AGILE Meet Up Group SCRUM Transform Engineering dave landis my - PowerPoint PPT Presentation

Portland AGILE Meet Up Group SCRUM

Transform Engineering dave landis my lean ux journey… Over 20 years crafting innovative experiences delivering B2B & B2C and entertainment results From design agency’s serving fortune 500 company brands and interactive strategies To in-house global enterprise UX S tudios for software & device products, to global media corporations S inclair Broadcasting, Getty Images, Microsoft, Adobe’s PictureIQ, Warner Bros, S ony Pictures & Cendant S oftware S enior UX Manager Lead UX Designer/Researcher/Inventor Managing Director/UX Research & Design

dave landis my lean ux journey… I have struggled with Agile + LeanUX at Gettyimages, Microsoft and dmt S ynergi Currently I serve as the S r. Creative/UX Director for a well funded start-up Experience Focused Engineering division for S inclair Digital – a division of S inclair Broadcasting Group. Our mission is to deploy Agile + Lean UX in a highly collaborative and creative world to transform the way News, Weather, S ports, Entertainment is delivered to local and national audiences.

disclaimer The things shared here are in no way reflective of the companies views. They reflect my own personal experience and opinion's. Dave Landis (dslandis@outlook .com)

q uick framing S AME PAGE

Process Puzzle H ow do you understand these relate to each other? Agile OR AND Agile Lean Lean UX Lean Agile Lean S tartup IN

Process Puzzle H ow I have come to grasp the not so obvious Agile Lean UX Lean UX / S tartup Agile Applied principles Lean S tartup

Process Puzzle H ow I have come to grasp the not so obvious Both sh are i t era t ive cyc le s fo r d e s igning experien c e s

What is “Le an UX”… “Lean UX is the practice of bringing the true nature of our work to light faster , with less emphasis on deliverables and greater focus on the actual experie n ce being designed.”

What is “Le an UX”… G ets to “make” faster Iterative (continual improvement approach) A little scary (at first) Liked by management (feels like more stuff faster) About creating (validated) customer value A practical tactical keen focus on the experience

What “Le an UX” is NOT… J ust more stuff faster Void of user feedback Blind exploration (guess work) A lack of process (or controls) Building more stuff nobody wants Lots of deliverables and stacks of specs

What is “Le an UX”… The set of principles Lean UX is a learning journey of guiding principles. 01: C ross-Fu n c t io na l Te am s 02: S ma ll, Dedic at ed, C olloc at ed 03: Progress = Ou t co m es, No t Fe at ures or Services 04: Proble m Focused Te am s 7 W a st e s of S oftw are Devel o pmen t 05: Re m ove Wa s t e fro m th e Process 06: S ma ll B at c h Size 1. Overpr oduct i o n – Ex t ra F ea tu re s 07: C o nt i n uous Discovery 2. Inven to r y – Req u iremen ts 08: GOOB: T h e New User C e nt rici t y 3. Ex t ra P r oc e ss ing – Ex t ra S t ep s 09: S ha red U n ders tan di n g 4. M ot i o n – F in d ing In fo rma t i o n 10: No Rocks ta rs, No Gurus, No Ni nja s 5 . De f e cts – T e sts Mi ss e s 11: Ex t er na lizi n g Your W ork 6. W ai t ing – Di tto 7 . T ran s p o r t a t i o n – H an d O ffs 12: M a ke over A na lyze 13: Le a r n i n g over Grow th 14: Per m issio n t o F a il / Le a r n 15: Ge tt i n g ou t of th e deliver a bles busi n ess

E n gi n eeri n g Discipli n es Waterfall a business focused process predicated on extensive documentation handoffs Design Thinking UX Designer Discipline from IDEO a world class design firm Agile Development Discipline a r t icul at ed in 2001 by the “ S nowbird” meet up in Utah Lean S tartup Development focused lean principles – from Eric Ries Lean UX Design and Development merged principles – from Jeff Gothelf

H ow do th ey a lig n? Waterfall Identifies the Business Needs Design Thinking Discovers Customers Needs Agile Discovers a S olution Lean S tartup Discovers a Problem Lean UX Discovers Efficiencies

Wat er F a ll – Focuses on Business Wants Too Long CONCEPT Too much waste Too many misses for the customer BRD Must use for extreme life threating and National S ecurity projects FEATURE S S PEC IT PROGRAM IT DIRECTION S H IP IT BU S INE SS WANT CU S TOMER WANT

Breaking it down q uadrants CONCEPT DIRECTION PAIN POINT PAIN POINT RE S OLVE RE S OLVE C U S T O M E R E X P E R I E N C E C U S T O M E R E X P E R I E N C E

Agile Discovers a S olution CONCEPT EXPLORE DIRECTION PAIN POINT PAIN POINT RE S OLVE RE S OLVE C U S T O M E R E X P E R I E N C E C U S T O M E R E X P E R I E N C E A G I L E

Lean S tartup Discovers a Problem CONCEPT EXPLORE DIRECTION PAIN POINT PAIN POINT RE S OLVE RE S OLVE C U S T O M E R E X P E R I E N C E C U S T O M E R E X P E R I E N C E LEAN S TART UP A G I L E

Design Thinking Discovers the Need H ypothesis Brainstorm Concepts CONCEPT Prioritize Insight EXPERIMENT Research Observe EXPLORE DIRECTION Clear Need Revise H ypothesis PAIN POINT PAIN POINT RE S OLVE RE S OLVE C U S T O M E R E X P E R I E N C E C U S T O M E R E X P E R I E N C E DE S IGN T H INK LEAN S TART UP A G I L E

Wh o does w hat?

What is your core team make up? In fo rma t i o n Ar ch i t e cts Exe cut ive De c i s i o n Maker X BIZ UX In t era ct i o n De s igner s Marke t ing / Sale s UX Re s ear ch er s / Anal ysts B I / Bus ine ss Anal yst / P lanner s V i su al & B ran d De s igner s P r o gram Manager F r o n t En d Devel o per s PM TEC H P r oj e ct Manager B a c k En d P r o grammer s P r oduct O w ner Q A / T e st ing

Wh o ow n s w hat 01: Wh o is respo n sible for th e Visio n of w hat is i n ves t ed i n? 02: Wh o de t er m i n es if i t is good for busi n ess ? 03: Wh o de t er m i n es if th e cus t o m ers w ant i t? 04: Wh o de t er m i n es if i t c an a c t u a lly be buil t & delivered ? 05: Wh o ow n s th e experie n ce ? H ere are some example models that I have worked with…

DEVS RULE. DESIGNERS DROOL. BUSINESS TE C H NI C AL TE C H NI C AL [ FEA S IBLE] [ VIABLE] [ FEA S IBLE] desirable X useful DESIGN usable [ EMPAT H IC]

DEVS DO T H EIR T H ING. DESIGNERS DO T H EIR T H ING. BUSINESS DOES T H EIR T H ING. TE C H NI C AL [ FEA S IBLE] useful BUSINESS [ VIABLE] usable DESIGN [ EMPAT H IC] desirable

BETTERTOGET H ER S tart H ere Is it good for business? Can we deliver it? BUSINESS TE C H NI C AL [ VIABLE] [ FEA S IBLE] X desirable DESIGN [ EMPAT H IC] usable useful Do customers want it?

Wh o a pproves ? BIZ TE C H Marketing Programing Branding Platform acceptance W orki n g Te am acceptance developer X PO, rese a rc h PM, desig n C XM acceptance Interaction Visual UX PRODU C T acceptance

UX Design Team Re f le ct ing th eir Experien c e w i th Agile NEGATIVE EXPERIEN C E LO W MORALE

Practical Tactical

Challenge: Getting everyone on the S ame Page

XFunctional Practical Tactical GETTING EVERYONE ON T H E SAME PAGE H ow is the Vision crafted? [ the Hy p oth e s i s co me s f r o m wh ere] H ow is the Vision cast? [ consumed by the head and heart of the team] H ow do you GOOB? [ get in the customer head/heart] H ow do you expose your progress against the Vision?

VI S ION Hy p oth e s i s B rain sto rm C o n c ep ts CONCE PT P ri o ri t ize In s ig ht EX P ERIMEN T Re s ear ch O bs erve EXPLORE DIREC T ION Clear P r ob lem Revi s e Hy p oth e s i s TH INK MAKE

Key consumer promises, the product essence, which matches the emotional & rational bond between the product’s soul VISION and the customer’s needs. This is our inspirational North S tar for the team, our partners and customers. W HY 2 or 3 high level experiences, phrased as user benefits, that the product will consistently deliver on across several PILLARS releases. These are long term investments that help deliver a defensible set of experiences. Key consumer facing experiences that we want to reflect that SI G NATURE the consumer will care about. These narrative arcs should be told from the point of view of our target personas EXPERIENCES experiencing the product. CONCEPT S pecific concepts capture the heart of the core AREAS W H AT experiences. They illustrate what we are building without going into the “how”. These will serve as our compass when we wander off the track. CONCEPTS Describes the functional and emotional criteria consumers use to judge the desirability of our product. They are built EXPERIENCE and prioritized based on consumer insights, and describe the OUTCOMES desired ends, not the means. They have measurable criteria that defines what’s the bar is for “shipping it.” Features become the specs and drive how the team is organized, so if you’ve done everything else leading up to FEATURES this well, the features will land successfully. H OW The horizontal hardware, software, content and service investments that we need to put in place so that we can build ENABLERS the experience. (think of engines, systems , catalogs).