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...

5 Ways Companies Make Product Decisions

In the last blog entry, we reviewed the  four problems that companies face, or are trying to overcome, as they make product decisions .  Now we'll look at the ways that most companies make their product decisions. Companies that develop, market, and sell products and solutions make strategic and ongoing tactical decisions.  They decide what features to include in their products, what messages they will use to communicate the value of their products, what marketing tactics they will use, what prospective customers they will target, and many day-to-day choices. Whether or not these decisions are deliberate or ad hoc, most companies use some combination of the following ways of making product decisions. (A downloadable "map" that summarizes the product decision landscape is included at the end of this article.) Customer Wants Product decisions based on feature requests, focus groups, and what prospects and customers say they want. Companies are selling products to ...

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...