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BALANCING “AGILE” WITH CONTINUOUS DISCOVERY UXD SUMMIT 2017

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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UX DESIGNER THOUGHTS 4 The Sad Challenges of a UX Designer 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.

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UX DESIGNER WANTS 5 The Sad Challenges of a UX Designer 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 whose lives I’m trying to make easier.

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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WATERFALL 8 Contrast Common Methodologies PLAN BUILD TEST REVIEW DEPLOY FEEDBACK

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SCRUM 9 PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW PLAN BUILD TEST REVIEW REVIEW Contrast Common Methodologies

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ITERATIVE WATERFALL (AGILEFALL) 10 PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW DEPLOY FEEDBACK Contrast Common Methodologies

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Scaled Agile (SAFe) 11 Contrast Common Methodologies

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LEAN 12 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 Contrast Common Methodologies

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CARDINAL ITERATIVE 13 PLAN BUILD TEST REVIEW DEPLOY FEEDBACK PLAN BUILD TEST REVIEW REVIEW PLAN FEEDBACK FEEDBACK Contrast Common Methodologies

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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THE BRAIN 15 “Agile” vs agility “Agile doesn’t have a brain” – Jeff Gothelf

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THE STAKEHOLDER DILEMMA “The single biggest problem in communication is the illusion that it 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.

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THE STAKEHOLDER DILEMMA “The single biggest problem in communication is the illusion that it 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.

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THE STAKEHOLDER DILEMMA One of our core focuses when developing a product strategy is to work closely with business stakeholders to help them come to a consensus and develop a shared understanding so they both agree upon and understand the product strategy.

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THE STAKEHOLDER DILEMMA One of our core focuses when developing a product strategy is to work closely with business stakeholders to help them come to a consensus and develop a shared understanding so they both agree upon and understand the product strategy.

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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Product Backlog SPRINT Scoped User Stories Releasable Software Scoped User Stories Releasable Software Scoped User Stories Releasable Software Scoped User Stories Releasable Software Priority L H SPRINT SPRINT SPRINT TRADITIONAL AGILE PROCESS

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REQUIREMENTS

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ASSUMPTIONS

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RISK

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY)

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY) PROJECT SERVICES (BUSINESS ANALYSIS, PROJECT MANAGEMENT)

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY) PROJECT SERVICES (BUSINESS ANALYSIS, PROJECT MANAGEMENT) CLIENTS (PRODUCT OWNERS, STAKEHOLDERS)

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY) PROJECT SERVICES (BUSINESS ANALYSIS, PROJECT MANAGEMENT) CLIENTS (PRODUCT OWNERS, STAKEHOLDERS) USER EXPERIENCE (RESEARCH, USABILITY, INFORMATION ARCHITECTURE INTERACTION DESIGN, VISUAL DESIGN)

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY) PROJECT SERVICES (BUSINESS ANALYSIS, PROJECT MANAGEMENT) CLIENTS (PRODUCT OWNERS, STAKEHOLDERS) USER EXPERIENCE (RESEARCH, USABILITY, INFORMATION ARCHITECTURE INTERACTION DESIGN, VISUAL DESIGN) DESIGN (INTERACTION DESIGN, VISUAL DESIGN, MOTION DESIGN)

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RISK DEVELOPMENT (WEB, MOBILE, DATA, PRODUCTIVITY) PROJECT SERVICES (BUSINESS ANALYSIS, PROJECT MANAGEMENT) CLIENTS (PRODUCT OWNERS, STAKEHOLDERS) USER EXPERIENCE (RESEARCH, USABILITY, INFORMATION ARCHITECTURE INTERACTION DESIGN, VISUAL DESIGN) DOUBT CERTAINTY DESIGN (INTERACTION DESIGN, VISUAL DESIGN, MOTION DESIGN)

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LIFECYCLE OF A REQUIREMENT IDEAS

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LIFECYCLE OF A REQUIREMENT IDEAS IDEA IDEA IDEA IDEA IDEA IDEA DELIVERY BACKLOG

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LIFECYCLE OF A REQUIREMENT DELIVERY BACKLOG IDEA IDEA IDEA IDEA IDEA IDEA IDEA

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LIFECYCLE OF A REQUIREMENT 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 IDEA EA EA

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LIFECYCLE OF A REQUIREMENT DEA 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 VALIDATED IDEAS

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LIFECYCLE OF A REQUIREMENT ME ON BRAINSTORM SOLUTIONS DETERMINE FOCUS AREAS DISCOVERY CYCLE VALIDATION CYCLE LEARN BUILD 1 3 4 7 6 5 MEASURE VALIDATED IDEAS DELIVERY BACKLOG

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LIFECYCLE OF A REQUIREMENT VALIDATED IDEAS DELIVERY BACKLOG SCOPED ITERATION

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LIFECYCLE OF A REQUIREMENT DELIVERY BACKLOG SCOPED ITERATION WORKING SOFTWARE

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DUAL TRACK DISCOVERY / DELIVERY DISCOVERY DELIVERY DISCOVERY CYCLE VALIDATION CYCLE DISCOVERY CYCLE VALIDATION CYCLE SPRINT SPRINT DISCOVERY CYCLE VALIDATION CYCLE IDEAS IDEAS IDEAS

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TOPICS Balancing “Agile” with Continuous Collaboration & Discovery The Sad Challenges of a UX Designer 1 Contrast Common Methodologies 2 “Agile” vs. Agility 3 Fostering Continuous Collaboration & Discovery 4 Product Development Exercises 5 Intros 6

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HOUSE RULES 41 Product Development Exercises No phones No Computers 1 No Tablets 2 3

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TEAM FORMATION (5 MIN) 42 CHOOSE A FACILITATOR AND DECISION MAKER SCRIBE Note taker Time keeper Voice for the group DECISION MAKER Tie-breaker

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DETERMINE WHAT YOU WANT TO BUILD IDEA GENERATION (8 MIN)

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Generate as many ideas as possible. 8 minutes. 8 sketches. CRAZY 8’s

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Generate as many ideas as possible. 8 minutes. 8 sketches. CRAZY 8’s

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Generate as many ideas as possible. 8 minutes. 8 sketches. CRAZY 8’s

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THINK BIG AND THEN FOCUS STRATEGY BLUEPRINT (40 MIN)

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Strategy implies the need for change, a desire to move from point A to point B. Focus on customers and users, but you may also have internal challenges you want to list here too. CHALLENGES POTENTIAL QUESTIONS • What problems are you trying to solve? • What obstacles must you overcome? • What opposing forces need to be overcome to reach your desired outcome? EXAMPLES • Lack of consistency • Migration of customers • Internal constraints • Lack of consistent standards • Little or no governance

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Go beyond the generic goals like “be consistent.” Instead, strive for something more aspirational. Consider how you will impact your customers’ work and daily lives. ASPIRATIONS POTENTIAL QUESTIONS • What are the ideal desired outcomes? • What do you want to achieve? • What experience do you want to deliver? • How does your solutions transform what they’re capable of doing? EXAMPLES • Unification of experiences • Accelerated adoption • Market recognition • Transformational impact on users

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Strategy is about trade-offs. Indicating your focus areas helps concentrate effort on the things that matter most. Note this doesn’t necessarily mean you’ll be ignoring everything else not listed, just that the elements listed here are of higher priority FOCUS AREAS POTENTIAL QUESTIONS • What is the scope of the strategy? • Who will use your solution? • What will you focus on for the most impact? • What products, services, platforms, and technologies are included in the strategy? • What are some key scenarios of use? EXAMPLES • A specific service or subset of a service • Use cases and scenarios • Learnability • Discoverability

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This section shouldn’t read like project plan, rather it’s an inventory of the types of activities required to reach your aspirations. Keep in mind you may need new capabilities to execute your strategy. ACTIVITIES POTENTIAL QUESTIONS • What types of activities solve the problems? • What capabilities achieve your aspirations? EXAMPLES • Research methods • Design activities • Prototyping and testing • Skill development

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Ultimately, your measurements should support the business goals. Try to find metrics that show the positive impact the effort has on business. Be specific with goals. MEASUREMENT POTENTIAL QUESTIONS • How can you show progress and success? • What types of measurements will you employ? • What metrics will be used to gauge success? EXAMPLES • Increase in user satisfaction • Decrease time to market • Improve maintainability • Better task completion • Higher frequency of use • Increased self-support

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Strategy emerges from experimentation towards a goal to prove value. VISION CANVAS 1. VISION Ultimate view of where the business line is going. Think long term. In will be . TIME FRAME COMPANY VISION STATEMENT 2. CHALLENGE The first business goal that must be achieved to accomplish the vision. Focus on ideal states, objectives, and KPIs. In order to reach our vision, we must by . MEASUREABLE OBJECTIVE TIME FRAME 3. TARGET CONDITION The first, smaller, measurable objective to explore now. In order to reach our Challenge, first we must MEASUREABLE OBJECTIVE 4. CURRENT STATE The reality compared to the Target Condition. After measuring, we know our current state is MEASUREABLE STATE

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10 Minutes BREAK

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Who is going to use this product? PERSONAS

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Who is going to use this product? PERSONAS DRAW A FACE GIVE A NAME BEHAVIORS NEEDS/GOALS HOW WILL WE SERVE? ROLE RESPONSIBILITIES

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Who is going to use this product? PERSONAS DRAW A FACE GIVE A NAME BEHAVIORS NEEDS/GOALS HOW WILL WE SERVE? ROLE RESPONSIBILITIES

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Who is going to use this product? PERSONAS DRAW A FACE GIVE A NAME BEHAVIORS NEEDS/GOALS HOW WILL WE SERVE? ROLE RESPONSIBILITIES

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Who is going to use this product? PERSONAS DRAW A FACE GIVE A NAME BEHAVIORS NEEDS/GOALS HOW WILL WE SERVE? ROLE RESPONSIBILITIES

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Who is going to use this product? PERSONAS DRAW A FACE GIVE A NAME BEHAVIORS NEEDS/GOALS HOW WILL WE SERVE? ROLE RESPONSIBILITIES

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CRAFT STORY, PRIORITIZE, & SLICE USER STORY MAPPING (40 MIN)

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FRAMEWORK FOR BRAINSTORMING PRODUCTS USER STORY MAPPING 1. TELL A STORY The story is simply a list of steps or actions that the hypothetical user you’re designing for makes during a specific timeframe. ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION

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FRAMEWORK FOR BRAINSTORMING PRODUCTS USER STORY MAPPING 2. GROUP THE ACTIONS Actions should be grouped to help us understand which parts of the story we’re discussing. ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION GROUP NAME GROUP NAME GROUP NAME

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PERSONA PERSONA PERSONA FRAMEWORK FOR BRAINSTORMING PRODUCTS USER STORY MAPPING 3. ASSIGN PERSONAS Assign the appropriate personas that would interact with various pieces of the story. You will have duplicates. ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION GROUP ACTION GROUP ACTION GROUP ACTION ACTION ACTION ACTION ACTION ACTI ACTION GROUP PERSONA PERSONA PERSONA PERSONA

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PERSONA PERSONA PERSONA FRAMEWORK FOR BRAINSTORMING PRODUCTS USER STORY MAPPING 4. BRAINSTORM IDEAS Break the story down into tasks and user interface details. Don’t be afraid to split ideas, rewrite, and reorganize. ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION GROUP ACTION GROUP ACTION GROUP ACTION ACTION ACTION ACTION ACTION ACTI ACTION GROUP PERSONA PERSONA PERSONA PERSONA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDE IDE

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PERSONA PERSONA PERSONA FRAMEWORK FOR BRAINSTORMING PRODUCTS USER STORY MAPPING 5. PRIORITIZE IDEAS Break the story down into tasks and user interface details. Don’t be afraid to split ideas, rewrite, and reorganize. ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION ACTION GROUP ACTION GROUP ACTION GROUP ACTION ACTION ACTION ACTION ACTION ACTI ACTION GROUP PERSONA PERSONA PERSONA PERSONA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDE IDE

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA DANGER ZONE IGNORE THESE

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA LOW HANGING

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA DANGER ZONE BREAK THESE DOWN

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OPTIONAL PRIORITIZATION EXERCISE WHEN NEEDED VALUE/EFFORT PRIORITIZATION VALUE EFFORT LOW HIGH LOW HIGH IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA FOCUS HERE

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10 Minutes BREAK

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MAKE IT REAL PROTOTYPE (40 MIN)

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TIME TO SHOW OFF DEMO