Foundations of Agile Ticket Writing: Value
This is a multipart series covering the importance of ticket writing with explanations and examples using INVEST principles. Part 1of 4.
The best way to cover the INVEST principles is actually a bit out of order so that each one can build on the one before. I will be starting with V=VALUE.
To begin, let’s look at the basic user story outline.
As a <user>
I want to <function/unit of work>
So that <value>
This simple outline states the user value (V from our INVEST principles). Of course, there is more to the job than filling out the user value template.
It is important to distinguish between what we expect the user to do and what the user actually wants to do. It sounds simple but this is where Product Managers oftentimes miss the mark.
An easy example is:
As a user, I want to sign up so that I can log in.
Does the user really want to log in? Does the user see value in logging in? Is the benefit really logging in or something else? In this example, the function has clear business value, but we have to ask ourselves what benefit the user themselves is getting.
Let’s try again…
As a user, I want to sign up so that I can make my purchase more quickly.
Now, from a user perspective, that seems more valuable. And if a user sees value then they will most likely adopt the feature, and we have INVESTed (pun intended) our time correctly.
This difference may seem insignificant, but it becomes significant when prioritizing stories with multiple stakeholders. By being specific and clear about feature value, we will guide stakeholders more effectively and prioritize faster. Efficiency gained.
But we can do better…
It is easy to default to the generic “user,” however, most products do have different target audiences and personas. And our user story will be stronger if it focuses on a specific type of user, rather than a generic one. Again, this may not seem like much, but these tweaks can help save time and hone in on the most valuable stories and features.
So let's drill down a little further and see if we can be more specific.
As a repeat shopper, I want to sign up so that I can make my purchase more quickly
We have now clarified that we are creating value for a repeat shopper, the kind of user for whom a business definitely wants to provide a great experience.
Why the details matter
Product managers are asked to add business value by adding product value. If we are able to add value with every single prioritized user story, then product value becomes inherent in our process—and business ROI will always be positive. Our clients will be happy, our users will be happy, and the product will grow.
Takeaway
When identifying the user in a user story, it is important to…
- Keep personas in mind — is this feature relevant for all of them?
- Be as specific as possible — dig deeper and ask “who is the target audience for this feature?” For example, adding a billing address is only relevant for repeat users purchasing with a credit card online.
When identifying the value of a unit of work in a user story, it is important to…
- Understand the why of a feature or user story (If the value of a story is not clear, this typically signifies a flaw in the design or feature overall)
- Challenge your own assumptions when possible
- Add data to support the validity of your proposed value
- Remember that adding value with every ticket will always lead to a positive ROI.
SMALL Part 2 of 4
INDEPENDENT & NEGOTIABLE 3 of 4
ESTIMABLE & TESTABLE 4 of 4
