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#ws-interviews-to-tickets by Tim Broadwater

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Icebreaker 1. Introduce yourself 2. Tell us one thing cool/unique about the space you work in, or a team/product you work with. Anything. 3. A favorite cartoon, animated film, graphic novel, or kids tv show?

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About Me - Creative Pioneer (Leadership Voice) - Strengths Finder - Connectedness - Strategic - Achiever - Includer - Ideation - Design Ethics & Design Thinking

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–Don Norman

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Design Thinking solves Wicked Problems

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Wicked Problems a wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize.

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And now, a controversial statement:

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Agile is dead… please don’t let Design Thinking be next!

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Design Thinking is not about design. It’s about… 1. Observational research 2. Visual sense-making 3. Rapid Prototyping

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Rules of Design Thinking 1. Quantity over quality 2. Defer judgement 3. Embrace wild ideas 4. Fail fast, fail cheap, fail often 5. Show, don’t tell 6. Build on the ideas of others

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What are the 4 D's of Design Thinking? Discover, Define, Develop and Deliver.

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5 Stages of Design Thinking…

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So on, and so on, but… what works, works… so let’s Empathize and Define, so we can get to the fun parts: Ideate, Prototype and Test!

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Have you ever… - created development tickets? - had to be a PM and a UXer? - had to write user stories for devs? - kept the team’s focus on the user? - interviewed users? - diagnose pain points?

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Workshop Agenda 1. Groups / User Interview 35min. 2. Empathy Mapping 35min. Lunch ??? 3. As-Is Mapping 35min. 4. Identify Pain Points 35min. 5. Needs Statements 35min. 6. Developer Tickets 35min. • Bio breaks as needed!

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Crystal Fusion 1. Break up into groups (random) 2. Introduce yourself to one another 3. Get supplies 4. Come up with a Team Name!

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User Interviews and extracting their insights… mwha ha haa!

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“If I’d asked people what they wanted, they would have said faster horses.” –Henry Ford

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Journalism, 5Ys, and OOUX - Listen, delve deeper on outside remarks.. - Ask atleast 5 whys… - OOUX

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Be a good reporter - Who - What - When - Where - Why - and don’t forget How

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5 Whys Technique Sakichi Toyoda, the Japanese industrialist, inventor, and founder of Toyota Industries, developed the 5 Whys technique in the 1930s. The method is remarkably simple: when a problem occurs, you drill down to its root cause by asking "Why?" five times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issue from recurring.

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OOUX Object Mapping

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listen, Listen, LISTEN… 1. Introduce the problem 2. Handouts 3. Conversate/share insights

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For the purposes of this presentation… if you find any videos, reviews, testimonials – as well as if you have your own experiences or knowledge – feel free to consider/include… cross research is great.

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Let’s talk about Empathy Mapping purpose is to ‘bridge the understanding’ of the end user

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Look Familiar?

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Activity Someone in group write this down

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Buying/building an entertainment center / home theatre… [customer problem]

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I didn’t know… 1. Draw the empathy map grid 1. Name and draw your user 2. Diverge and add create post-its from testimonial or your own experiences

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Now… 1. Take some time to cluster similar ideas 2. Put yourself in the mind of your user and… a. Think about what steps ‘they say’ that they would take b. Does your user have a plan/need one? c. Are there phases that they would go through? 3. Share with the room

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As-Is Mapping - plots the relationship between task and experience - captures the workflow as it occurs today

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Value of as-is mapping Think of the Empathy Map ideas and ‘groups’ as a linear or non-linear actions/steps

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Activity… Someone in group write this down

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You got the touch… 1. Create columns with actions/steps user is taking “the workflow as it is today” 2. Create rows for what they are doing, thinking, and feeling 3. Work separately, and everyone makes more/new stickies!

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Identifying Pain Points pain = areas of opportunity

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In As-Is Mapping… Where do you think your user is experiencing pain? [it’s ok to project in this workshop, but normally we ask, or it’s evident in feedback/testing]

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Evaluating Pain Points - Democratic evaluation - Voting on pain points

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Sharing is caring… 1. Identify pain points 2. Vote on pain points (rule of X for dots) 3. Share them with room

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Defining Work How do we start to define work, And work with others?

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User Stories - As a I can , so that - As a [type of user], I want [some action], so that [outcome] “When an important new customer signs up, I want to be notified, so I can start a conversation with them.”

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Job Story (JTBD) "When I'm in a rush & I want something to eat, I want something to take away, so I make it to my meeting on time."

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Introducing the Needs Statement An actionable problem statement that launches you into ideation

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Needs Statements Actionable problem statement that launches you into ideation

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Setup like this… Somebody in group write the Needs Statement template at the top of your sheet 1. Incorporate User 2. Refer to Empathy Map 3. Refer to As-is Mapping 4. Refer to Pain Points

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Activity Time 1. Write the Needs Statement template at the top of your sheet 2. Start writing Needs Statements to… a. Accomplish what the user needs b. Address pain points c. Summarize user problems d. Capture user needs 3. Start to mix and match, building on others

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Can you Cluster Needs Statements? Or write one big needs statement for a group of them?

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1. Rewrite the pair(s) if that helps. 2. Label the clusters. 3. Try writing one big Needs Statement that represents the entire cluster—use the same need + insight structure What did you say?

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Identifying and aligning around a point of view captures your design vision but… insights may not be actionable or too broad.

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Evaluating Needs Statements Democratic evaluation (X rule voting) or voting on Needs Statements that are the strongest, most representative, best worded, etc.

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Tickets !!! How do I love Scrum? Let me count the ways. I love it for its sprints of up to twenty days. The product backlog: Writing and refining! I love Scrum when I see a pile of story cards declining. I love burndown charts, or up if you prefer. They show team progress, otherwise hard to infer. I like my Scrum Master and my product owner, too. Having each makes issues easier to get through. I love Scrum with a love deeper than a waterfall. There are no impediments. I love it all. Scrum brings me joy. Work is fun. No overtime! I shall but love Scrum better if we ship on time. –Mike Cohn, Scrum Software Development Method

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Feature vs. Big Idea Feature - A distinctive, discrete attribute or aspect of something Big Idea - Broad, conceptual thought focused on a user need

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Ticket Systems - Initiative Problem - Epic NS - Story/Task User Story JTBD NS - Subtask - Spike

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User Story As a [type of user], I want [some action], so that [outcome] Job Story When I want to so I can User Vs Job Stories

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Setup like this… Somebody in group write this structure down… - Initiative Problem - Epic NS - Story/Task User Story JTBD NS - Subtask - Spike

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1. Problem is initiative (new project) 2. Needs Statements items, that have the most votes, or capture a group, become Epics. 3. Consider the different users or user roles involved needed to make that Epic happen… those become the User Stories 4. Tasks are to make that happen Let’s make a backlog

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Let’s See… everyone’s backlog!

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Thank you so much, and please do the Workshop Survey: