Skip to main content

What is a Scenario?

I've mentioned use cases on a number of occasions, but equally important is the concept of scenarios.

A use case is a sequence of interactions that the user makes with the product to achieve a goal. Think of a use case as encompassing any number of scenarios. A scenario is specific instance of a use case with a very specific goal.

For example, if your product is a car, one use case for the product would probably be Drive Car. The Drive Car use case encompasses infinitely many specific scenarios, including one in which a customer drives the car from her home to the Walmart on the other side of town. All of the specific circumstances are part of the scenario, including how fast she drives, how many stop lights she encounters, etc.

Thinking about (and actually testing) scenarios gives your team a concrete and tangible idea of what your customers will experience when they use your product. It also forces your team, particularly the product manager, to consider what scenarios they should realistically expect customers to carry out.

In short, if your team fails to consider and test scenarios, they will tend to become disconnected from the real customer experience, leading to a product that is similarly disconnected. A skilled product manager who stays connected to the market can help avoid this problem.

Comments

Hi Roger

Great blog, I like your site.

I am going to post a link from mine.

http://thebusinessanalyst.blogspot.com/

Cheers, Michael
http://thebusinessanalyst.blogspot.com/
Roger L. Cauvin said…
Thanks. Does your blog have an RSS feed?
No, I will look into it though.

Cheers

SNJ Technology Consulting
Professional Business Analyst Services

http://www.snjtechconsulting.com.au

Popular posts from this blog

Why Spreadsheets Suck for Prioritizing

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

Is Customer Development Pseudoscience?

The “Science” of Lean Startup Lean startup practitioners embrace the scientific method, seeking the "truth" about what business model and strategy will lead to product success. We do so by: Formulating hypotheses Crafting and running experiments to test them Learning from the experiments Iteratively feeding our learnings back into revised hypotheses Sounds pretty scientific, at least in spirit, doesn't it? Yet this process actually neglects a key ingredient in the scientists' mode of operation. To identify what’s missing, let’s examine “customer development”. Customer Development Steve Blank is one of the pioneers of the lean startup movement. He introduced into the lean startup lexicon the term “customer development”. Customer development consists of sessions and interactions with customers to test hypotheses. For example, a product manager might interview a prospect, asking if she agrees with the product manager’s hypotheses about the problem

Interaction Design: the Neglected Skill

Your product development organization has a big, gaping hole in it. (Be prepared to feel defensive as you continue reading.) One of the most important roles in product development is the role of interaction designer. An interaction designer designs how the users will interact with the product and conceptualize the tasks they perform. He decides whether, for example, the user interface will be command driven, object oriented (clicking on objects then specifying what to do with them), or wizard based. The interaction designer decides the individual steps in the use cases. Every company has one or more people that play the interaction designer role. Usually, those people have little or no expertise in interaction design. Sadly, they typically don't even realize how unqualified they are. Let's see who typically plays the role at companies. Engineer . An engineer is an expert on building what is designed. Yes, an engineer may know how to design the internal structure of the hardware