[2019.05 Meetup] [Talk #2] Nuno Viegas - How to Include Design and UX in an Agile Product Delivery

Uncertainty is one of the main problems of any business... so, what do do if neither Agile or (God forbid!) Waterfall are at the moment solving the business goals, delivering the right thing with as minimum effort possible?

The answer is the correct implementation of UX and Design work in line with key DevOps principles such as deploying to production as fast as possible to shorten the feedback loop. By following a Lean UX framework, where we believe in doing just enough research and perform the right amount of project deliverables, we can reduce uncertainty while maintaining delivery speed.

Come and meet us to see how to reduce uncertainty while continuing to deliver quickly!

Nuno Viegas is a designer and educator with 10 years of experience in transforming large enterprises and public institutes through Human-Centered-Design methods. Most of his career, he's been in a consultancy environment where he worked alongside internal teams to transform their business in organizations such as Vodafone, British Telecom, the British Army or Thomson Reuters. Recently he also taught UX in Singapore. Having returned to Portugal he's now working as a UX designer at Talkdesk.

Transcript

1. It’s Good to be first It’s Better to be good It’s Best to be both UX and Agile working together to deliver great products that meet goals and are delivered on time and on budget By Nuno Viegas
2. About me Clients Career achievements I’m a Designer with 10 years of experience working on B2B, and B2C for large companies, startups and government bodies. Currently I am at Talkdesk as a Senior UX designer • 12% increase of conversion on the checkout journey at BT • 3000% increase of inbound leads at Vodafone UK • 35% reduction of bounce rate at Vodafone Corporate • Helped the British Army to create a new strategy for recruiting in the mid and short terms
3. Setting the stage Scrum Lean & Kanban Extreme programming Crystal Feture Driven Development (FDD) Dymamic Systems Development Method (DSDM) …
4. Order and certainty
5. Diverse and always changing
6. Order and certainty Diverse and always changing VS
7. Waterfall PM
8. Plan and replan
9. Consider all possible scenarios
10. Deliver tons of documents
11. That promised everlasting happiness
13. SLOW TO MARKET Some one beat us to it THE NEEDS SHIFTED No one can think of all scenarios FOCUSED ON DELIVERABLES NOT ON DELIVERING Piles of very pretty document that were either outdated and that no one read
14. Agile came to save software development
15. How agile works
16. https://vitalitychicago.com/blog/agile-projects-are-more-successful-traditional-projects/ Successful A successful project was one that met all three of the triple constraints: schedule, cost, and scope. Challenged A challenged project would have met two out of three constraints, for example, delivered on time and on budget but not with the desired scope. Failed A failed project is one that is canceled before it is completed, or completed but not used. Definition of success criteria Source
17. Source https://www.stateofagile.com/#ufh-i-423641583-versionone-12th- annual-state-of-agile-report/473508 The benefits are evident
18. Agile is almost ubiquitous https://insights.stackoverflow.com/survey/2018#development-practices https://www2.deloitte.com/insights/us/en/industry/public-sector/agile-in-government-by-the-numbers.html#endnote-5 https://www.stateofagile.com/#ufh-i-423641583-versionone-12th-annual-state-of-agile-report/473508 Sources
19. The path is clear… Software development sorted! You’re welcome…
20. The path is clear… Not so fast, did you know Not so fast… Did you know
21. https://hackernoon.com/the-rise-and-death-of-corporate-innovation-labs-6139b9000d40 https://www.linkedin.com/pulse/innovation-labs-dont-work-andy-howard https://fronde.relm.online/why-are-90-of-todays-innovation-labs-failing/ Source 90% of innovation labs are failing https://www.marketingmag.com.au/hubs-c/opinion-adendorff-innovation-lab/ All the analysts agree that whatever revenue is coming in from select moonshots, it’s going to be less than the overall costs attributable to the whole lot. Calico, the life sciences business, which has brought no drugs to market, and Google X are among the company’s likely non-revenue-generating non-core businesses. Post’s estimate calls for a loss of between $2.7 billion and $4 billion from such projects in 2015.
23. IN THE UK ALONE £37B ARE BEING WASTED IN FAILED AGILE PROJECTS 29% OF IMPLEMENTATIONS ARE SUCCESSFUL 53% OF CIOS REGARD AGILE DEVELOPMENT AS “DISCREDITED” 19% ARE CONSIDERED UTTER FAILURES 75% CIOS AREN’T READY TO DEFEND IT 73% OF CIOS THINK GO AGILE HAS BECOME AN INDUSTRY IN IT’S OWN RIGHT 50% THINK AGILE IS AN IT FAD https://www.businesswire.com/news/home/20170505005552/en/UK-Wasting-%C2%A337-Billion-Year-Failed-Agile https://www.paymentscardsandmobile.com/failed-agile-it-projects/ Source
24. https://www.zdnet.com/article/how-even-agile-development-couldnt-keep-this-mega-project-on-track/ The scheme sold as the world's biggest agile software project, the UK's £2.4bn Universal Credit programme, has run into cost overruns and delays. So what went wrong? https://killedbygoogle.com/ https://devopsicu.com/skypes-coming-redesign-of-their-last-redesign/ In September 2018, Skype made the tech news because it announced that a redesign would be coming, roughly a year after their last redesign Source http://fortune.com/2018/11/05/before-midterms-facebook-election-meddling-worse-than-ever/ As Midterm Elections Get Underway, Facebook's Election Meddling Problem Is Worse Than Ever https://www.cnbc.com/2015/10/22/the-big-costs-behind-googles-moonshot-start-ups.html
25. Where do product backlogs come from…
26. Project backlog When the Highest Paid Person in the Room falls in love with him/herself HIPPO The Team Expected delivery Delivery agent PRODUCT OWNER / CEO / COMMITTEE
27. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source
28. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Time passing
29. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Time passing
30. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Time passing
31. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Time passing
32. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Tech & UX debt Time passing
33. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Time passing Cost of Change (CoC) Expected Agile CoC Tech & UX debt
34. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Time passing Cost of Change (CoC) Expected Agile CoC Actual CoC Tech & UX debt
35. https://www.researchgate.net/figure/Cost-change-curve-of-traditional-and-agile-methodology-23_fig9_312564218 Source R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Time passing Cost of Change (CoC) Expected Agile CoC Unintentional debt Actual CoC Tech & UX debt
36. Or like this
37. So what is the solution
38. Unfortunately there isn’t one
39. Don’t a-critically follow a management methodology, instead focus on value based delivery
40. Discover Define Develop Deliver Get insight into the problem Align everyone on the project goals Ideate and test multiple ideas Solutions that work Problem Solution Problem definition
41. Discover Define Develop Deliver Output nput nput nput nput nput nput nput Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Input Developer Business Designer SME Analise Hypothese Set success criteria Output Output Output Prioritise Design Test Dev Plan
42. Time passing Expected Agile CoC Cost of Change (CoC) Actual CoC R1 R2 R3 R4 R5 R6 R… Product features Customers expectations for your product Intentional Tech & UX debt Mostly Discover Define Design Deliver
43. Quantitative methods Qualitative Methods Interviews Focus groups Observation Ethnographic research Usability tests … Outputs Personas Customer journey maps User journeys Service blueprints … Analytics (Acquisition / Activation / Activity / Recommendations / Revenue) Questionnaires (not NPS) Error reports Search logs Call center logs… Outputs Product roadmap Backlog Release plan … How to understand the problem AKA Pirate metrics
44. Goal Who How How How How What What What What What What What What How to define a solution Business objective Types of users and/or stakeholders Behaviour expected Features to achieve goals
45. How to ensure the solution value We believe that feature for user type will achieve goal, We will confirm this when we see X result
46. Value based hypothesis We believe that a call to action to our chatbot for all visitors after they see at least 2 pages will help us sell more products, We will confirm this when there is a 12% increase of sales from both new visitors and repeat visitors alike Feature Success criteria Behaviour Audience
47. Easy High Value Low value Hard How to ensure you’re working in the right thin gs This can be: Business metrics Usability Technology Productivity This can be How long will it take to deliver How much money will it cost How many resources
48. Easy High Value Low value Hard Example of prioritisation This can be: Business metrics Usability Technology Productivity This can be How long will it take to deliver How much money will it cost How many resources You want to be here
49. The org chart
50. The actual work Validate delivered work
51. To deliver value based products you’ll need • Have a dedicated designer in every team • Team-wide customer exposure hours • Research / Design work is a first class citizen of the backlog • Outcomes / value for organisation as prioritisation filters for the backlog • Cross-functional participation in learning activities Ensure that you have • De-risking your idea • Faster ideation to market • More productivity and team cohesion • Better satisfaction rates • Lower costs of training and customer support • Quicker adoption and higher retention rates • Higher revenue • Higher return of investment • Ensure a sustainable and profitable business So that you can
52. t Nuno Viegas nmviegas@me.com linkedin.com/in/nunomviegas