User story mapping is a visual exercise that helps product managers and their development teams define the work that will create the most delightful user experience. It is used to improve teams’ understanding of their customers and to prioritize work. Software leader Jeff Patton is often credited with having developed and shared extensive knowledge around user story mapping.
In user story mapping, teams create a dynamic outline of a representative user’s interactions with the product, evaluate which steps have the most benefit for the user, and prioritize what should be built next. For agile organizations, it provides an alternative to building a flat list of backlog items or working from lengthy requirements documents.
User story mapping employs the concept of user stories — which communicate requirements from the perspective of user value — to validate and build shared understanding of the steps to create a product users love. Teams write user stories in a format that captures business value and can be completed within a development iteration (usually called a sprint).
The user story format — As a [type of user], I want to [action] so that [benefit]. — can be helpful in thinking about product interactions from a user’s perspective.
By visually mapping out these user stories, product teams tell the story of the customer journey and break it into parts. This helps them design and build functionality that is focused on desired customer outcomes, instead of solely on development output or feature specifications.
An example of a user story map created in Aha! Roadmaps.
The following are some of the ways that story mapping helps teams improve their processes for building products users will love.
User story mapping is a collaborative exercise that helps align cross-functional teams around building a product that will be better tomorrow than it is today. For this reason, any team whose work will contribute to the successful delivery of customer value should be represented.
Since a user story map creates a holistic view of the product, it is helpful to include members of any teams responsible for architecting the complete product experience. These teams are often represented in a user story mapping exercise:
Related guide: Who makes up the product development team?
User story mapping starts with a decision about what medium to use for building the story map. It can be done with simple physical resources — such as a wall or whiteboard and sticky notes — or with a variety of software tools that are available to create a virtual map. Virtual planning may be helpful for distributed teams. Regardless of the medium, teams will want to take the following steps:
What is the problem your product solves for customers, or what job does it help them do? Taking a goal-first approach is critical in mapping the work that follows, and teams need to ensure they are mapping the customer’s goal. This is true even if teams are building enhancements to an existing product. The user story format (As a [type of user], I want to [action] so that [benefit].) can be helpful in thinking about product interactions from a user’s perspective.
Who is the target audience for your product? There is likely more than one. Different audiences can have different goals and ways of interacting with your product. Starting this exercise with a set of user personas can ensure that teams share an understanding of the target audience and build stories from that point of view. It also eliminates wasted effort on edge cases that are not a fit with your target audience.
All users who interact with a product will likely do so through a series of common activities. These activities — also referred to as themes or functions — form the backbone of the user story map. For example, users of an ecommerce product may want to search items for sale, view items by category, put items into a shopping cart, and complete a purchase. These activities will comprise the stories across the top of the map, which the team will then break down into smaller user stories.
With the backbone in place and major themes defined, the team can now build out the skeleton of the map by breaking down each activity or theme into smaller user stories. For example, under the shopping cart activity, there might be stories like, “As a shopper, I want to edit and delete items in my cart so I can change my mind before I purchase.”
With the high-level themes and detailed user stories in place, the next step is to prioritize stories, ranking them vertically so that the most important ones are at the top. Then, teams map how users flow through the product — typically from left to right. If a product has multiple types of users, teams may want to map different scenarios for each. These actions help teams decide which stories are vital and which ones are less important to delivering a delightful product experience to the target audience(s).
The story map gives teams the ability to envision upfront the potential issues that may slow them down later, such as bottlenecks, dependencies, technical architecture, or missing information and capabilities. Identifying these risks before design or development work begins can help teams minimize and mitigate them, enhance usability, and come up with alternative solutions.
This is where teams turn a visual exercise into executable work. With stories prioritized from the top down, teams can see the work that will deliver the most value in the shortest time and group these stories into development sprints and product releases. Teams will create horizontal “slices” across the map, grouping stories by priority within each critical user activity. It is important to consider that this is not about identifying what is required for a minimum viable product; rather, it is critical for identifying the most important work to be completed to create a delightful customer experience.
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