Chapter 1. The Big Picture
“I love Agile development! Every few weeks we see more working software. But it feels like I’ve lost the big picture.”
If I had a dime for every time I heard something like that from an Agile team member, I’d have…well…a lot of dimes. I hear it a lot. You may have even said something like that yourself. Well, I’ve got good news for you. Using an Agile process and a story-driven approach doesn’t mean you have to sacrifice the big picture. You can still have healthy discussions about your whole product and still see progress every few weeks.
Since you’ve patiently read the “Read This First” chapter, I’m going to bypass all the junk about stories and proceed directly to how story maps solve one of the biggest problems in Agile development. If you’re already familiar with writing stories on Agile projects, this chapter may be enough to get you started.
The “A” Word
If you’re reading this book, you likely know that story mapping is a way to work with user stories as they’re used in Agile processes. Now, it’s at this point that every other book that has something to do with Agile development reproduces the “Manifesto for Agile Software Development,” that thing written in 2001 by 17 guys who were frustrated with some of the big counterproductive process trends going on at the time. I’m glad they wrote it. And I’m glad that the impact of their work has been felt by so many.
But I’m sorry to disappoint you—I’m not going to reprint the manifesto and gush about why it ...
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