What are common challenges when creating a user story map?

Common challenges when creating a user story map include difficulties in prioritizing user stories, ensuring a shared understanding among team members, and managing the level of detail. Balancing the scope and granularity of user stories can be a challenge, and maintaining the map's relevance as the project evolves requires ongoing attention. Collaboration is crucial to address these challenges and ensure that the user story map remains a valuable and effective tool for project planning and execution.

Aqui a palavra de ordem é a VoC. Quanto mais ouvida for a voz do cliente, mais ele irá engajar na pesquisa. é natural que os primeiros meses tenham baixa aderência e isso n?o deve desanimar o time de CX ou CS. Pontos que ajudam a melhorar: - Personalizar a pesquisa de acordo com o ponto da jornada. Pesquisas genéricas desconectadas do momento de jornada do cliente, n?o geram vontade de resposta. - Separar pesquisas por público. Pessoas decisoras devem receber pesquisas com maior espa?amento para evitar fadiga. Pesquisas para feedback de usuários podem ter frequência maior. - Responder aos pedidos. Se o seu cliente n?o sentir que o feedback dado n?o foi ouvido e gerou mudan?as, dificilmente responderá a novas pesquisas.

One challenge I often encounter is the temptation for teams to rely too heavily on their own assumptions or internal perspectives. It's crucial to break free from internal biases and ensure that user stories truly reflect user needs. This requires proactive involvement of users at various stages, not just during testing but from the initial stages of defining personas and user journeys. It's a continuous loop of validation and iteration to create a user story map that authentically addresses user expectations and pain points.

One of the main challenges in user story mapping is that it got lost in the mist of process, framework, methodologies and standard documentation as most of them does not include the user story mapping as one of their deliverables. Making user story mapping as one of the deliverables in product discovery /ideation would help in incorporating user feedback.

The key purpose for story mapping is to visualise the whole journey for the user and to break them into reasonable size functional stories . This is for the team to understand and plan the sequence to funnel stories into sprints. Many a times this gets filled in with too many implementation details , that takes the purpose off and the big picture gets lost in the added ambiguity. Best way to balance is to pick the right visualisation method and tools to switch between the wider story map and its detailed view with execution steps. It is also important for the product and tech leaders to go through the story maps with the team at regular intervals, typically before each sprint to ensure team is not getting lost in details.

User story mapping is meant to focus on the broader vision and customer journey, keeping the details to a minimum. A high-level view fosters better understanding and alignment within the team. Avoiding [too] technical terms makes the map accessible to all team members, regardless of their role. Same as product roadmap & user-journey map, user-story map, is a living document and should evolve with the product & user needs.

You have to relate it to business logic as well as any previously released features because in any case dev teams will do that. Hence you need to specify the particular details and make it logical

The whole intention of story-mapping exercise is to create a common language between teams and stakeholders of a product / solution. Hence alignment is crucial, of course it doesn’t close off in a single meeting most of the times to get to common understanding and could be a frustrating series of discussions . However this is needed to ensure smoother journey through product development. Being purposeful and committed will make these meetings very interesting and insightfully. Once the initial mapping is done iterating over it before each sprint is not that time taking and ensures that the mapping is being kept relevant to the teams and up to date with the latest pulse of market trend , customer want and product strategy.

One of the biggest challenges is to align dev teams. To do so, specific requirements and acceptance criteria must be shared for relevant dev teams otherwise they may build something that won’t align with the overall expected vision/ goal

Probably the biggest pitfall many teams fall into, when adopting new [agile] processes. Everyone is excited and engaged in the beginning, but when follow ups need to take place, or action items to be worked on, then it gets stinky! :D

O mapa precisa considerar o rastro digital que se tem do seu cliente, como: - Histórico de pagamento e inadimplência; - Histórico de chamados, SLA e satisfa??o dos atendimentos; - Histórico de compras, upsell e crossell; - Histórico de participa??o em a??es e eventos de MKT, abertura de mailings e engajamento em pesquisas - Histórico de crises e intensidade delas, equalizando pelo risco de churn.

The creation of a user story map can be a very time intensive endeavor and that might make it difficult to engage all the key contributors one might wish for. Make sure to include at least those that would have the most stakes in product design, user experience, business and operating model. Even when the user story map has been created, it is likely that it is very longlasting as an architectural tool. Since it is a rather sophisticated tool, it requires onboarding and following activation of the contributors to make the most of it as an update map that is kept alive.