Deeply Embedding UX Practices Into Your Organization by Grafting them Into Your Agile Process
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Hijack your project gating process: User Centered Agile in a highly regulated corporation June 2015 Deeply Embedded UX Deeply Embedding UX Practices Into Your Organization by Grafting Them Into Your Agile Process Mark Ferencik [email protected] Paul M Smith [email protected]
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Transcript of Deeply Embedding UX Practices Into Your Organization by Grafting them Into Your Agile Process
Hijack your project gating process:
User Centered Agile in a highly regulated corporation
June 2015
Deeply Embedded UXDeeply Embedding UX Practices Into Your Organization by Grafting Them
Into Your Agile Process
Mark [email protected]
Paul M Smith [email protected]
Overview
2
•Products that maximize their value
•How agile and UCD came together
•How a very waterfall IT organization adopted UCD by adopting agile
•Key lessons learned about training the teams
A little history
3
2001 201520112008 2012
UI Design
UCD evidence
based design
Agile 1st Pilot
Agile UCD projects
“We are going to be agile”
- SVP
Several small agile
projects
UCD/Agile pilot
IT leadership adopt
approach
Form training program and begin rollout
Formal agile/UCD training program
Scrum Agile (or Kanban)
A User Centered Agile Approach
4
UserNeeds
EpicsGate 1+/- 50%
Design70-80%
Dev.Sprint
Dev.Sprint
Obse
rvat
ions
Task
map
R
eview
Desig
n wo
rksh
op
Revie
wM
ocku
p &
user
test
S
yste
m A
rchit
ectu
re
User StoriesGate 2+/- 10%
Desig
n de
tails
for u
pcom
ing
sprin
ts
Desig
n de
tails
for u
pcom
ing
sprin
ts
No Sprint Zero? Make a Backlog
Developers may have to focus on observing, designing and making front-end mockups
Success Rates of Software projectsDoes agile adoption increase software project success?
6
The success and failure rates of software projects according to The Standish Group’s industry survey (1994; 2012)
– Successful projects – delivered on-time, on-budget, and with the planned features.
– Challenged projects – either: over time, over budget, or lacking features.
– Failed projects – the project was abandoned.
1994
Challenged 53%
Failed 31%
Success 16%
2012 Waterfall
Challenged 57%
Failed 29%
Success 14%
2012 Agile
Challenged 49%
Failed 9%
Success 42%
“Successful” projects are a key motivator for IT leaders in command and control waterfall workplaces.
Is Agile created software more useful?Use of Features & Functions
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Standish Group Chaos Report: Study of 2000 projects at 1000 companies. 2002Standish Group Chaos Manifesto 2013
Features & functions actually used went down!
2002
Never Used, 45%
Rarely, 19%
Sometimes, 16%
Often, 13%
Always, 7%
2013
Never Used, 50%
Rarely, 30%
Used 20%
● Surprising how few leaders are shocked.● Key point for value focused leaders.
Are you listening to the right people?
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The underlying problem in many organizations
That’s all well and good, but here’s what the users really want …
● Careers built on wrong definition of success.
● Getting as many IT staff in front of real users combats this problem best.
● An agile model that satisfies a desire for predictability is key.
Waiter or Doctor?
Positive vs. Negative ROI
ROI reduces to zero and even negative ROI on some items.
Zero value items never make the list!
IT staff can tell the customer what to build and what NOT to build
The high cost of refactoringShortcutting directly into development has a very high long term cost
11
Taskmap Notes
Sketching
Mockup
Code
8x 8x 8x
$1 $8 $64 $512● Focus IT staff on the high cost of
building useless items.
● Challenges come when IT leaders get pressed on time. This must be repeated regularly.
Observation – What do they really do?– Task directed protocol user analysis in their environment
– 6 user per key user group
– no less than 3 for minor user groups
– typically 10-20 user per project. 1 hour per session
– Run by business analysts and technical team members
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Training tips:● See one, do one, teach one
● Emphasize to teams that this is the most important steps.
The Task Directed Protocol
Task Directed Protocol
What do you think is working well?
What are the most important things to change about the current process/tool?
Are there any key things you think we should keep in mind as we move forward?
Would you be willing to participate in the future
Thank you for your time
Task Descrip
tion
Who’s it for?
What business
need does it solve?
How often
do you do
this?
How importan
t is it? (1-
5)
Create a contract propo
Contract review team
Let’s the company evaluate the best
weekly
5
Update the prop
Contract review team
Records the contract
weekly
5
Task Directed Protocol“Tell me what you do. Pretend I’m your neighbor
Don’t assume they are using a term the way you
How many others do what you do?
Any other high level questions you need to know
Task Directed Protocola) “Tell me what you do. Pretend I’m your
neighbor who does not understand the jargon.”
Task Directed Protocola) “Tell me what you do. Pretend I’m your
neighbor who does not understand the jargon.”
Task Directed ProtocolTask Details and follow up questonsFollow up question 1Follow up question 2Follow up question 3
OverviewQuestions
Build List of Tasks
TaskObservation
Closing
- Introduction- Frame- What do you do? - How many others?
- Gather tasks - Frequency - Importance- Who is it for?- Why?
- One per task - Capture the path- Decisions- Critical data used- Why does it matter?
- Ok to drop- Broad feedback.- What works well?- What doesn’t?- Can we come back to you?
Training tips:● Fairly universal in application and fast to prep● Easy to train and only one approach to master for BAs
We can’t get that kind of time with users!
10 x 1 hour interview/observation (10 customers/users)
● 30 man hours (-3)● 10 hours of conversation (+7)● Average ~50 minutes input per
person (+35)● Much easier to schedule individual
meetings.
● 36 man hours● 3 hours of conversation total● Average ~15 minutes input per
person● Significant calendar days to align
schedules.
3 x 1 hour conference room discussions (10 customers/users)
BA/UX
User
Training tips:● Draw out the actual time to IT and user/customer and
what it yields to convince the decision makers
Making the user needs visible: Structure of a taskmapAccount Manager
Develop account strategy
User group 2 User group 3 User group 4
Need Need Need
Task 1 to meet the need
Task 1 to meet the need
Task 1 to meet the need
Task 2 to meet the need
Task 2 to meet the need
Task 2 to meet the need
Task 3 to meet the need
Need
Task 1 to meet the need
Task 2 to meet the need
As a [user] I need to [task] so that I can [need].
Taskmapping breaks apart the stories to understand the flows and relationships.
Need
Task 1 to meet the need
Task 2 to meet the need
Need
Task 1 to meet the need
Task 2 to meet the need
Task 3 to meet the need
Order of needs
Identify goals of the account from account’s perspective
Identify key people to achieve goal of opportunity
Tactics of actions to achieve the goals over next 12 months
Order of tasks per need
Training tips:● 2 hours usually enough● Start with task lists from users● Teasing out the needs is
usually the most difficult part.● Stick with paper for new teams● Summarize frequency,
importance and percentage on each task
● Preserve the taskmap!
Collaborative Design: SketchboardingInvolve the team members for joint ownership.
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● People who ran the interviews own this● Designer facilitator is very helpful● Involve at least one technical person
who can advise
transfer needs/tasks in scope (purple)
Training tips:● Involve the technical people (ownership)● Make them capture relevant comments ● Timebox design and reviews● Progressive detail● Team ownership trumps perfection
Test a mockup with real users as early as possible
– Build protocol with Business Analyst - base on the user interviews
– Tech leads can run these too.
– Mockups fit to purpose of the test.
Training tips:● Run 2-3, share 1-2, then observe. ● Focus just being quiet to minimize bias.● Emphasize that bias/leading prolongs the
problems.● Explain value of throw-away mockups
What about innovation?
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•Be intentional about innovation
•How are the needs being met currently?
•Use the design workshop space to generate concepts
•Confirm innovative concepts during usability testing rounds
•Add more cycles
•Add more techniques as experience increases
I did exactly what they told me to do!Is this a successful project?
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From CakeWrecks.com
Why start development with 70-80% designed?Increase use over time and decrease premature replacement
We avoid this
We gladly use this
Copyright Mark Ferencik 2015
Val
ue
Time
Scrum
Ideal
Whole picture design gains
Copyright Mark Ferencik and Paul M. Smith 2015
Working with an ideal goal in mind
We Can Change The BalanceSmaller solutions more focused on truly useful features
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Standish Group Chaos Manifesto 2013 Agile Manifesto 2001
"Simplicity–the art of maximizing the amount of
work not done–is essential."
2013
Never Used, 50%
Rarely, 30%
Used 20%
The Goal
Rarely, 25%
Used 75%
Thank you for your time today!
http://www.amusingplanet.com/2012/03/tides-at-bay-of-fundy.html 23
Thank You!
Mark [email protected]
