Index

5-Whys technique 38 actors 7, 50, 65, 66 actors, behaviour 9, 19, 30 ad-hoc prioritisation 21 adaptive planning 26 agile methods 28, 30 alignment of teams 34 alternatives 18, 20, 27, 63, 64, 65 alternatives, defining 48 analysis phase 32, 33 assumptions 35, 66 assumptions, validated 52, 58 assumptions, visualisation 1, 11, 23, 27, 35 astronaut 66 Balic, Mijo X, 56 behaviour impacts 21, 22 behaviour of actors 9, 19, 30 benchmark 40 Berkun, Scott 22, 24 big-picture view 1, 18, 24, 27, 28, 34, 35 brainstorming 33 break-even point 40 Brinkerhoff, Robert X, 9 Brown, Tim 32 build-measure-learn 27 bullet points, for map measurements 56 business benefits 30, 31 business context 21, 50 business goals 5, 18, 19, 20, 27, 35, 38, 56 business impacts 25, 38 business sponsors 38 business value 5 Cockburn, Alistair 7 collaborative games 48 constraint 40 convergent thinking 32, 33, 50, 64 creative design techniques 32 critical features 50 criticising too early 64 customer segments 7 customers’ participation 33 death-march projects 24 decision-makers 7, 18, 35, 63 deliverables 11, 31, 27 design constraints 5 design thinking 32, 48 detail, too much 66 divergent thinking 32, 33, 48, 64, 66 Domingues, Ingrid X, 56 dot-voting 42, 50 dreamer 67 Drexler, Alan 34 dynamic roadmaps 23 effective meetings 34 exciters 50 facilitation mistakes 64 facilitator 62 failed experiments 58 feature injection X features as solutions 38 financial transaction processing example 15 flexibility 29 Gibb, Jack 34 Gibb-Drexler-Weisbord team-building process 34 Gilb, Tom X, 24, 40, 59 goal 5, 35, 38 goal metrics 25 goal-oriented requirements 1, 18, 22 good metrics 40 group memory 34 group, size 62, 64 group, splitting 46, 65 hamburger method 52 Harford, Tim 26 highly-effective training X HET method X hierarchy of deliverables 11 honesty of user stories 31 HOW question 9 Hubbard, Douglas 25, 40, 59 I* model 22 ideation 46, 48, 64 impacts 9, 27, 50 impacts, jumping over 66 incremental investment 35 inside metrics 25 interaction 1, 63 InUse effect mapping method X effect mapping X investment, incremental 35 IT treated as a cost 35 iterative delivery IX, X, 1, 18,19, 27, 28, 29, 35, 42, 52, 59 iterative measurements 59 iterative medium-term plans 58 jumper 66 Kano model 50 key assumptions 35 key measurements 35, 40 Klein, Gary 5 large-scale maps 59 Larman, Craig X, 7 lean startup 18, 27 learning activities 67 learning budget 52 Liedtka, Jeanne 33 limited work in progress 23 linear features 50 long-term effects 58, 59 long-term plans 30 low-hanging-fruit features 50 low-level detail 65 lower-level maps 59 mandatory features 50 map levels 7 map node text 57 map nodes 56 map skeleton 46, 65 mapping workshop 67 market-differentiating features 50 Matts, Chris X, 5, 38 McManus, John 22 measurability X, 24 measurable objectives 24, 66 measurements 19, 20, 25, 35, 40, 66 measurements, fitting into map 56 measurements, separate table 57 meetings 34 mental states 32 metrics 19, 20, 25, 35, 40, 66 metrics, fitting into map 56 metrics, separate table 57 milestones 38, 58, 66, 67 milestones and objectives 42 milestones, reaching 59 mind-mapping 33 Mission Command 1 mission statement 38 mistakes, facilitation 64 mistakes, organisational 62 Mona Lisa 29 must-have features 50 names for measurements 41 negative impacts 9 node names 56, 57 number-driven failures 58 objectives and milestones 38, 42 obstacles 67 octopus 67 off-stage actors 7, 59 Ogilvie, Tim 33 online gaming example 14, 39, 41, 43, 47, 49, 51, 53 optimal solutions 38 optimist 67 options 32, 33 organisational activities 11 organisational mistakes 62 Ottersten, Ingrid X, 56 outside control metrics 25 over-engineered solutions 1, 20 overall maps 59 Palchinsky method 26 parity features 50 participation 34 partner features 50 Patton, Jeff 29 people 7 people, too many 62 people, wrong 63 performance indicators 5 pet features 11, 21, 31 Pink, Dan VII pivot meetings 59 planning methods 1 Poppindieck, Tom VII positive impacts 9 primary actors 7 primary goals 58 prioritisation 9, 19, 29, 30, 33, 50 prioritisation, ad-hoc 21 product milestones 59 product modules 58 productive meetings 34 project failure IX, 22 project milestones 58 project scope 9, 18 psychological effects 38, 46 purpose-alignment model 50 quality, definition 7 quality of software 19 quick wins 18 real goals 38 reasons for failure 22 return on investment 35 reverse engineering 46, 64 Ries, Eric 25, 27, 59 road map 1, 18, 19, 58 robot 67 room layout 63 scale 40 scope 11, 18, 46, 65 scope creep 1, 11, 20, 22, 52 scope management 30 Scott, James C 25, 58 secondary actors 7 set-based design 62, 64 shopper 66 shopping lists 11, 38, 40, 42, 46, 64, 66 Shore, Jim 30 Sibbet, David 34 skeleton map 46 SMART 5, 24 software features 11 solutions, wrong 20 spine stories 11 story card hell 30 strategic planning 1, 18 strategy rethink 59 survivability 26, 27 synthesis phase 32 target 40 team-building process 34 technical experts 18, 63 technology landscape 38 testing assumptions 33 third-party effects 58, 59 time to market 21 Ulwick, Anthony 9 unforeseen problems 5, 22 upfront analysis 30 upfront plans 18, 26 usage goals 22, 33 use cases 11 user groups 7 user stories 11, 30, 31 user story mapping 52 vanity metrics 25 variation 26, 27 virtual cash 42, 50 visualisation 9, 34 visualisation of assumptions 1, 11, 23, 27, 35 Water-Scrum-Fall 28 Weinberg, Gerald 7 Weisbord, Martin 34 West, Dave 28 WHAT question 11 whiteboards 57, 63 WHO question 7 who-cares features 50 whole-team workshops 63 WHY question 5 wisdom of crowds 1, 18, 62 Wood-Harper, Trevor 22 wrong assumptions 21 wrong people 63 wrong solutions 20