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Stop Telling Stories

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The Connextra Template: As a {type of user} I want {something}…

Stories started off as simple, free-form descriptions of work that the development team needed to do, like “Warehouse Inventory Report”. But now, the Role-Feature-Reason template also known as the Connextra template/format (because somebody working there came up with it back in 2001) is the way that we are told we should all write user requirements.

as a {type of user}, I want to {do something}, so that {reason}

How did this happen? And why?

According to Mike Cohn (who helped to popularize this template is his books and courses) there are a few reasons that stories should be written this way:

Reason 1

Something significant and I'm tempted to say magical happens when requirements are put in the first person…

Reason 2

Having a structure to the stories actually helps the product owner prioritize. If the product backlog is a jumble of things like:
  • Fix exception handing
  • Let users make reservations
  • Users want to see photos
  • Show room size options
… and so on, the Product Owner has to work harder to understand what the feature is, who benefits from it, and what the value of it is.

Reason 3

I've heard an argument that writing stories with this template actually suppresses the information content of the story because there is so much boilerplate in the text. If you find that true, then correct it in how you present the story… [which is not a Reason to use this template, but a workaround if you do use it}.

Trying to fit every requirement into this template comes with its own set of problems:

User story format is awkward and heavy-handed. “As a ___, I want ___, so I can ____.” The concept is good – there should always be an explanation of “why” the task is desired, to make sure the end result fulfills the actual need. But the amount of verbal gymnastics I've seen people go through to try to make a simple and obvious requirement into a “User Story” proves that despite what Agile says, it’s not always the best way to go.
Talia Fukuroe, 6 Reasons Why Agile Doesn't Work

Lots of other people have seen similar problems:

Steve Ropa at VersionOne (“Why I Don’t Like User Story Templates”) has worked with teams that don’t understand or properly follow core Agile ideas and practices…

But where they excel is making sure every story is expressed in the format As a ____ I can____So That____. No matter what the story is, they find a way to shoe horn it into that template. And this is where things start to fall apart. The need to fit the story into the template becomes more important than the content of the actual story. …

The Template has become a formalized gate. My understanding of stories when I first learned about them was that they were to bring natural language back to the conversation around what the software is intended to do. How are we to move away from formal “shall lists” and requirements documents if we are just replacing them with Story Templates?

Gojko Adzic says that robotically following a standardized story template leads to stories that “are grammatically correct but completely false”:

Stories like this are fake, misleading, and only hurt. They don’t provide a context for a good discussion or prioritisation. They are nothing more than functional task breakdowns, wrapped into a different form to pass the scrutiny of someone who spent two days on some silly certification course, and to provide the organisation some fake comfort that they are now, in fact, agile.

Everything is about the Customer

We are also told that User Stories must be customer-centric, written from the customer’s point of view and always describe something that customers care about.

This argument is built around two central ideas:

  1. The development team must always be clearly delivering Customer Value. From the start of the project, the team is supposed to deliver working features that customers can see, touch, explore and respond to.
  2. The Customer/Product Owner has to be able to understand every requirement, which means that every requirement must be in their language and something that they care about. (This is another example of what’s wrong with the Customer/Product Owner idea in Agile development – that a single person can be responsible for defining everything that is done in a project.)
Focusing exclusively on delivering Customer Value leaves little room for non-functional requirements and constraints, which are critically important in building any real system, and de-emphasizes important design problems and technical work that developer teams need to do in order to deliver a high-quality system and to minimize technical risks.

It has led to lots of unnecessary confusion and disagreement over how developers should take care of non-functional requirements and constraints, developers hiding technical requirements inside customer stories, or trying to warp their own technical and architectural requirements into customer-style stories that end up not making sense to customers or to developers.

It is especially a problem with under-the-covers technical requirements like security, maintainability and supportability – cross-cutting concerns that don't make sense to a customer, but are fundamental constraints that apply across all of the work that the team does and how they do it, not just work done in one Sprint.

Like the idea of a using common template, putting the customer first in requirements was well-intentioned: a way to bring the development team and customers closer together, and a way to make sure that the people paying for the work actually got what they asked for. But insisting that this is the only way that every requirement has to be framed creates unnecessary problems and risks and makes the team’s work harder than it has to be.

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.)