About 10 years after the original proposal, EventStorming is now a mature tool with a variety of formats and purposes.
While the question "can it work remotely?" is still in the air, the answer may not be that obvious.
This talk can be a mature entry point to EventStorming, in the post-pandemic years.
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1 Million Orange Stickies later - Devoxx Poland 2024
2. About me
running www.avanscoperta.it (strategic consulting
and training)
Modelling (almost) everything with sticky notes,
markers and a paper roll.
Calling this stuff
4. 2013
ā¢ First Blog Post About EventStorming
ā¢ One single path from business to aggregate discovery
ā¢ The beginning of a long journey
5. 2019
ā¢ Growing Momentum
ā¢ Many practitioners -> Many Ideas
ā¢ Many different formats:
ā¢ Big Picture / Process Modelling / Software Design
ā¢ Retrospective / Induction / Startup Design / Moreā¦
ā¢ Running out of Orange and Lilac post-it worldwide.
7. 2020
ā¢ āPut all the key people in the same roomāā¦
ā¢ 98% of our business became illegal overnight
ā¢ And forced us to reinvent the workshop!
8. 2024
ā¢ In-person is an option again
ā¢ But many organisations turned to remote
ā¢ ā¦ without understanding the consequences
ā¢ https://www.slideshare.net/slideshow/all-the-small-
things-xp2024-bolzano-bozen/269646051
10. Big Picture Workshop
Invite the right people -> Business, IT, UX
Provide unlimited modelling space
Surface, Markers, stickies
Model a whole business line with Domain Events
11. Hey! Shouldnāt
we focus on a
specific area?
nope!
Wellā¦ you can,
but youāll miss a lot
of the potential
12. Establish a timeline
Some facilitator tricks will kickstart
the discussion quickly (2-3 mins to
get the ball rolling)
17. Enforcing the timeline
Experts will usually post a locally
ordered sequence of events
But enforcing a shared timeline then
triggers long awaited conversations
18. Outcome (big Picture):
The whole process is visible
Massive learning (crossing silo boundaries)
consensus around the core problem
Events: Building Blocks
of our business
storytelling
Hotspots: key
issues in our flow
Boundaries:
Between main
phases
Systems: whatever we
interact with
People: doing things
Ideas: to improve
the system
VOTES: on what
to change first
19. Standard Recipe
Chaotic Exploration
Breaking the ice, laying down the initial structure
Enforce the timeline
Triggering conversations, emergent boundaries
People and Systems
More details for precise storytelling
Explicit walkthrough
Validated narrative
25. Big Picture EventStorming
Aimed at collaborative discovery -> issues are visualised, not resolved.
Scalable (with tricks) 12 -> 20 -> 35 -> 50 peopleMassive Learning
Honest Map of as/is or Plausible map of future state
Official Outcomes:
massive learning,
bounded contexts,
alignment
Unofficial outcomes:
business learning the business,
spot the enemy
Enterprise projects
donāt fail because of
technology; they fail
because of politics
28. This is what I see:
A clear business narrative
Political Consensus
A massive
blocker
30. Toppings - (A menu, not a sequence)
Explore Value
Multi-currency Value-Stream Mapping alternative
Problem and Opportunities + Arrow Voting
Consensus over the most important problem to solve
Emergent Boundaries
All the information is already under your eyes
Team Boundaries
Do they match with the emergent boundaries?
32. An Item
needs to have
an approved
description and a
high quality image
before being
added to the
catalog
Just give me
a valid URL and
Iāll start
tweeting about
it
36. In-person experience
Big
Results in
ONe Day
Commitment
to finish
Full Day
In Person
High
Conversation
Throughput
Peer
Pressure
Lo Fi
Deeper
Learning
Experience
$
Localized
conversations
%
Early
Results
&
Full
Focus
37. Micro-Laziness as
a key facilitation
tool
Wall accessibility
Markers availability
Sitting or standing
38. From Problems to solutions
Constraint Problem Solution Side Effect
Pandemic IN Person is Banned
Move to Digital
(Miro + Zoom)
Friction in
Execution
Working on Miro No Miro Fluency 20 min warm up
Delayed Results,
smaller Timeframe
Working on Zoom Zoom Fatigue
Shorter Chunks,
only Half Day
Delayed Results,
more chances for
opting out
New to Miro Friction with Tools
More active
facilitation
More Passive
Participation
Active Facilitation
No space for
reactivity
Heavily Scripted
Boards
Decreased Ownership
Zoom & Miro Delayed Results Anticipated Sorting
Higher Chance of
mistakes
Each side
effect
affects the
overall
perception
of value
39. Remotelyā¦
Disappointing
Results
No
Commitment
to finish
3 Half Day
Sessions
Remote
Low
Conversation
Throughput
Limited Peer
Pressure
Digital
Shallow
Learning
Experience
Centralized
conversations
Delayed
Results
Open to
distractions
More
Passive
role
Still better
than the
alternatives,
but
ā¦we know
what it could
have been
40. By Javier Somoza, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=48092778
Can I make
Carbonara
with cream?
41. Remote Big Picture
š Improved Facilitation
Techniques
š Modelling tools
(MIRO) becoming more
pervasive
š Still Nowhere close
to the in-person
interaction
š Big risk of opting
out before value is
delivered.
46. Some Assumptions
Weāre working on the most compelling problem
The problem has a solution in Software and/or
Process
Key Experts are available
Business people, from the departments involved
Technical Experts: Software and Service/UX Designers
Note: assumptions can be broken, if youāre aware of the consequences.
47. Scope: Key Process
Command
Domain
Event
Domain
Event
Read Model
Domain
Event
Read Model
Preconditions Outcomes
The flow to discover
Please Note: Our scope is a unit of understanding, not necessarily
matching with units of delivery
54. Process Modelling Game Rules
1. Every Path Should be Completed
2. Colour Grammar Should be Respected
3. Every Stakeholder should be reasonably Happy
4. Every HotSpot should be addressed
59. Events: getting
more precise
every round
Hotspots: Open
issues in our flow
Policies: reactive
logic
External Systems:
that we interact with
People: doing things
Read Models: The
data needed to
take a given
decision
Commands: or
actions
62. Investigate Policies
How is our system supposed to react to given events?
Whenever [Event] then [Command]
āWe need a lilac between the orange and the blueā
Policy
65. Policies spectrum
IMPLICIT POLICIES: without an explicit agreement
EXPLICIT POLICIES: assuming everyone is following
them
AUTOMATION:
Listeners, Sagas, Process managers
Policy
User
Policy
66. I am shaping the
conversation, more than
the code.
77. Remote Process Modelling
š Reduced loss
compared to big Picture
š The artefact could
be made available to a
larger audience.
Slower, anyway.
š More active
facilitation necessary
š The human touch is
still missing.
81. Game Rules: EventStorming Design
1. Every Path Should be Completed
2. Colour Grammar Should be Respected
3. Every Stakeholder should be reasonably Happy
4. Every HotSpot should be addressed
5. Aggregates should be coherent
83. Colour-puzzle thinking - again
User
Command
Read Model
External System
Domain
Event
Command
Policy
Aggregate
85. On a
surfaceā¦
Events: getting
more precise
every round
Hotspots: Open
issues in our flow
Policies: reactive
logic
External Systems:
that we interact with
People: doing things
Read Models: The
data needed to
take a given
decision
Commands: or
actions
Aggregates: State machines, or
independent components
87. Symmetries on the timeline
Do
something
ā¦possibly the
something
Policy Command Aggregate Domain
Event
Policy
User
External System
Command
Policy
Command
User
Domain
Event
External System
Domain
Event
Read Model
Policy
Command
Aggregate
Domain
Event
Policy Command Aggregate Domain
Event
Read Model
Probably the same aggregateā¦
Probably the same Policyā¦
Please Note: Timeline representation is suboptimal for OOD, but
necessary to keep business stakeholders in the conversation.
93. Challenging value
Every step can create or destroy value for given
users
Discovering multiple currencies
Discovering new opportunities
Discovering inconsistencies
95. Dealing with Value
Money is the Obvious one
But itās a Zero Sum Currency :-/
More interesting currencies follow:
Time, Stress, Anxiety
Joy, Reputation, Satisfaction
ā¦
104. Openings
Start from the beginning
More natural
Easy to get Swamped
Start from the end (Reverse Narrative)
Lean, but less discoveries
Not so natural for newbies
Explore with Events -> Then Connect
Needs Strict Timeboxing
110. Remote Software Design
š Reduced loss
compared to big Picture
š The artefact can
became long-lasting
for frequent small
sessions
š Kick-off is less
participatory
š More active
facilitation is
necessary
š Risky on the human
side
113. is my pizza:
You can add your
toppings
With the notable exception of database tables and pineapple
114. From vision to detail (and back)
Big Picture Events
Hot Spots,
Systems,
People
Conflicts, Goals,
Blockers,
Boundaries
Process
Modelling
Events
+ Policies,
Commands,
Read Models
Value Proposition,
Policies, Personas,
Individual Goals
Software
Design
Events + Aggregates
Aggregates,
Policies, Read
Models, IDs
115. IN person or remote?
Format Colocated Weakly remote Natively remote
Big Picture In Person FTW IN Person
Use gatherings! Orā¦
Use your patience and
do it remotely
Process
Modelling
In Person In Person KickOff, then
decide as you go.
Multiple remote
sessions
Software
Design
In person, turn
online after delivery
In person Kick-Off,
remote refinements
Multiple frequent
remote sessions
Organization