Transformation Of Agile User Stories Into Executable Code In A Built Application

The transformation of agile user stories into executable code in a built application is a structured yet flexible process, embodying the core principles of Agile methodology: collaboration, adaptability, and iterative development. This journey from concept to code involves several key steps, which can vary slightly depending on the specific Agile framework being used (e.g., Scrum, Kanban). However, the overarching process typically includes the following stages:

1. Creation of User Stories

  • Gathering Requirements: The process begins with the collection of requirements from stakeholders, including customers, users, and the development team. These requirements are then formulated into user stories, which are short, simple descriptions of a feature told from the perspective of the user or customer. A user story typically follows a simple template: “As a [type of user], I want [some goal] so that [some reason].”

2. Backlog Refinement

  • Prioritization and Refinement: User stories are added to the product backlog, which is a prioritized list of work for the development team. The team, along with the product owner, regularly reviews (refines) this backlog to prioritize the stories based on business value, urgency, and dependencies. This step ensures that the team always works on the most important features first.

3. Sprint Planning

  • Breaking Down Stories into Tasks: During sprint planning meetings (in the Scrum framework), selected user stories are moved from the product backlog to the sprint backlog. The development team then breaks down each user story into more manageable tasks. This step involves technical analysis and planning to determine how each story will be implemented.

4. Development

  • Coding: This is where the executable code is written. Developers take the tasks derived from user stories and start coding. This phase includes writing, testing, and reviewing code to meet the acceptance criteria defined in the user stories.

5. Continuous Integration and Testing

  • Testing: Alongside or immediately after development, testing is conducted to ensure the code meets the required standards and behaves as expected. This often involves automated unit tests, integration tests, and manual testing processes. Continuous Integration (CI) practices are commonly used, where code changes are automatically built, tested, and merged into a shared repository frequently.

6. Review and Feedback

  • Sprint Review/Demo: At the end of each sprint, the team demonstrates the completed work to stakeholders. This is an opportunity to gather feedback and make any necessary adjustments. The focus is on delivering a potentially shippable product increment at the end of each sprint.

7. Retrospective and Continuous Improvement

  • Retrospective: After the review, the team holds a retrospective meeting to reflect on the sprint. They discuss what went well, what didn’t, and how processes can be improved. This continuous improvement is a cornerstone of Agile.

8. Deployment

  • Release: Once the code has been tested and approved, it is deployed to production. This may happen at the end of each sprint or at a different cadence, depending on the release strategy of the project.

9. Maintenance and Iteration

  • Iterative Development: Agile projects are iterative, meaning this process repeats, with the team going back to the backlog, selecting new user stories for the next sprint, and starting the cycle again. This allows for continuous delivery of value to the user and the ability to adapt to changes quickly.

Throughout these steps, collaboration among team members and stakeholders, as well as adaptability to feedback and changing requirements, are key. Agile emphasizes working software as the primary measure of progress, and this process, from user stories to executable code, is designed to achieve that goal efficiently and effectively.

Tim HJ Rogers
Consult | CoCreate | Deliver

I support people and teams to grow, perform and succeed unlocking potential as a partner Consultant, Coach, Project and Change Manager
Together we can deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

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My approach is to blend my expertise [Consultant, Coach, Project and Change Manager] with the strengths of our partners, ensuring that we consistently deliver high-quality, tailored solutions to our clients. My Associate approach not only fosters a dynamic and collaborative environment but also maximizes the value we deliver to our clients and partners alike. There is an optimum combination of factors or qualities which help people and organisations transform. It is a blend of listening, challenging and sharing and comes from expertise, experience, curiosity and a passion to perform. I deliver projects and change, and improve the confidence, capacity, drive and desire of the people I work with.

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