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

Transcript

1. BALANCING “AGILE” WITH CONTINUOUS DISCOVERY & DEVELOPMENT @BERMONPAINTER | GIANTCONF
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
3. THOUGHTS & COMPLAINTS THE CHALLENGES OF A UX PROFESSIONAL
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.
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.
6. PROS & CONS & COMBINATIONS CONTRAST COMMON METHODOLOGIES
8. WATERFALL CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK
9. SCRUM CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW
10. ITERATIVE WATERFALL (AGILEFALL) CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW DEPLOY FEEDBACK
11. SCALED AGILE (SAFe) CONTRAST COMMON METHODOLOGIES
12. Scaled Agile (SAFe)
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
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
15. KANBAN CONTRAST COMMON METHODOLOGIES TO-DO DOING (5) DONE
16. KANBAN CONTRAST COMMON METHODOLOGIES DESIGN (5) DEV (4) DONE TO-DO
17. CARDINAL ITERATIVE CONTRAST COMMON METHODOLOGIES PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW REVIEW DISCOVER & DEFINE FEEDBACK FEEDBACK
18. SECONDARY TITLE “AGILE” VS AGILITY
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
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
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
22. SECONDARY TITLE CONTINOUS DISCOVERY CONCEPTS
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
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.
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.
26. THE STAKEHOLDER DILEMMA When developing a product strategy you must work closely with business stakeholders to help them develop a shared understanding.
27. THE STAKEHOLDER DILEMMA When developing a product strategy you must work closely with business stakeholders to help them develop a shared understanding.
28. RESEARCH GOALS TASKS NEEDS LOOKING, LISTENING, UNDERSTANDING, CREATING DESIRES PAIN-POINTS WORKAROUNDS
29. STRATEGY IDENTIFY NEEDS RE-IMAGINE CURRENT CAPABILITIES DIRECT FUTURE OFFERINGS LOOKING, UNDERSTANDING, CREATING
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
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
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
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
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
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
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
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
38. CONTINUOUS DISCOVERY CONTINUOUS DELIVERY FLEXIBLE / NOT TIMEBOXED TIMEBOXED ITERATIONS VISION /GOALS STRATEGY IDEAS ASSUMPTIONS (REQUIREMENTS)
39. DON’T BE SHY QUESTIONS
40. FIN OPEN OFFICE HOURS Friday mornings: 7am-9am officehours.io/people/bermonpainter TWITTER/SKYPE/EMAIL @bermonpainter KEEP IN TOUCH