User Stories and User Stories Examples

Read it in 13 Mins

Last updated on
06th Jun, 2022
Published
02nd Nov, 2020
Views
10,892
User Stories and User Stories Examples

In this article, you will learn about User Stories, 3 C’s of a user story, who writes it, how to write it, how to INVEST in user stories, different types of user stories with examples and acceptance criteria.

What is a User Story? 

User Story is a tool in which requirements are captured in an easy to understand plain language, and is written from the perspective of an end user. 

In software development and product management, a user story is an informal, natural language description of one or more features of a software system. User stories are often written from the perspective of an end user or user of a system 

In Agile software development, user stories are used to express the requirements from an end user perspective.  The format of the user story is: 

As a < user > 
I want to < perform an action > 
So that < I expect…. > 
  • <User> - is the end user or the role of the user in the application software – “As a net banking customer 
  • <perform an action> - the action the user is performing on the application software – “I want to add beneficiary in my account” 
  • <I expect..> - outcome, desired value, the user expects out of the action performed – “so that I can transfer money to the added beneficiary”
  • The larger sized stories are called as “Epics” which are then decomposed to “Features” and then further decomposed to a “User Story”.  
  • Epic example: As a Bank, I want to provide net banking to customers, so that they can perform various transactions. 
  • The above Epic can then be decomposed into multiple features: few examples: 
  • As a Bank, I want to provide funds transfer feature to customer, so that they can transfer funds from one account to another account 
  • As a Bank, I want to provide account summary for all the customer’s type of accounts. 
  • As a Bank, I want to provide credit card details to customers. 
  • Now each feature can be decomposed further into multiple user stories. 

User stories, based on the estimate size, are taken for implementation in an iteration. User stories should be granular enough that they can be completed within an iteration and cannot be continued in the following iteration. If a story cannot be completed within an iteration, the same should be split logically. User stories are prioritized by the product owner based on business priority and are available at the top of the product backlog. The dev team pulls the stories into an iteration backlog and implements them. The Definition of Done(DOD) for user stories are decided by the team which includes acceptance criteria, processes that need to be followed like unit testing, regression testing, code review etc. The story is said to be “done” only when it meets the preset Definition of Done. 

Who writes user stories? 

So, whose responsibility is to write user stories in an agile team?  

Generally, the notion is that only the Product Owners should write user stories as they are the ones who elicit requirements from the stakeholders. However, in practice, any member of an Agile team may write user stories, though the overall responsibility is that of a Product Owner. The product owner should go through the stories and prioritize them in the product backlog. Over the course of an agile project, every team member is encouraged and expected to write user stories. 

When are user stories written? 

Are user stories written at the beginning of the project in a traditional way?  

User stories are written throughout the lifecycle of the project. At the start of the project, user stories are written in Sprint '0', also called as pre-sprint. Initially the product owner elicits the requirements from the stakeholder and they are stored as EPICS, Features and User Stories in the product backlog. The requirements in agile software development are progressively elaborated and hence the need for writing user stories will arise throughout the project. These are written mainly during the backlog grooming session where the product owner decomposes epics/features into granular stories. Dev team writes stories along with the product owner during this session and also gets  involved in the 3 C’s (the next section describes this). 


confirmation in the 3C’s of user stories
confirmation in the 3C’s of user stories 

  • “Card”, “Conversation” and “Confirmation” is a model that captures the components of a user story.  This is popularly known as the 3Cs model that helps in planning and estimating the user stories by the Agile team. 
  • Card – denotes Post It note or physical card, typically 3”x5” size, where the important information of a user story is captured. The card should contain enough information (not too less or too much) that the team is able to understand in order to plan & estimate on the story. 
  • “Conversation” – this is the conversation that happens between the product owner and the dev team to discuss on the story and get into the details. This may also be a conversation with the users of the system. This conversation also brings out the creativity of the dev team and uncovers any unstated needs of the users. 
  • “Confirmation” – this brings out the acceptance criteria for a story based on the above conversation.  This criterion will be used to evaluate the story by the stakeholders when the user story is implemented by the dev team.  

The 3 C’s of the user story generally unfold during the backlog grooming session whethe dev team and the product owner discuss the stories that needs to be groomed. The user stories are written during this time as well on the card by the dev team and product owner. Just enough information is captured in the story that enables the team to discuss and get into the details, uncovering any hidden or explicit information in the process. The team then negotiates with the product owner and arrives at the acceptance criteria for the user story.  

Next, the dev team estimates the user story with the available information. The conversation continues between the dev team and product owner until a consensus is reached with respect to the details and acceptance criteria and until the team can size the same. This round of conversation may happen again during the iteration/sprint planning session. The dev team then implements the story in an iteration which is reviewed by the product owner or stakeholders at the end of the iteration. They will then accept the story based on the acceptance criteria defined for the story. 

Why create user stories? 

What are the benefits that a team will get by documenting the need of the stakeholders in the form of user stories? 

  • It enables the team to understand the requirements from a user perspective. 
  • The focus is on the user to provide value to them; the user story clearly describes the expected outcome of every action performed. 
  • This manner of capturing requirements provides opportunities for the team to collaborate more with the product owner and business users. 
  • By having conversations (in 3 Cs), the team is able to uncover the hidden requirements and also come up with creative solutions. 
  • Provides a shared understanding of the requirements to the team so that everyone is aware of the outcome/goal of the story and is on the same page. 
  • User stories help the team to achieve smaller product increments. 
  • User stories are more understandable by all stakeholders (technical/non-technical/business/operations). 
  • User stories help the team to implement features in smaller iterations ranging from one week to one-month durations. 
  • User stories enable the team for progressive elaboration, where they can defer the story until more clarity is obtained. 
  • User stories help create transparency of the priorities defined by the product owner and the customer. 
  • User stories help the developers, product owner and business owners to reach a mutual consensus as they discuss the details and agree on the acceptance criteria. 
  • This helps prioritize the product features by the stakeholders and also helps to take the right decisions at the right time. 

INVEST in User Stories
INVEST in User Stories

This is an acronym for a set of attributes or criteria that helps us to assess the quality of the user story. If any of the attributes falls short in a story, it means that the team may want to consider rewriting the user story. 

  • Independent – User stories should be independent of other stories. There should be no overlap between them. They can however follow one after the other in a sequence, in a way that makes it easy to schedule and implement them.  

This is one of the challenges that the team faces especially when they have just started adapting agile ways of working. They may have a story which is dependent on something else which may be done by another team. The teams may hope that they can run the two stories in parallel and by the time the first team is done, the dependent team will also complete their part of the story.  This is not the right way of running user stories, as it can result in a lot of confusion and blame. 

The advantage of having independent stories is that there is no blame game across teams. It also allows to consider the dependencies and come up with innovative ways of removing them to become independent. 

  • Negotiable – The story should not be written in so much detail that it becomes a requirement document. If it is in too much detail, it does not give an opportunity for the dev team to have any conversation with the product owner or the business. The story should be written with just enough detail so that it paves the way to open discussions with the product owner or business, and helps to elicit details or come up with creative solutions. By negotiating on the story with the relevant stakeholders, teams can come to a common understanding. 
  • Valuable – The story should be valuable to the customer. It should clearly state why we are doing this? How is it going to produce value to the customer? What value will the customer realize by implementing this story?  

The only reason why user stories should be part of the product backlog is that they add value to the customer, right? 

  • Estimable – The user stories should have sufficient detail for the dev team to understand and estimate them. The conversation in 3 C’s helps the team to uncover the details with the product owner and stakeholders, so that they can size the story. If the story is too big and not sizeable, then the story should be refined or decomposed further. Whatever information the team may require should be available in the story for them to estimate it. In case there is a part of the story where the team has to do research, then a “spike” story may be created while the rest of the story can be estimated and taken for implementation. 
  • Small – Good user stories should be small. This does not refer to the size or number of words written in a story. A small story is of the right length so that the implementation team can complete the story within an iteration. It should be small enough that the story is “fully delivered” during an iteration.  

A small user story helps the team to develop and test quickly and easily.  

  • Testable – A good user story should be testable in order to be “Done”. This is supported by the “Confirmation” in 3 C’s where the team comes up with acceptance criteria for every story after the detailed conversation with the stakeholders.  

The customer should be clear about what he should test during the review. If he is not clear, then the story is not good enough to be implemented. 

The team works together in a collaborative way to INVEST in good stories. The team learns to write good user stories as they work together and also proactively think about the values and criteria that are laid out in INVEST. 

Types of User Stories

Profile

Krishnakumar Kuppusamy

Author

Krishnakumar Kuppusamy is one of the highly experienced Agile Coaches and SAFe Program Consultant (SPC 5.0). He has 24+ years of experience in information technology industry handling both traditional and agile projects. He has worked with companies like Citibank (USA) & Polaris Software at various capacities in project & program management. 

He has worked for ANZ and Ford India, coaching multiple Agile teams in their transformational journey. He is also a freelance trainer, conducted trainings in SAFe/PMP/PMI-ACP/ITIL/CBAP for over 2000+ professionals helping them getting certified and excel in their respective areas.