Ask yourself (and your team): What makes the story so big? Is there absolutely no benefit that can be shown along the way? Features and products would be the obvious cut, but might not necessarily (as you've shown) be good enough.
How about sub-components of the feature? What are you putting in? Is any of it externally visible or valuable?
Do you have authentication, configuration, or other "standard" aspects of the product? You could cut those out and put them as user stories.
Perhaps the 3-5 month features can be cut down further?
将“史诗”请求对每个领域的影响作为用户故事来解决。例如，“增强报告 X 以包含来自产品 B 的数据”、“增强报告 X 以包含来自产品 C 的数据”等。我不太了解您要更改哪些内容以使标题更具描述性，但希望您能得到这个想法。继续这种解构，直到故事达到每个故事 2、3 或 5 分的最佳点。
这样做的好处是，采购订单在看到该请求的所有成本后也可以做出决定。一旦他们看到包含产品 C 的成本，他们可能会认为我们实际上只需要单独访问产品 B 的数据即可取得成功。
What you are describing is what we call an "epic" - it's really a collection of smaller stories that you are describing with a much larger descriptor. I suggest you do some more analysis to determine what parts of the system will be impacted by your request. You might have groupings like Reports, Entry Forms, etc that are individually impacted by the request.
Tackle the impact of the "epic" request on each area as a user story. For example, "Enhance Report X to include data from Product B", "Enhance Report X to include data from Product C", etc. I don't know enough about what you are changing to make the titles more descriptive but hopefully you get the idea. Keep at this deconstruction until the stories get down to the sweet spot of 2, 3, or 5 points each.
The nice thing about this is that it also will allow the PO to make a decision once they see all of the costs for this request. They may decide that we really only need access to data from Product B alone to be successful once they see the costs to include Product C also.
Agile fully supports that some features have a longer horizons than a typical sprint period (2-4 weeks). Certainly the story can be broken down into tasks. In this case, I recommend prioritizing the tasks for this story and burning them down using your scrum methodology. At the end of each sprint, you should still have 'working software' that you can demonstrate / test. You may not have the full feature yet, and that is okay.
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问问你自己（和你的团队）：是什么让这个故事如此重要？难道一路上就完全没有任何可以展现的好处吗？功能和产品将是显而易见的削减，但可能不一定（如您所展示的）足够好。
该功能的子组件怎么样？你要放入什么？其中任何一个是外部可见的或有价值的吗？
您是否有产品的身份验证、配置或其他“标准”方面？您可以将它们删除并将它们作为用户故事。
也许3-5个月的功能可以进一步减少？
无论如何，
我希望这会有所帮助，
阿萨夫。
Ask yourself (and your team): What makes the story so big? Is there absolutely no benefit that can be shown along the way? Features and products would be the obvious cut, but might not necessarily (as you've shown) be good enough.
How about sub-components of the feature? What are you putting in? Is any of it externally visible or valuable?
Do you have authentication, configuration, or other "standard" aspects of the product? You could cut those out and put them as user stories.
Perhaps the 3-5 month features can be cut down further?
Anyway,
I hope this helps,
Assaf.
您所描述的是我们所说的“史诗” - 它实际上是您用更大的描述符描述的较小故事的集合。我建议您进行更多分析，以确定系统的哪些部分将受到您的请求的影响。您可能有像报告、报名表等这样的分组，这些分组单独地受到请求的影响。
将“史诗”请求对每个领域的影响作为用户故事来解决。例如，“增强报告 X 以包含来自产品 B 的数据”、“增强报告 X 以包含来自产品 C 的数据”等。我不太了解您要更改哪些内容以使标题更具描述性，但希望您能得到这个想法。继续这种解构，直到故事达到每个故事 2、3 或 5 分的最佳点。
这样做的好处是，采购订单在看到该请求的所有成本后也可以做出决定。一旦他们看到包含产品 C 的成本，他们可能会认为我们实际上只需要单独访问产品 B 的数据即可取得成功。
What you are describing is what we call an "epic" - it's really a collection of smaller stories that you are describing with a much larger descriptor. I suggest you do some more analysis to determine what parts of the system will be impacted by your request. You might have groupings like Reports, Entry Forms, etc that are individually impacted by the request.
Tackle the impact of the "epic" request on each area as a user story. For example, "Enhance Report X to include data from Product B", "Enhance Report X to include data from Product C", etc. I don't know enough about what you are changing to make the titles more descriptive but hopefully you get the idea. Keep at this deconstruction until the stories get down to the sweet spot of 2, 3, or 5 points each.
The nice thing about this is that it also will allow the PO to make a decision once they see all of the costs for this request. They may decide that we really only need access to data from Product B alone to be successful once they see the costs to include Product C also.
敏捷完全支持某些功能具有比典型冲刺期（2-4 周）更长的视野。当然，故事可以分解为任务。在这种情况下，我建议优先考虑这个故事的任务，并使用 Scrum 方法将它们烧毁。在每个冲刺结束时，您仍然应该拥有可以演示/测试的“工作软件”。您可能还没有完整的功能，但这没关系。
Agile fully supports that some features have a longer horizons than a typical sprint period (2-4 weeks). Certainly the story can be broken down into tasks. In this case, I recommend prioritizing the tasks for this story and burning them down using your scrum methodology. At the end of each sprint, you should still have 'working software' that you can demonstrate / test. You may not have the full feature yet, and that is okay.