Story Mapping v4
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This document outlines a story mapping approach for organizing an email client project. It breaks the project down into requirements, features, epics, and stories. The features are organized horizontally to map the correct business process sequence. The epics and stories are broken down vertically with priority indicated by their placement. The stories are further separated into separate releases.
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This document serves as a comprehensive guide to essential tools for growing an email list, highlighting the importance of a well-segmented and accurate list for effective email marketing. It reviews several lead extraction tools such as the Top Lead Extractor, Facebook Email Extractor, and Google Maps Email Extractor, detailing their features and benefits for different target audiences. The guide emphasizes best practices for using these tools while ensuring compliance with email marketing regulations.EMarketing Techniques Conference_Emailmarketingessentials May2008
EMarketing Techniques Conference_Emailmarketingessentials May2008Corporate College
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The document outlines essential keys for effective email marketing, including starting with a communication plan, practicing good design, and providing relevant content. It emphasizes the importance of email relevance, testing for optimization, and ensuring deliverability to avoid spam filters. Current trends and tools in email marketing are also mentioned, along with resources for further information.Maximize Demosphere XVI - Wonderful World of Email
Maximize Demosphere XVI - Wonderful World of EmailDemosphere International, Inc.
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The document summarizes a presentation on best practices for email communication. It covers types of email accounts and clients, using mass email for newsletters and messaging, and best practices for subject lines, formatting, and testing emails. The presentation encourages experimenting with email content and formats to find what resonates best with recipients.Ad
More from Nigel Thurlow (19)
The Buffer Interupt Pattern v2
The Buffer Interupt Pattern v2Nigel Thurlow
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The document describes an interrupt buffer that was originally created by Jeff Sutherland and updated by Nigel Thurlow. The interrupt buffer is an allocation of story points in the current sprint that can be used for new stories from the product backlog or approved requests. The product owner acts as a gatekeeper and decides what requests the team works on, with approved items entering the buffer. If the buffer is overflowed, it means the team's velocity has been exceeded and the sprint goal may not be met, requiring a re-plan of the sprint.Scrum Clock Instructions
Scrum Clock InstructionsNigel Thurlow
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The document defines a sprint goal and definition of done for an agile development sprint. A sprint goal is a 1-2 sentence description of what the team plans to achieve during the sprint. It is written by the team and product owner to communicate the sprint's purpose to others. A definition of done is a set of fixed criteria that all user stories must meet before being considered complete, such as fully tested code, completed documentation, and pair programming. The document provides examples of criteria and includes a sprint planning timeline.Scrum Clock 2 week
Scrum Clock 2 weekNigel Thurlow
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This document discusses a 2-week sprint goal definition and definition of done for a Scrum project. It lists the days of the week (WE, TH, TU, FR, MO, TU, TH, MO, FR) and mentions a sprint goal and definition of done. The document was created by Nigel Thurlow and last updated on March 10, 2015.Test Driven Agile
Test Driven AgileNigel Thurlow
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Test Driven Development (TDD) involves writing automated tests before writing code to ensure requirements are met. Program Increment (PI) testing aggregates tests from sprints to determine if features are release-ready. Acceptance Test Driven Development (ATDD) uses tests to validate user stories and acceptance criteria. Automated testing grows faster than development velocity to continuously validate functionality and quality.Definition of Done Statement
Definition of Done StatementNigel Thurlow
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Acceptance criteria are used to confirm that a user story meets the intended purpose by describing clear outcomes that prove the story is acceptable to the product owner. A definition of done sets fixed criteria that all user stories must meet, such as refactored code, testing, and documentation. A sprint goal is a short description of what the team plans to achieve during a sprint, written by the team and product owner to communicate the sprint's purpose.The Product Owner Role
The Product Owner RoleNigel Thurlow
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The Product Owner manages stakeholders' requirements, communicates the product vision to the Scrum team, and sets goals for each sprint. They own and maintain the Product Backlog, understand user stories, and prioritize work. The Product Owner attends daily standups to listen and provide guidance when needed. They also facilitate continuous improvement, coach stakeholders, and shield the team from distractions to help deliver releases on scope.The Scrum Master Role
The Scrum Master RoleNigel Thurlow
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The document outlines the key responsibilities of a Scrum Master which include facilitating transparent communication and self-organization within the team. The Scrum Master aims to help the team adapt quickly to changes, solve problems independently, and create visual reporting tools. Some of the Scrum Master's other responsibilities are to reflect on meetings and ceremonies, ensure definition of done is agreed upon, protect the team from obstacles, and celebrate the team's successes.Continuous Integration Approach
Continuous Integration ApproachNigel Thurlow
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Continuous integration (CI) is the practice of regularly merging code changes into a shared repository. With CI, developers merge their code changes daily, which helps prevent integration issues. Automated unit tests are run on the merged code to catch any errors or failures. If all tests pass, the changes are committed to the main codebase. As code is built on the CI server, releases are automatically deployed to test, staging, and production environments on a scheduled basis. The goals of CI are to frequently integrate changes, catch errors early, and automate testing and deployments.User Story Composition
User Story CompositionNigel Thurlow
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This document outlines the process of breaking down large projects into smaller tasks from high-level epics to user stories. It describes a top-down approach where leadership first defines a vision and business epics, which are then broken down into program epics and features. Product owners further break these down into individual user stories for development teams to work on. The goal is to take large problems and decompose them into discrete pieces that can be easily estimated and implemented.Lifecycle of an Idea
Lifecycle of an IdeaNigel Thurlow
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The document outlines a process with 6 stages:
1. Strategic themes are defined by sponsors and refined into a portfolio of large initiatives.
2. The portfolio items are then refined into Epics which describe business goals in stories.
3. Epics are broken down into individual stories which are the smallest deliverables.
4. Product owners work with release management to group stories into features for scheduled releases.
5. Stories are developed through sprints and continuously integrated into a build server.
6. Release management deploys builds containing features to production potentially through a staging environment first.Understanding Agile 11x17
Understanding Agile 11x17Nigel Thurlow
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The document compares traditional waterfall project management to agile project management. With waterfall, requirements are gathered from users and handed off between teams who work in isolation, resulting in a product that often does not meet user needs. Agile uses rapid iterations where a team builds and tests features incrementally with customer involvement, producing a product that satisfies requirements through approved iterations.LEAN Cheat Sheet
LEAN Cheat SheetNigel Thurlow
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1) The document provides definitions and explanations of Lean and Six Sigma concepts related to Jidoka (autonomation), Just in Time, Standardization, and problem solving tools.
2) Key concepts include andon cords, pokayoke, continuous flow, kanban cards, takt time, visual controls, PDCA, 5 whys, A3 reports, waste reduction, and the five S's.
3) The goals are to eliminate waste, ensure quality, and optimize efficiency through standardized processes, visual management, and data-driven continuous improvement.Nemawashi
NemawashiNigel Thurlow
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Build personal relationships with key stakeholders across departments by being friendly, speaking to people regularly, and keeping them informed about your work. Use these informal partnerships to gain consensus for initiatives by starting discussions with peers and spiraling up through management. Continually refine plans based on feedback from preliminary informal discussions.Downtime 8 Wastes
Downtime 8 WastesNigel Thurlow
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Eight types of waste are defined including motion, transportation, inventory, overproduction, waiting, overprocessing, defects, and underutilization of talent. Examples of waste in both office and manufacturing settings include unnecessary movement of people and materials, excess inventory, producing more than demand requires, idle time waiting for resources, rework, and underutilizing employee skills. Eliminating waste helps improve efficiency and productivity.Prioritise
PrioritiseNigel Thurlow
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This document provides guidance on prioritizing tasks and making meetings more effective. It introduces a task priority checker that categorizes tasks as urgent/not urgent and important/not important. Tasks that are urgent but not important or not urgent but important should be considered carefully. Other factors like quality, commercial impacts, and time requirements also influence priority.
The document then lists nine rules for effective meetings: start and end on time; have clear objectives and agenda; come prepared; stay engaged by avoiding phones/laptops; communicate visually; focus on solving problems; hold meetings near the problem location when possible; and avoid meetings that don't discuss, decide, or lead to action. Following these rules can make meetings more productive.PDCA
PDCANigel Thurlow
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The document outlines the Plan-Do-Check-Act (PDCA) cycle for continuous improvement. The PDCA cycle involves planning a change, implementing it, observing the results, and acting on what is learned. Key steps include grasping the current situation, setting targets, developing a plan with communication, implementing the plan, monitoring progress, evaluating results and adjusting the plan as needed, then continually communicating and standardizing successful processes.Continuous Improvement - Kaizen vs Problem Solving
Continuous Improvement - Kaizen vs Problem SolvingNigel Thurlow
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This document outlines continuous improvement methods including quality improvements, cost reduction, and improved lead time. It discusses current and ideal conditions and how to close gaps between them. It presents five ways to increase delivery: adding workers, machines, or overtime; or eliminating waste and making processes easier. The preferred approach is to eliminate waste and make work easier through techniques like value stream mapping, root cause analysis, A3 problem solving, and kaizen.TPS Lean Production System
TPS Lean Production SystemNigel Thurlow
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This document outlines the principles and tools of the Lean Production System. It discusses the foundational goals of customer satisfaction, elimination of waste, and respect for humanity. The pillars that support this system are Just in Time and Jidoka. Just in Time aims to have only what is needed through tools like continuous flow and kanban cards. Jidoka allows processes to stop for problems through andon boards and pokayoke devices. The document also explains standardization tools like genchi genbutsu, plan-do-check-act, and consensus building that are used to maintain standards and drive continuous improvement.Problem Solving A3 Approach
Problem Solving A3 ApproachNigel Thurlow
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This document provides guidance for using the A3 problem solving methodology. It outlines the key sections of an A3 report, including: (1) clarifying the problem; (2) breaking down the problem; (3) setting targets; (4) analyzing root causes; (5) developing countermeasures and a plan; (6) monitoring and reviewing progress; and (7) standardizing and sharing lessons learned. The document emphasizes thoroughly investigating the problem, asking why it occurs, prioritizing issues, developing countermeasures, and periodically updating the report to track results.Ad
Story Mapping v4
- 1. Story Mapping Approach Organize Email Manage Email Search Email File Emails Compose Email Read Email Delete Email View Calendar Manage Calendar Create Appt View Appt Create Contact Update Contact Delete Contact Manage Contacts Build Email Client Search by keyword Move Emails Create folders Send basic email Send RTF email Open basic email Open RTF email Delete email View list of Appts Limit search to one field Search >1 field Release 1 Release 2 Search Attachm ents Search sub folders Release 3 Monthly View Create basic Appts Create RTF appt Update Contents /location Create basic contact Update Contact info View Appt View Appt Accept/ reject/ tentative Send HTML email Set email priority Get address from contacts Send attachm ents Open HTML email Open attachm ents Empty deleted items View daily format Create HTML appt Mandat ory/ optional Propose new time Add address data Update address info Delete contact View weekly format Search calendar Get address from contacts Add attachm ents View attachm ents Import contacts Export contacts Requirement Features Epics Stories Stories Stories This is your main requirement, project, or vision. This level you list all your features along the horizontal plane. Break each feature into smaller features/ Epics (stories too big to fit in a single sprint). Now break down the Epics into stories along the vertical plane in order of priority. Separate your stories into releases/Program Increments. Created by: Nigel Thurlow Version: 4 Last Updated: 11th August 2015 ItemsintheVerticalPlaneIndicatePriority Items in the Horizontal Plane Map to Correct Business Process Sequence