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I am an experienced software development manager, project manager and CTO focused on hard problems in software development and maintenance, software quality and security. For the last 15 years I have been managing teams building electronic trading platforms for stock exchanges and investment banks around the world. My special interest is how small teams can be most effective at building real software: high-quality, secure systems at the extreme limits of reliability, performance, and adaptability. Jim is a DZone MVB and is not an employee of DZone and has posted 100 posts at DZone. You can read more from them at their website. View Full User Profile

Stop Telling Stories

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Don’t Get Hung Up on User Stories – Do Whatever Works

Insisting that all of the work that every development team needs to do has to be defined in the same way is arbitrary, unnecessary, and wrong. It's like back in the UML days when we learned that requirements had to be captured through Use Cases. Anyone remember how silly - and pointless - it was trying to model functional specifications using stick-men and bubbles?

Teams should use whatever format makes sense for their situation, with as little or as much detail as the problem and situation requires. There are times when I would much rather work with well-defined, detailed documented rules and scenarios that have been carefully thought through and reviewed, or a prototype that has been shown to customers and improved iteratively, than to be limited to a long list of 2-line User Stories and hope that I will be able to get someone who understands each requirement to fill the details in when the team needs them.

At Agile 2013, Jeff Patton in his talk on Agile Requirements and Product Management made it clear that the Story Template is a tool that should be used for beginners in order to learn how to ask questions. Like the “snow plow” technique for beginning skiers – something to be thrown aside once you know what you’re doing. His recommendation is to “use whatever you need to capture requirements: pictures, slides, notes, acceptance tests”. At the same conference, Scott Ambler reiterated that “stories are not enough. They are just one tool, a usage view. There are so many more options”.

Don’t worry about stories or epics and themes – or themes and epics (the Agile community can’t all agree on what’s a theme, what’s an epic, and it doesn't matter anyway). Add details when you need to. Get rid of details that you don’t need.

Don't get caught up in what Roman Pichler calls “Story Mania”:

Some product owners and teams are so fond of user stories that everything is expressed as a story. This either results in some rather odd stories – stories that capture the user interface design, complex user interactions, and technical requirements; or these aspects are simply overlooked.

Like any technique, user story writing has its strengths and limitations. I find stories particularly well suited to capture product functionality, and when applied properly, nonfunctional requirements. But user interface design and complex user interactions are better described by other techniques including design sketches, mock-ups, scenarios, and storyboards. Complement your user stories therefore with other techniques, and don’t feel obliged to only use stories.

Even some of the people who developed the original idea of User Stories agree that not everything can or should be done as a story.

Capture requirements in whatever format works best. Keep requirements as light and clear and natural as possible. If you have important technical requirements that need to be worked on, write them down and don’t worry about trying to warp them into some kind of arbitrary customer stories because you've been told that’s what you have to do in order to “be Agile”.

Let’s all stop telling stories and get some work done.

Published at DZone with permission of Jim Bird, author and DZone MVB. (source)

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)