agile and ux design_2015

Applying UX Design in Agile Projects

Agile Principles > Scrum Process > Lean UX (Design) Process

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Bibliography

Lean UX: Design Process for Agile

Agile: Doing Work Smarter

Scrum: Process for Agile

Scrum: Can it Align with UX Design?

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Bibliography





Agile vs Waterfall (1/2)

Source: Desiree Sy & Lynn Miller, AdapOng Usability InvesOgaOons for Agile User-‐Centered Design, May 2007, Journal of Usability Studies (hUp://www.upassoc.org/upa_publicaOons/jus/2007may/agile-‐ucd.pdf)

Agile Process

Waterfall Process

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Agile Waterfall Pros[1] Cons[2] Pros Cons

More frequent so]ware releases

Developer-‐centric versus user-‐centric

Supports more staOc designs e.g., avionics

Cannot adapt well to business changes

BeUer ROI than Waterfall

May be mixed with Waterfall aspects

May introduce fewer errors[3]

May be outdated by Ome of release

Adaptable to changing markets

Business experts may not be users

Documents miOgate risk if people leave

More likely cost / Ome overruns[1]

Agile vs Waterfall (2/2)

Sources: 1) Denne, Mark; Cleland, Jane, Huang, So]ware by Numbers: Low-‐Risk, High-‐Return Development; Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience; 2) Forrester: Mike GualOeri Blog; 3) DAT1063 Programming Principle – Center for Diploma Studies, Hannes Masandig – Google Books

 Agile may o]en produce beUer results for so]ware projects than the Waterfall Methodology given some of Waterfall’s characterisOcs:

 Design and development work is rigidly separated into different phases hindering collaboraOon between team members

 Work arOfacts e.g., technical documents, are handed off to the next phase and require sign-‐off before work can move forward

 Any errors or omissions in iniOal requirements can get passed on to subsequent phases contribuOng to poor quality

 Frequent project Ome overruns decrease Ome to develop and test so]ware, impacOng so]ware quality and usability

 The above have resulted in decades of poor project performance i.e., missed due dates, cost overruns, frustrated users and teams

Why Agile?

Source: Jeff PaUon (Slide Share), Bringing User-‐Centered Design PracOces into Agile Development Projects 6

Agile’s Founda5on

Agile was the culminaOon of decades of incremental insights in how to develop so]ware beUer i.e., on-‐Ome, within budget and successfully meeOng business and user requirements. Agile principles and core values were developed in a meeOng of key thought leaders i.e., the “Agile Alliance”, in 2001

Agile Core Values (Agile Manifesto)

Individuals and interac5ons over processes and tools Working so>ware over comprehensive documentaOon Customer collabora5on over contract negoOaOon Responding to change over following a plan


Sources: Agile Alliance: www.agilealliance.org/the-alliance/the-agile-manifesto/; Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience 7

Agile Principles need to be understood and believed for team members to correctly act within an Agile project environment, regardless of which Agile process is used

1.  Our highest priority is to saOsfy the customer through early and conOnuous delivery of valuable so]ware.

2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's compeOOve advantage.

3.  Deliver working so]ware frequently, from a couple of weeks to a couple of months, with a preference to the shorter Omescale.

4.  Business people and developers must work together daily throughout the project. 5.  Build projects around moOvated individuals. Give them the environment and support they need, and

trust them to get the job done. 6.  The most efficient and effecOve method of conveying informaOon to and within a development team

is face-‐to-‐face conversaOon. 7.  Working so]ware is the primary measure of progress. 8.  Agile processes promote sustainable development. The sponsors, developers, and users should be

able to maintain a constant pace indefinitely. 9.  ConOnuous aUenOon to technical excellence and good design enhances agility. 10.  Simplicity-‐-‐the art of maximizing the amount of work not done-‐-‐is essenOal. 11.  The best architectures, requirements, and designs emerge from self-‐organizing teams. 12.  At regular intervals, the team reflects on how to become more effecOve, then tunes and adjusts its

behavior accordingly.

Agile’s 12 Principles

Source: Agile Alliance: hUp://www.agilealliance.org/the-‐alliance/the-‐agile-‐manifesto/the-‐twelve-‐principles-‐of-‐agile-‐so]ware/ 8

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 Scrum is a process that supports Agile principles e.g., Ome-‐boxed cycles, high team collaboraOon and accountability

 The short cycles (sprints / iteraOons) in Scrum are the foundaOon to many benefits and align the process with Agile Principles

Scrum: A Process for Agile (1/2)

The Scrum Process

Sources: Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience; Wikipedia: hUp://en.wikipedia.org/wiki/Scrum_(so]ware_development) 10

5 – 30 days

 Scrum Benefits

 Scrum speeds up team learning via more frequent feedback from customers, stakeholders, the team and the industry market

 Scrum’s shorter, more frequent sprints help organizaOons realize earlier and larger returns on so]ware projects

Scrum: A Process for Agile (2/2)

Sources: Denne, Mark; Cleland, Jane, Huang, So]ware by Numbers: Low-‐Risk, High-‐Return Development; Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience; 11

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 Product Owner  Scrum Master

 Team Members

 MarkeOng

 Project Manager

 Content Strategist / Copywriter / Graphic Design  User Experience Designer / InformaOon Architect

 Developer (Front-‐End, Back-‐End)  Business Analyst

Scrum Roles (1/4)

Source: Johnson, Hillary Louise; Sims, Chris (2012-‐03-‐26). Scrum: a Breathtakingly Brief and Agile IntroducOon 12

Product Owner Responsibili5es

 Develop and Maintain Product Vision

 Maximize Project Return on Investment (ROI) e.g., by direcOng the team toward the most valuable work and away from the least valuable work

 Control the priority of the team’s backlog of user stories

 Recording stories (SomeOmes performed / iniOated by other roles e.g. the BA)

 Creates acceptance criteria (SomeOmes performed / iniOated by other roles e.g. the BA)

 Is available to answer team’s quesOons e.g., product guidance

 Agrees not to ask for more stories during the sprint (unless the team asks for more)

Scrum Roles (2/4)


Scrum Master Responsibili5es

 Scrum expert and advisor

 Coach  Remove Roadblocks / Hurdles

 Facilitator  Peer to other Team Members (Not a Manager)

Scrum Roles (3/4)


Team Member Responsibili5es

 CompleOng user stories to incrementally increase the product value

 Self-‐organizes to get all of the necessary work done  Creates and owns the esOmates for their work

 Owns the “how to do the work” decisions  Avoids siloed “not my job” thinking

 Members per Team (5-‐9)

 Required skill sets must be represented

 Team members must collaborate and have ‘all hands on deck’

Scrum Roles (4/4)


 Product Backlog: A cumulaOve list of user stories for the product e.g., features, bugs, etc. that are reviewed and updated during Story Time

 User Story: The main unit of work (deliverable) described in the form of business value to the user and business

 User Story Format: User Story Content: As a [user type] Users who need the story and why its needed

I want to [accomplish something] FuncOonality descripOon

So that [some benefit happens] Acceptance Criteria, Tasks and EsOmates

 Sprint Backlog: A prioriOzed list of user stories e.g., features, bugs, etc. that are output from the Sprint Planning MeeOng

 Burn Chart: Amount of work completed and remaining for the product

 Task Board: Tasks grouped by statuses: ‘To Do’, ‘In Process’ and ‘Done’

Scrum ArOfacts


 Sprint: A single team project cycle / iteraOon with the goal of delivering working so]ware that meets a business and user need. The rhythm of the scrum process. Sprint duraOons: 1 week – 1 month

 Example Schedule for a One-‐Week Sprint

 Sprint Planning MeeOng: (Product Owner & Team) The beginning of the sprint during which, 1) The Team commits to a set of stories for the sprint, and, 2) The Team determines the tasks needed to complete the stories e.g., get user input, design new screen, translate menu items, write help text, add columns to the database, etc.

Scrum: The Sprint Cycle (1/2)

Sources: Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience; Johnson, Hillary Louise; Sims, Chris (2012). Scrum: a Breathtakingly Brief and Agile IntroducOon 17

 Daily Scrum / Stand-‐up: (Team) Daily meeOngs (15 minute max). A self-‐accountability tool during which each team member states what they did, what they are going to do and if they have any roadblocks. Goal – to inspect and adapt the work.

 Story Time: (Product Owner and Team) Discuss and improve stories in the Product Backlog, esOmate and split stories

 Sprint Review: Demonstrate accomplishments to all stakeholders and stories not completed. Stakeholders provide feedback used by Product Owner and Team to further inspect and adapt the product

 RetrospecOve: (Product Owner and Team) A meeOng at the end of each sprint to state one or two strategic changes to make in the next sprint to conOnually improve the process

Scrum: The Sprint Cycle (2/2)


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Scrum & UX Design: ‘Sprint 0’ (1/3)

Source: Desiree Sy & Lynn Miller, AdapOng Usability InvesOgaOons for Agile User-‐Centered Design, May 2007, Journal of Usability Studies (hUp://www.upassoc.org/upa_publicaOons/jus/2007may/agile-‐ucd.pdf) 20

Scrum Evolu5on for Design

While Scrum has been an effecOve Agile process, it has been limited in how it incorporates design funcOons within the sprint Omeframe.

Efforts to change this include modifying the sprint by introducing a preliminary Sprint 0 or Cycle 0 which allots addiOonal Ome for designers to plan and gather customer data. In addiOon, Sprint 1 focuses on development work that requires relaOvely liUle design work giving addiOonal Ome to designers at the start of a project.

However, the Sprint 0 modificaOon has resulted in a number of negaOve impacts on designer work and on projects as a whole.

Below, a Sprint 0 or Staggered Sprint is depicted which shows that during a given Sprint, a designer may work on two to three sprints simultaneously.

Source: Desiree Sy & Lynn Miller, AdapOng Usability InvesOgaOons for Agile User-‐Centered Design, May 2007, Journal of Usability Studies (hUp://www.upassoc.org/upa_publicaOons/jus/2007may/agile-‐ucd.pdf)

Agile/ Scrum Process

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deSign track

Coding Track!

Cycle 1 Cycle 2 Cycle 3

Cycle 0 / Sprint 0

Scrum Evolu5on for Design: Sprint 0 / Cycle 0 / Staggered Sprint

Hand-‐offs With LiTle

Collabora5on

 Benefits of Staggered Sprint / Sprint 0 Methodology

 Eases transiOon from Waterfall to Agile’s shorter project cycles

 NegaOve aspects of Staggered Sprint / Sprint 0 Methodology

 Insufficient collaboraOon between developers and design roles resulOng in lack of shared understanding and people working on different sprints or working on mulOple sprints simultaneously

 Wastes Ome creaOng design documentaOon for developers especially when they determine designs are not feasible at handoff

Sources: Unger, Russ; Chandler, Carolyn (2012-‐03-‐23). A Project Guide to UX Design, Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience 22


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 Lean UX is an Agile-‐like process that avoids many limits of the Scrum Staggered Sprint Process

 Lean UX combines interacOve design techniques and scienOfic methods based on Agile, Lean Startup and Design Thinking to rapidly develop design ideas and validate testable product iteraOons in order to maximize shared knowledge, user benefits and business goals

Lean UX – “The Answer?” (1/3)


Lean UX Idea Evolu5on

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 Lean UX engages enOre teams, including Product Owners, to collaborate in all design meeOngs both at kick-‐off for product ideaOon and for individual sprints to refine kickoff ideas into stories


Lean UX Project Kickoff and Sprint Collabora5on Ac5vi5es with Related Output


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 Lean UX Benefits  More direct communicaOon replaces detailed use cases and high

fidelity wireframes with more conceptual wireframe sketches to aid fast implementaOon of ideas and help avoid mistakes due to lack of shared understanding

 CompleOng documentaOon does not become a boUleneck

 By involving everyone, more design ideas are generated

 By everyone focusing on the same sprint, fewer things are missed

 Involves a hypotheses validaOon process where people have ‘Freedom To Fail’ with frequent idea validaOon to determine wrong ideas early and avoid wasOng Ome

Sources: LiUle, Abrose (2013-‐08-‐13) An Answer to the Pains of Integrating Agile and UX. boxesandarrows.com Unger, Russ; Chandler, Carolyn (2012-‐03-‐23). A Project Guide to UX Design, Gothelf, Jeff (2013) Lean UX: Applying Lean Principles to Improve User Experience

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 A Unified Content Strategy is a repeatable method of idenOfying all content requirements up front, creaOng consistently structured content for reuse, managing that content in a definiOve source, and assembling content on demand to meet customer needs. (Ann Rockley)

 To the extent a Unified Content Strategy can be used to idenOfy content requirements, the strategy might align well with the Agile-‐like Lean UX Process. To consider the alignment of Lean UX with Content Strategy, review the following quesOons that relate Lean UX and sprint acOviOes with Content Strategy elements.

Lean UX & Content Strategy

Source: Rockley, Ann; Cooper, Charles (2012-‐02-‐14). Managing Enterprise Content 27

 Referencing the table below, select three Lean UX AcOviOes and consider how they might impact requirements for three Content Strategy Elements in the le]-‐most column. Reference the Lean UX AcOviOes and Output matrix on Slide 25 above.

StarOng a ConversaOon about Agile and Content Strategy

Source: Rockley, Ann; Cooper, Charles (2012-‐02-‐14). Managing Enterprise Content

Content Strategy Elements

Lean UX: Ac5vi5es Sample Brainstorm Product Ideas

Create a Product Idea ArOfact e.g. Sketch

Evaluate a User Story

Create a User Test for a high fidelity arOfact e.g., wireframe

Create a User Test to validate Customer Value of a rough idea

Research

Create

Review

Manage

Reuse

Distribute

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Bibliography





  Denne, Mark; Cleland, Jane, Huang, So]ware by Numbers: Low-‐Risk, High-‐Return Development

  Gothelf, Jeff; Seiden, Josh (O’Reilly, 2013) Lean UX: Applying Lean Principles to Improve User Experience

  Gothelf, Jeff (O’Reilly, 2012) Lean UX: Gewng Out of the Deliverables Business

  Hillary, Louise; Sims, Chris (2012). Scrum: a Breathtakingly Brief and Agile IntroducOon

  LiUle, Abrose (2013-‐08-‐13) An Answer to the Pains of IntegraOng Agile and UX. Review of Lean UX: Applying Lean Principles to Improve User Experience hUp://boxesandarrows.com/an-‐answer-‐to-‐the-‐pains-‐of-‐integraOng-‐agile-‐and-‐ux/

  PaUon, Jeff, (Slide Share), Bringing User-‐Centered Design PracOces into Agile Development Projects

  Rockley, Ann; Cooper, Charles (2012-‐02-‐14). Managing Enterprise Content

  Sy, Desiree; Miller, Lynn, (May 2007) AdapOng Usability InvesOgaOons for Agile User-‐Centered Design, Journal of Usability Studies (hUp://www.upassoc.org/upa_publicaOons/jus/2007may/agile-‐ucd.pdf)

  Unger, Russ; Chandler, Carolyn (2012-‐03-‐23). A Project Guide to UX Design

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The end.

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