Introducing EventStorming
Introducing EventStorming
An act of Deliberate Collective Learning
About the Book
At first look, EventStorming is deceptively simple: just have a long paper roll available, and a virtually unlimited stock of coloured sticky notes and start modelling problems that looked too big to be modelled. But the ability to visually mastering large scale complexity opens the way to many interesting outcomes.
- Better business processes: once you see the process, impediments and correlations are vividly displayed. You can't avoid tackling them.
- Better software architectures: see the areas where stakeholders needs are in conflict, resolve coflicts by leveraging bounded contexts.
- Better learning: exploration of complex domain is now question-driven and with a visible collective sketch. Your team will never be so wise.
- Better interactions: trigger the right conversation between the right people.
In this book you'll find guidance about how to leverage the potential of EventStorming.
Disclaimer: work in progress
The book is still in progress. There's holes and FIXME section. And there's a great need for feedback.
I 've set up a trello project in order to collect some feedback. Don't know yet if that's a good idea or not, but here's the link.
About the Author
Table of Contents
-
-
Preface - 60%
- Who is this book for
- Notation
- Acknowledgments
- How to read this book
-
1. What does EventStorming look like? - 85%
- Challenging corporate processes
- Kicking off a startup
- Designing a new feature for a web app
- Quick EventStorming in Avanscoperta
-
Preface - 60%
-
A deep dive into problem space
-
2. A closer look at the problem space
- Silos
- Targets and goals
- Decisions’ lifecycle
- The cost of agreeing
- Putting everything together
-
3. Pretending to solve the problem writing software - 50%
- It’s not about ‘delivering software’
- The illusion of the underlying model
- The Product Owner fallacy
- The backlog fallacy [FIXME: definitely not the first one]
- The backlog fallacy (rewritten)
- Modeling is broken
- Requirements gathering is broken
- Enterprise Architecture is broken
- The EventStorming approach
-
4. Running a Big Picture Workshop - 98%
- Invite the right people
- Room setup
- Workshop Structure
- Phase: Kick-off
- Phase: Chaotic Exploration
- Phase: Enforcing the timeline
- People and Systems
- Phase: Problems and opportunities
- Phase: Pick your problem
- The promised structure summary
-
5. Playing with value - part 1 - 95%
- Explore Value
- Explore Purpose
- When should we apply this step?
-
6. Discovering Bounded Contexts with EventStorming
- Why Bounded Contexts are so critical
- Finding bounded contexts
- Enter EventStorming
- Structure of a Big Picture workshop
- Homework time
- Putting everything together
-
7. Making it happen
- Managing Participant’s experience
- Managing conflicts
-
8. Preparing the workshop - 30%
- Choosing a suitable room
- Provide an unlimited modeling surface
- Managing invitations
-
9. Workshop Aftermath - 20%
- Cooperating domains
- When to stop?
- How do we know we did a good job?
- Wrapping up a big picture workshop
- Managing the big picture artifact
- Focusing on the hot spot
- Documenting the outcomes - TRICKY
- Emerging structure
-
10. Big Picture Variations - 50%
- Software Project Discovery
- Organization Retrospective
- Induction for new hires
-
11. Big Picture in remote mode - 80%
- Main changes
- What role for a Big Picture?
- Patterns For Remote Big Picture
- Do we have a recipe?
-
2. A closer look at the problem space
-
Why is it working?
-
12. What software development really is - 40%
- Software development is writing code
- Software development is learning
- Software development is making decisions
- Software development is waiting
-
12. What software development really is - 40%
-
Modelling processes and services
-
13. Process Modeling as a cooperative game - 100%
- Context
- Game Goal(s)
- Coming soon
-
14. Process Modeling Building Blocks - 90%
- Fuzziness vs. precision
- The Picture That Explains Everything
- Events
- Commands, Actions or Intentions
- People
- Systems
- Policies
- Read Models
- Value
- Hotspots
-
15. Process modeling game strategies - 50%
- Kicking-off
- Mid-game strategies
- Team dynamics
- Are we done?
-
16. Observing global state - 10%
- The transaction obsession
- There’s more to consistency than it’s apparent to the eye
-
13. Process Modeling as a cooperative game - 100%
-
Modeling software systems
-
17. Running a Design-Level EventStorming - 10%
- Scope is different
- People are different
- What do we do with the Big Picture Artifact?
- Where are Events Coming from?
- Discover Aggregates
- How do we know we’re over?
-
18. Design-Level modeling tips
- Make the alternatives visible
- Choose later
- Pick a Problem
- Rewrite, then rewrite, then rewrite again.
- Hide unnecessary complexity
- Postpone aggregate naming
-
19. Building Blocks - 20%
- Why are Domain Events so special?
- Events are precise
- No implicit scope limitation
- Domain Events as state transitions
- Domain Events are triggers for consequences
- Domain Events are leading us towards the bottleneck
- Alternative approaches
- Wrapping everything up
- Commands - Actions - Decisions
-
20. Modeling Aggregates
- Discovering aggregates
-
21. Event Design Patterns - 5%
- Discovery strategies
- Composite Domain Event
-
22. From paper roll to working code
- Managing the design level EventStorming artifact
- Coding ASAP
-
23. From EventStorming to UserStories - 5%
- A placeholder and a better conversation
- Defining the acceptance criteria
- EventStorming and User Story Mapping
- How to combine the two approaches?
-
24. Working with Startups - 2%
- The focus is not on the app
- Leverage Wisdom of the crowd
- Multiple business models
-
25. Working in corporate environment - 5%
- Invitation is crucial
- Manage check-in process
- The fog-me-fog model
- Nobody wants to look stupid
- Wrapping up
- What happens next?
- Corporate Dysfuctions
-
26. Designing a product
- This is not a tailored solution
- Matching expectations
- Simplicity on the outside
- 27. Model Storming - 0%
-
28. Remote Event Storming
- Ok, seriously
- Downgrading expectations
-
17. Running a Design-Level EventStorming - 10%
-
Patterns and Anti-patterns
-
29. Patterns and Anti-Patterns - 75%
- Add more space
- Be the worst
- Conquer First, Divide Later
- Do First, Explain Later
- Fuzzy Definitions
- Guess First
- Hotspot
- Icebreaker (the)
- Incremental Notation
- Go personal
- Keep your mouth shut
- Leave Stuff Around
- Manage Energy
- Make some noise!
- Mark hot spots
- Money on the table
- One Man One Marker
- Poisonous Seats
- Reverse Narrative
- The Right To Be Wrong
-
30. Rush to the goal
- Single Out the Alpha-male
- Slack day after
- Sound Stupid
- Speaking out loud
- Start from the center
- Start from the extremes
- Unlimited Modeling Surface
- Visible Legend
-
31. Anti-patterns
- Ask Questions First
- Big Table at the center of the room
- Committee
- Divide and Conquer
- Do the right thing
- Dungeon Master
- Follow the leader
- Human Bottleneck
- Karaoke Singer
- Precise Notation
- Religion War
- The Spoiler
- Start from the beginning
- The godfather
-
32. RED ZONE
- Fresh Catering
- Providential Toilet Door Malfunctioning
-
29. Patterns and Anti-Patterns - 75%
-
Specific Formats
- 33. Big Picture EventStorming
-
34. Design-Level EventStorming
- Next actions
-
Glossary - 40% (but do you really care?)
- Fuzzy by design
-
Tools
- Modeling Surfaces
- Markers
- Stickies
- Static pads
- Recording results
- Bibliography
- Notes
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