Mind Maps


We use mind maps all the time. We use them for taking notes during interviews, planning projects or actions, summarizing workshopsin fact, any time we need to have a concise and intelligible record. Mind mapping is a skill that will benefit all requirements analysts.

We use mind maps all the time. We use them for taking notes, for planning, for summarizing, for exploring ideas. But let's start at the beginning.

A mind map is a drawing and text combination that attempts to represent information the way that your brain stores itthat is, by making associations. We link each new piece of information to something, or some things, we already know. The mind map imitates this storage mechanism by using lines to link words and pictures that represent the information. Figure 5.10 shows a mind map we drew as notes about Pam, our persona we introduced in the last section.

Figure 5.10.

We drew this mind map as we determined the characteristics of our persona, Pam. The mind map breaks down the central subject, Pam, into her major characteristics. Each of these characteristics is then further subdivided. Note how the mind map provides a comprehensive overview of its subject.


Mind maps are useful devices for organizing your thoughts. You can see the result of your thinking organized as one diagramyou get an overview and details at the same timewith each of your subtopics teased out to show divergence and connections. The map provides enough information, expressed as keywords and links between those keywords, for you to get the overall picture. You can also decide to follow one of the branches, or make decisions based on having all the information laid out in a convenient format. Any pictures on the mind map help because they can eliminate the need to have as many words and have the advantage of being more easily remembered than words.

If you do not draw mind maps already, then have a go: This is the best way to add them to your toolkit. Have the page in landscape format, and place your central subject in the center of it. The central idea should be a strong image that tells you, or anyone who reads your mind map, what it is about. The first breakdown shows the major concepts, themes, ideas, or whatever subdivisions of your subject you choose. Write these ideas on the lines, using one or two words. Look for strong words that name and describe your ideas. And print rather than using cursive writing; the result will be both more readable and more memorable.

Use lines to make links between the ideas. We remember colors, so use colored lines for areas of the map that contain one theme. The lines can have arrowheads to denote direction, but most of the time the link between ideas is bidirectional.

Mind maps cannot always be built from the center outward. Sometimes you get ideas, or hear things when you are taking notes, that have no connection to anything already in your map. Add it to the map anyway, because you will at some stage find a connection. Your mind map may not end up as organized and pretty as some examples you see, but it still makes sense to your mindand that is the point.

Buzan, Tony. Mind Maps at Work: How to Be the Best at Work and Still Have Time to Play. Harper Collins, 2004.

Buzan, Tony. The Ultimate Book of Mind Maps. Harper Thorsons, 2006.

Russell, Peter. The Brain Book. Routledge & Kegan Paul, 1979.


One last thing on the technique of drawing mind maps: Use the biggest sheet of paper you can find. Borrow a large drawing pad, or flip chart, or anything you can get your hands on. Spread out. Give your mind room to move. Have fun. And be as creative as you can.

You can, of course, buy software for drawing mind maps if you want to have your mind maps on your computer. Your authors never use software because it takes away all the fun of drawing and of using colored pencils. Plus, we like the sheer spontaneity of using paper and pencil.

We use mind maps for note taking when interviewing stakeholders about their requirements. The benefit of using mind maps in these situations is realized when your stakeholder tells you about features and functions of their work and the new product. Some of these are linked, and many are dependent on others. By drawing your interviews in mind map format, you become more likely to see the connections as well as spot connections that the client has not made, but should be explained. Think of the mind map as a more versatile note-taking toolversatile, because you can replace all the text it takes to establish connections by simply drawing a line.

The best way of learning to draw mind maps is to start drawing mind maps. Use the tips described in this book, or gather examples from the Web to help. But mainly, just start drawing. You will soon see your mind map unfold. Draw maps of conversations, meetings, planning sessions, and, most importantly, requirements interviews with stakeholders.




Mastering the Requirements Process
Mastering the Requirements Process (2nd Edition)
ISBN: 0321419499
EAN: 2147483647
Year: 2006
Pages: 371

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