Balancing "Agile" with Continous Discovery

7559f6cff1f5efc2d210965febd4d71c?s=47 Bermon Painter
October 18, 2016

Balancing "Agile" with Continous Discovery

The conversation around software development has historically been framed around the software developer’s workflow. As result, most of the product development methodologies that enterprises typically use work great for developers. However, these methods aren’t ideal for UX or UI designers. Trying to break down the design process into a series of sprints is like trying to run a race where the finish line keeps moving. So what product development method really works for the design process, allowing for continuous discovery while still keeping on track with development?

This session is particularly useful for UX and UI designers, who struggle to adhere to Agile methodologies within the constraints of a final deadline for client deliverables.

In this session, you will discover:

• Challenges that we face
• The pros and cons of the most common processes
• A flexible continous discovery model
• An integrated dual track approach that allows development to be run Agile and UX do ebb and flow with project needs

7559f6cff1f5efc2d210965febd4d71c?s=128

Bermon Painter

October 18, 2016
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Transcript

  1. 2.

    1 2 3 4 5 AGENDA THE CHALLENGES OF A

    UX PROFESSIONAL CONTRAST COMMON METHODOLOGIES “AGILE” VS. AGILITY CONTINOUS DISCOVERY CONCEPTS QUESTIONS BALANCING “AGILE” WITH CONTINUOUS DISCOVERY & DEVELOPMENT
  2. 4.

    COMMON THOUGHTS & COMPLAINTS My hours have been cut and

    now I don’t have enough time to really dig in and solve problems. The organization has a fear of change that doesn’t allow for the experimentation needed to really solve complex challenges.
  3. 5.

    WANTS & NEEDS GROW I want to grow my skillset

    and abilities within the organization. EXPERIMENT I want to experiment with different ideas so I can solve problems in complex systems. TIME I want enough time to really understand the people who's lives I’m trying to make easier.
  4. 7.
  5. 9.

    SCRUM CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK

    PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW
  6. 10.

    ITERATIVE WATERFALL (AGILEFALL) CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW

    DEPLOY FEEDBACK PLAN BUILD TEST REVIEW DEPLOY FEEDBACK
  7. 13.

    SCALED AGILE (SAFe) CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW

    DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW
  8. 14.

    LEAN CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK

    PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW DEPLOY FEEDBACK DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW DEPLOY FEEDBACK DEPLOY FEEDBACK
  9. 17.

    CARDINAL ITERATIVE CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY

    FEEDBACK PLAN BUILD TEST REVIEW REVIEW DISCOVER & DEFINE FEEDBACK FEEDBACK
  10. 19.

    THE AGILE MANIFESTO Individuals and Interactions over Processes and Tools

    Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation, and Responding to Change over Following a Plan
  11. 20.

    THE AGILE MANIFESTO Individuals and Interactions over Processes and Tools

    Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation, and Responding to Change over Following a Plan
  12. 21.

    “AGILE DOESN’T HAVE A BRAIN” 1. WHICH features should we

    build? 2. DID we build the right ones? 3. DID we design them well? 4. DID we optimize them to achieve maximum value for the customers/business? – JEFF GOTHELF
  13. 23.

    DELIVERING REAL VALUE EFFECTIVE PRODUCT TEAMS In order to collaborate

    effectively there must be a balance between business objectives, technical capabilities, and creative direction. You must balance client and consumer needs. USABLE (USER EXPERIENCE) FEASIBLE (DEVELOPMENT) VALUABLE (BUSINESS) CORE PRODUCT TEAM
  14. 24.

    THE STAKEHOLDER DILEMMA “The single biggest problem in communication is

    the allusion that is has taken place.” – George Bernard Shaw A common occurrence among stakeholders is they may say they agree on a strategy, but the way they actually understand the strategy differs.
  15. 25.

    THE STAKEHOLDER DILEMMA “The single biggest problem in communication is

    the allusion that is has taken place.” – George Bernard Shaw A common occurrence among stakeholders is they may say they agree on a strategy, but the way they actually understand the strategy differs.
  16. 26.

    THE STAKEHOLDER DILEMMA When developing a product strategy you must

    work closely with business stakeholders to help them develop a shared understanding.
  17. 27.

    THE STAKEHOLDER DILEMMA When developing a product strategy you must

    work closely with business stakeholders to help them develop a shared understanding.
  18. 30.

    DEFINING A GOOD USER EXPERIENCE A good user experience decreases

    customer frustration, increases their productivity, lessens the need for training, provides a consistent and predictable interactions, and increases customer satisfaction and loyalty. \ DESIRABLE USABLE USEFUL
  19. 31.

    GATHERING USEFUL INSIGHTS Understanding customer takes more than sending a

    quick survey or running an analytics report. Gathering data from both qualitative and quantitative sources give us truly useful insight. Insights Competitive Intelligence Voice of Customer Experimentation and Testing Multiple Outcomes Analysis Clickstream
  20. 32.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  21. 33.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  22. 34.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  23. 35.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  24. 36.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  25. 37.

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS) BACKLOG FRAME ASSUMPTIONS MAKE

    SENSE OF THE PROBLEMS BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 2 3 4 7 6 5 MEASURE
  26. 38.

    CONTINUOUS DISCOVERY CONTINUOUS DELIVERY FLEXIBLE / NOT TIMEBOXED TIMEBOXED ITERATIONS

    VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS)