agile & lean ux
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DESCRIPTIONDigital producers often face the dilemma on whether to take a more agile approach or take a waterfall approach seeing development as a bolt-on. This presentation explores some concepts from Scrum and Lean and how they work with UCD.
- 1. Danny Bluestone / Cyber-Duck LtdAGILE & LEAN UXAbstract:Digital producers often face the dilemma on whether to take a more agile approach ortake a waterfall approach seeing development as a bolt-on. This presentationexplores some concepts from Scrum and Lean and how they work with UCD.Twitter:@danny_bluestone@Cyberduck_uk Thi s doc ument and i t s c ont ent i s Copyri ght 2012 Danny B ues t one and UCD UK Li m t ed. l iSupport ersSpons orsOrgani s er1
2. About the presentation Why care? Agile and Lean adoption is on the rise UCD works hand in hand with Agile.Support ersSpons ors Organi s er 2 3. AGILESupport ers Spons ors Organi s er3 4. What is agile Agile has been hyped as the next major breakthrough in product development.Support ersSpons ors Organi s er4 5. Why use Agile? TechnologySupport ers Spons ors Organi s er5 6. Why use Agile? Uncertainty*Source: Agile Experience Design: A Digital Designers Guide to Agile, Lean, and ContinuousSupport ers Spons ors Organi s er6 7. Why use Agile? It works in other industries Dozens of designs submitted, only 2 considered and then iterated Toyota worked on 80 different engines variations Tested 20 different suspensions at the same timeSupport ers Spons ors Organi s er7 8. SCRUMSupport ersSpons ors Organi s er 8 9. Scrum (Agile Manifesto) principles Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiationResponding to changeover following a planSource: epod.usra.eduSupport ersSpons orsOrgani s er 9 10. So what is Scrum? User stories replace extensive requirements. It welcomes change. Use it in full or partially. The concept of done is redefined.Support ersSpons ors Organi s er 10 11. The Scrum frameworkSource: www.mitchlacey.comSupport ersSpons ors Organi s er 11 12. Scrum tip 01 Planning Keep proposals as outlines. Do Just enough and no more think in days not months. Use How Might We (HMW) sketches for ideas (and iterate). A point system and velocity gauge the difficulty of tasks.Support ersSpons orsOrgani s er 12 13. Scrum tip 01 - Planning > The one page business plan KEY PARTNERSKEY ACTIVITIES VALUECLIENTS SEGMENTSPROPOSITION Suppliers,Things we need The problems How we will The different technologiesto do to makewe are solving,interact with customer are partners. our plan and the USP. customers and profiles. happen. maintain the relationship. RESOURCES CHANNELS Who we need How we will find to make thisthe clients. happen. COST STRUCTURE MONETISATION What sort of budgets do we need? What customers will pay now and in the futureSource: www.businessmodelgeneration.comSupport ers Spons orsOrgani s er13 14. Scrum tip 02 The team Product OwnerScrum Master Front-EndUX ProducerDeveloper Back-End DeveloperSupport ersSpons ors Organi s er 14 15. Scrum tip 03 - Sprints At the heart of Scrum are time boxed sprints. Sprints are potentially shippable products. Sprints take 2-4 weeks to complete.Support ersSpons ors Organi s er 15 16. Scrum tip 04 - The boardSupport ersSpons ors Organi s er 16 17. Scrum tip 05 - Meetings Weekly kick-off meetings. Daily stand-up meetings / Daily workshops. Customer interaction meetings (weekly). End of week showcase meeting.Support ersSpons ors Organi s er 17 18. LEANSupport ersSpons ors Organi s er 18 19. The lean startup Most startups fail.But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe,changing the way companies are built and new products are launched.Support ersSpons ors Organi s er19 20. What is lean? Management philosophy with roots in Toyota production. Heavily relies on evolving strategies (pivots). Encourages the use of automation to remove errors.Support ers Spons orsOrgani s er 20 21. Why use Lean? Based on the Build, Measure and Learn cycle (experiments) Heavily geared towards MVP. Small teams, independent working within an innovation sandbox. All decision making is based on actionable analytics. Ultimately, it eliminates waste.Support ersSpons ors Organi s er 21 22. Lean tip 01 - MVP Go to market with the minimum amount of features.Support ers Spons orsOrgani s er 22 23. Lean tips 02 Innovation Accounting Analytics have to be actionable, accessible and auditable Use split testing to test your hypothesis Use Cohort based metrics for validated learningSupport ersSpons ors Organi s er 23 24. Lean tips 03 Innovation Accounting Week 1 CohortWeek 2 Cohort Week 3 Cohort Week 4 Cohort Signed-upSigned-up Signed-up Signed-up Signed-upSigned-up Signed-up Signed-up900 (100%) 900 (100%)1000 (100%)1000 (100%) 1100 (100%) 1100 (100%) 1200 (100%)1200 (100%) Signed-upSigned-up Signed-up Signed-up Signed-upSigned-up Signed-up Signed-up750 (830%) 750 (830%) 800 (80%) 800 (80%) 900 (81%)900 (81%) 950 (80%) 950 (80%)Completed a a task Completed task Completed a a task Completed task Completed a a task Completed taskCompleted a a taskCompleted task380 (42%) 380 (42%)500 (50%) 500 (50%)650 (60%) 650 (60%) 350 (30%)350 (30%)Purchased PurchasedPurchased Purchased PurchasedPurchased Purchased Purchased 95 (11%)95 (11%)100 (10%) 100 (10%) 180 (16%)180 (16%)0 0 (0%) (0%)* Credits from this example belong to: http://www.ashmaurya.com/2010/07/3-rules-to-actionable-metrics/Support ersSpons ors Organi s er24 25. Lean tips 03 Innovation Accounting Lazy registration (via split testing) had no effect on sign-ups.Support ers Spons ors Organi s er25 26. Lean tips 04 The Kanban boardBACKLOG IN PROGRESSBUILT VALIDATEDH GA FI BDCE B and C are built but cannot be moved until A,D,E are validated Until then, H and I are on pauseSupport ersSpons ors Organi s er 26 27. Lean tips 05 Small batches work faster Restructure processes and machines allowed faster and more flexible manufacturing (Toyota). Quality issues identified faster in small batches. Toyota designers and engineers travel with customers in new cars. Andon cord allows workers to stop the production line.Stop production so production doesnt have to stopToyotaSupport ers Spons orsOrgani s er 27 28. Lean tips 06 Pivot or preserve A pivot tests a new hypothesis about a product or business model. Customer need pivot Business model is flipped Technology pivot More common in established businesses. Zoom in pivot Move away from broad functionality to a narrow one Zoom out pivot Opposite above, need more features Customer Segment pivot Different customer than anticipated Platform pivot Change from application to platform or vice versaSupport ersSpons ors Organi s er 28 29. SUMMING UPSupport ers Spons ors Organi s er29 30. Problems with Agile Design is often a bolt-on. It very rarely involves marketing. Perceived as having a long learning curve.Support ersSpons ors Organi s er 30 31. Summary User Centred Design (or UXD) is a critical component of agile/lean. Scrum is more iterative, lean is more experimental/pivotal. Some can fail with lean products (iOS6 maps, Google Buzz) but failure is an opportunity for future success. Technology influences design (think of AJAX). Go entirely agile or pick agile elements that suit your project.Support ersSpons ors Organi s er 31 32. Thank you!@danny_bluestone@Cyberduck_ukSupport ersSpons ors Organi s er 32