Craig Larman weighs in on how granular use cases should be:
"A common error in identifying use cases is to represent individual steps, operations, or transactions as use cases. For example, in [a] point-of-sale terminal domain, one may (inappropriately) define a use case called 'Printing the Receipt' when in fact the printing operation is merely a step in the much larger use case process, 'Buy Items'.
A use case is a relatively large end-to-end process description that typically includes many steps or transactions; it is not normally an individual step or activity in a process.
It is possible to break down activities or portions of a use case into sub-use cases (called 'abstract use cases') - even down to individual steps - but this is not the norm . . . ."
- Craig Larman's Applying UML and Patterns, page 53
The Goal As a company executive, you want confidence that your product team (which includes all the people, from all departments, responsible for product success) has a sound basis for deciding which items are on the product roadmap. You also want confidence the team is prioritizing the items in a smart way. What Should We Prioritize? The items the team prioritizes could be features, user stories, epics, market problems, themes, or experiments. Melissa Perri makes an excellent case for a " problem roadmap ", and, in general, I recommend focusing on the latter types of items. However, the topic of what types of items you should prioritize - and in what situations - is interesting and important but beyond the scope of this blog entry. A Sad but Familiar Story If there is significant controversy about priorities, then almost inevitably, a product manager or other member of the team decides to put together The Spreadsheet. I've done it. Some of the mos
Comments