您的团队不再能够对其进行管理或排名。

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.

您想知道正在构建的产品是什么。利益相关者似乎一直在改变主意。你错过了大局。

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

我认为您正处在故事卡地狱中 ，正如James Shore所说。

Here are three ways to escape.

这是三种逃生方式。

产品愿景 (Product vision)

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

愿景阐明了目标。但这并不能告诉您如何达到目标。

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

一个伟大的愿景充满挑战和鼓舞人心。它超越了个人。它使人们团结起来为之奋斗。它激励了他们。

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设计，制造和发射先进的火箭和航天器。该公司成立于2002年，旨在彻底改变太空技术，其最终目标是使人们能够生活在其他星球上。

The product vision of Apple’s iPod was:

苹果iPod的产品愿景是：

All my music in my pocket.

我所有的音乐都放在口袋里。

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，产品经理/所有者会提出产品愿景。因此，如果您不了解愿景，请与产品经理联系。

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

如果您是产品经理：您将如何推销在30秒内将您的产品出售给潜在的投资者？

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.

您可以构建产品愿景箱 与其他利益相关者。拿硬纸板盖一个盒子。在表面上书写和绘图。假设产品包装的外观如何？有限的空间将迫使您专注于产品的主要功能。

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

有关愿景的更复杂的描述，可以使用产品愿景板 ：

The Product Vision Board explains:

产品愿景委员会解释：

The target group (who will use the product)
目标人群(将使用该产品的人群)
The needs (of the users)
(用户的)需求
The product (key features)
产品(主要功能)
The business goals (e.g. how is the company making money from the product?)
业务目标(例如，公司如何从产品中获利？)

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

产品愿景如何帮助您摆脱故事卡地狱？

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.

愿景给出方向。这就是为什么您应该在开发发生的地方使其可见。例如，创建一个巨大的海报，并将其悬挂在墙上。

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

每个人都可以检查新故事是否符合产品愿景。并挑战偏离预期方向的故事。

大图 (Big picture)

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

即使您有远见，也可能会错过故事的上下文信息。这是大局。

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.

有几种实践可以帮助您了解全局。这些实践之一是Jeff Patton撰写的Story Mapping 。在下面，您将找到我的练习方式。

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.

用户活动位于顶部。通过某些用户想要达到的目标来组织活动。可能是为了自己的利益，也可能是为了完成工作。从左到右订购活动。左侧越多，活动越早进行。

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.

网上商店的示例活动是：添加产品，浏览产品，购买产品，准备装运，运送产品。在大多数情况下，用户会在一次坐姿中执行一项活动。通常只需几分钟或最多几个小时。

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.

为了达到目标，用户需要做一些事情： 用户任务 。示例任务是“浏览产品”活动的“查找产品”和“查看产品详细信息” 。

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

任务与活动一起代表了骨干。这是用于组织故事的结构。

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).

从任务中，您可以得出故事。从“查看产品详细信息”任务，您可以得出一个标题为“故事”的故事。查看产品详细信息(仅文本)和另一个名为查看产品详细信息的故事(带有图像)。

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.

团队放置故事的级别越高，团队实施故事的时间就越早。实施从左到右，从上到下。

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.

不要将故事地图存储在电子工具中。取而代之的是，将其放在墙上，并使用它与团队，用户以及其他利益相关者进行沟通。将其挂在这里，您将始终看到故事的上下文。

Other practices to understand the context of stories include:

了解故事背景的其他做法包括：

Impact Mapping
影响映射
Use Case 2.0
用例2.0

即时规范 (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.

避免出现“故事卡地狱”的一个关键实践是及时规范。仅详细介绍下一个到两个冲刺的故事。让我们来看一个例子。

The product manager writes a story card:

产品经理写一个故事卡：

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

作为客户，我想按物业查找产品，以了解该商店提供了我想要的东西。

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

产品经理有一些特定的想法。用户应该能够按产品名称，产品编号，产品类别和价格进行搜索。

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.

冲刺开始前一周，产品经理与团队讨论了这个想法。开发人员告诉她，几天前另一个团队针对另一种产品发布了强大的搜索功能。

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.

它基于简单的文本字段，例如Google。重用它要比开发新东西少。团队对此表示同意，并写下他们同意的接受标准。

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，团队在实施之前不久就记录了故事的详细信息。这样，团队就可以从以前的开发中获得尽可能多的知识。

结论 (Conclusion)

There are several practices to escape from Story Card Hell:

有几种方法可以摆脱故事卡地狱：

A product vision sets a goal and helps to keep development on track.
产品愿景设定了目标，并有助于使开发步入正轨。
Story Mapping provides a big picture as context for the stories.
故事映射为故事提供了大背景。
Just-in-time specification makes sure that you detail only the most clearly understood stories.
即时规范可确保您仅详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

在最佳情况下，请使用所有实践。为此，您可能需要一名产品经理