What is it? The Realtime Retrospective technique was created by Emily Webber1. This is a great way to capture feedback from a large number of participants in realtime over an extended period of time. By the middle of your event you should already have: some feedback in a timeline-like fashion that includes both positive and negative things a capture of the mood and reaction of people over the course of time in a realtime manner lots of sticky notes on a wall How does it fit?

What is it? Value Stream Mapping (VSM) and Metrics-Based Process Mapping (MBPM) are third generation lean process improvement techniques, optimized for an extended organizational transformation effort. They work in tandem, where VSM is designed to view the big, macro picture and make strategic decisions with executives, and MBPM is designed to view the detailed, micro picture and make tactical improvements with front line workers. The first generation of these techniques comes from Toyota’s “information and material flow” (as documented in Lean Thinking1 and the second generation from Learning to See2.

What is it? Impact Mapping is an engaging, graphical, strategic planning technique. It was introduced by Gojko Adzic in 2012. At the end of the impact map, you should have: A shared understand of your effort’s goal or problem statement An inventory of human behavioral changes that must occur (or not occur) for your project to be successful. These are the impact from which the technique gets it name Optionally, an inventory of project scope that could be delivered to achieve the aforementioned impacts Some sort of prioritization of scope and/or impacts A physical or digital diagram with the above information Why use Impact Mapping?

What is Event Storming? Event Storming is a rapid, interactive approach to business process discovery and design that yields high quality models. It was introduced in a blog by Alberto Brandolini1 in 2013. At the end of the event storm, you should have: A shared understanding of the business process you are building as part of the project, including: which steps should be considered in scope and which steps are out of scope the users involved in the process an initial inventory of UI screens for the process an initial inventory of Aggregates2 A physical diagram with the above information, which can be transferred to a digital format

What is it? User Story Mapping is an evolution of the traditional Agile backlog, made popular by Jeff Patton in 20081. It’s an effective practice for creating lightweight release plans that can drive standard Agile delivery practices. At the end of user story mapping, you should have: A backlog of scope items (captured as stories or simply feature titles) the team believes can be delivered in the planning window. This means some items will be placed out of scope The backlog “sliced” into ~3 iterations, such that it forms the outline of plan Enough detail in the first iteration of the plan to get started with the work Why use User Story Mapping?