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journey title Two-Week Sprint section Sprint Planning Overpack sprint with stakeholder demands: 3: Product Manager Warn about technical debt and timeline: 2: Tech Lead Negotiate details and lose %40 of intended scope: 2: Product Designer Commit to sprint knowing it won't actually ship: 3: Product Manager, Tech Lead, Product Designer section Days 1–2 (Retro-Fitted Discovery) Hold urgent clarification meetings: 2: Product Manager Spike an architectural change that will miss the sprint: 2: Tech Lead Redesign user flow after late stakeholder feedback: 2: Product Designer section Days 3–7 (Delivery Grind) Fend off “is this done yet?” Slacks from multiple stakeholders: 2: Product Manager Merge half-finished feature under ‘feature flag’, flag stays off: 2: Tech Lead Daily stand-up devolves into status-report karaoke: 2: Product Manager, Tech Lead, Product Designer section Days 8–13 (Scramble to the Finish) Deliver ‘good enough’ designs, neglect edge and corner cases: 2: Product Designer Scope increases by 30% because “it’s just one more field”: 1: Tech Lead, Product Designer Hardcode config variables, leave TODO comment for next engineer: 2: Tech Lead Triage bugs into next sprint labeled as ‘tech enhancement’: 3: Product Manager section Day 14 (Sprint Review) Present incomplete features: 4: Product Manager Demo only happy path scenarios: 3: Tech Lead Frame inconsistencies as opportunities: 3: Product Designer Stakeholders applaud demo, ask “can we launch next week?”: 2: Product Manager, Tech Lead, Product Designer section Day 14 (Retrospective) Everyone agrees “communication could be better” (again): 3: Product Manager, Tech Lead, Product Designer Action items captured, archived when new sprint starts: 2: Product Manager Team high-fives surviving another sprint, cycle repeats: 3: Product Manager, Tech Lead, Product Designer