When it comes to user stories, there’s this tricky balance between defining what needs to be done and letting the team figure it out. Itโs easy to get it wrong, but when you get it right, it makes a huge difference.
Hereโs what I think:
Developers are problem solvers and they come up with better solutions when they’re allowed to figure things out. Over-specifying leaves them with little room to flex their muscles. Sure, you want clarity, but micromanaging the how can make them feel disempowered. Developers work best when trusted to do their job.
Not every task needs the same level of detail. If you’re working on something thatโs safety-critical, youโll want to be a bit more specific about the what. But for less high-stakes projects, allow the team the freedom to figure out what’s required. Tailoring the level of detail to the situation speeds things up and keeps morale high.
Business Analysts are facilitators, not dictators. Your job is to understand the userโs needs, not prescribe every tiny detail. Sometimes, we get too deep into the weeds and try to solve the technical problems ourselves. Instead, focus on communicating the what and leave the how to the experts.
Itโs easy to get caught up in solving every possible detail upfront, but thatโs a fast track to confusion. The goal is to make sure everyone understands the problem, not defining the solution. The best user stories leave room for the team to adjust as they go.
At the end of the day, user stories are about communication and trust. If we find the right balance between what needs to be done and how it should be done, weโll create a much more collaborative environment. And thatโs where the magic starts to happens.