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 master 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, and resolve conflicts by leveraging bounded contexts.
- Better learning: an exploration of a 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 still in progress
The book is still in progress, after all these years. Many things have changed since the beginning: it works, and it's been already adopted by many organizations around the world. Unfortunately, the demand for consulting in this area spiked and left me little time for writing in a comfortable seat. The pandemic then forced me to re-think what EventStorming in a new normal looked like.
There are still holes and FIXMEs, and I am now fixing them one by one. I killed the Trello board that I used to share progress. It just didn't work for that goal.
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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