GS Grad School: IA and UX: Week 7   Dave Burke
 Agile and User Experience          daveburke.com
Introduction
• The inputs for UX design

• Exercise

• Case study from The Washington Post




                           ...
Ball Point Exercise
• All one big team

• Get points by moving a ball through everyone’s hands

• Ball must “catch air” in...
Ball Point Exercise: Results


                               Estimated          Actual

      50.0


      37.5


      2...
Ball Point Exercise
Round 1:    estimate   actual
                5       11

Thoughts:
• uncertain
• confused
• more work...
Ball Point Exercise
Round 2:     estimate      actual
                11          41

Thoughts:
• got rid of inefficiency
•...
Ball Point Exercise
Round 3:    estimate   actual
               45       17

Thoughts:
• made it too complicated




    ...
Ball Point Exercise

 Characteristics             Ball point     UX Projects
Lots of people involved
                     ...
“The first draft of anything is shit.”

Earnest Hemingway




                                        Dave Burke daveburke....
Ball Point Exercise
• Do we need more research/planning?

  • Would an extra 5 minutes of planning achieved the same resul...
Knowledge gap when building unknown solutions
                                                                 knowledge
v...
“Many crummy trials
beat deep thinking.”
               -- BJ Fogg
                  bjfogg.com
Take a break




               14
Background
Background
Washington Post IT Unit

 • About 150 people

 • Supports operations of the newspaper and some operations at other
   Wash...
Washington Post Web Solutions
Traditional methodology flows like a waterfall




                                                      http://flickr.com/p...
The Waterfall: Measure twice, cut once
            • Requirements Doc
            • Known specs

                         ...
Waterfall works well for large-scale projects
• When it's familiar territory



• Better for projects with high levels of ...
Waterfall projects




  Familiar territory   
                        Simple transactions   
                         ...
Waterfall projects




   Familiar territory   
                         Simple transactions   
                       ...
Potential effects of waterfall projects
• Simplified project governance (Senior Management)
  • Bigger projects mean fewer ...
When things go wrong in the waterfall
“We built all this upsell capability,
 but after launch we learned it was
 completel...
New strategy, new methodology




                                Dave Burke daveburke.com
27
Business in transition
Business in transition
Strategic Focus: Innovation
•“We actively develop new revenue streams from non-traditional
  sources.”

•“We introduce and...
Where IT comes in
 Align our methodologies to support innovation. . .

 • Partner with the business to explore and realize...
A shift in emphasis

    Waterfall:


    Build the thing right.
    Iterative:


    Build the right thing.

            ...
An alternate approach: Iterative



               ß         ß              ß           ß             ß


     T I M E

  ...
Beta is the new black
The Agile Manifesto


  We are uncovering better ways of developing software by doing it
  and helping others do it. Throu...
Scrum training and adoption
Scrum Roles
                    The maker/keeper of the product vision;
Product Owner
                •
                • ...
Scrum Artifacts and Rituals
                    • A specified period of time focused on doing the work
Sprint              ...
Let’s clarify: Iterative vs. incremental
http://www.flickr.com/photos/spielzimmer/429215172/




                          ...
Maintain a complete user experience
http://www.flickr.com/photos/the-icing-on-the-cake/2433839043/
http://www.flickr.com/pho...
Iterative works well. . .
• When the feature set is evolving

  • Bets on ideas; small-scale experiments

  • Minimal IT i...
Challenges/Risks with iterative products
• Business pressure to deliver results early after release

• Requires more agile...
Initial idea
The wine/Vine experience
                           home, wine store, restaurant, bar,
 Research                  friend’s...
Pilot project: Vine
The Vine Betas


  • Registration
  • User Profiles


    • Coupons
                          • Product blog   • Analytics
...
The Vine Betas
Product backlog
Sprint task list
System Documentation
Member home page
Featured Selections/Discounts
Member Content/Events
“My bar/cellar”
Store/Retrieve bottles
Contact
That’s it.
Questions?              Dave Burke
                dave@daveburke.com




             Dave Burke daveb...
Lecture slides from GS-IA Week 7: Agile and UX
Lecture slides from GS-IA Week 7: Agile and UX
Lecture slides from GS-IA Week 7: Agile and UX
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Lecture slides from GS-IA Week 7: Agile and UX

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Slides from my lecture on user experience and agile, presented in week 7 of the GS Grad School IA/UX class.

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Lecture slides from GS-IA Week 7: Agile and UX

  1. 1. GS Grad School: IA and UX: Week 7 Dave Burke Agile and User Experience daveburke.com
  2. 2. Introduction • The inputs for UX design • Exercise • Case study from The Washington Post Dave Burke daveburke.com
  3. 3. Ball Point Exercise • All one big team • Get points by moving a ball through everyone’s hands • Ball must “catch air” in between hands • Cannot pass the ball to the person on your immediate right or left • Ball must return to the person who introduced it to the system • Three iterations Dave Burke daveburke.com
  4. 4. Ball Point Exercise: Results Estimated Actual 50.0 37.5 25.0 12.5 0 Rnd 1 Rnd 2 Rnd 3 Dave Burke daveburke.com
  5. 5. Ball Point Exercise Round 1: estimate actual 5 11 Thoughts: • uncertain • confused • more work than necessary Dave Burke daveburke.com
  6. 6. Ball Point Exercise Round 2: estimate actual 11 41 Thoughts: • got rid of inefficiency • burdened a resource? • simpler, more natural Dave Burke daveburke.com
  7. 7. Ball Point Exercise Round 3: estimate actual 45 17 Thoughts: • made it too complicated Dave Burke daveburke.com
  8. 8. Ball Point Exercise Characteristics Ball point UX Projects Lots of people involved ✓ ✓ Coordinated timing/workflow ✓ ✓ ✓ ✓ “we’ve never done this before” - incomplete information ✓ ✓ ✓ ✓ - demand for cost/benefit estimates - ambiguous roles ✓ ✓ Dave Burke daveburke.com
  9. 9. “The first draft of anything is shit.” Earnest Hemingway Dave Burke daveburke.com 10
  10. 10. Ball Point Exercise • Do we need more research/planning? • Would an extra 5 minutes of planning achieved the same results? • What if we brought in an expert? • What if we downloaded a research report? • Maybe the best way is to just start doing it. Dave Burke daveburke.com
  11. 11. Knowledge gap when building unknown solutions knowledge volume decisions Discovery Design Development Testing Deployment v1.0 Dave Burke daveburke.com
  12. 12. “Many crummy trials beat deep thinking.” -- BJ Fogg bjfogg.com
  13. 13. Take a break 14
  14. 14. Background
  15. 15. Background
  16. 16. Washington Post IT Unit • About 150 people • Supports operations of the newspaper and some operations at other Washington Post Company affiliates, including: • Publishing • Advertising • Circulation • Syndication • Accounting • Production
  17. 17. Washington Post Web Solutions
  18. 18. Traditional methodology flows like a waterfall http://flickr.com/photos/24028533@N03/2297190795/ Dave Burke daveburke.com
  19. 19. The Waterfall: Measure twice, cut once • Requirements Doc • Known specs • Wireframes • Architecture Diagrams Discovery • Working Build Design • Test Scripts Development • Discrete phases Testing • Launch • Tight discipline Deployment • Specific and unchanging requirements • Design and development standards The goal: Build the thing right. Dave Burke daveburke.com
  20. 20. Waterfall works well for large-scale projects • When it's familiar territory • Better for projects with high levels of integration with existing systems • When working prototypes for user feedback are more expensive/difficult to produce (e.g., non- web) Dave Burke daveburke.com
  21. 21. Waterfall projects  Familiar territory  Simple transactions  Integration with DSI
  22. 22. Waterfall projects  Familiar territory  Simple transactions  Integration with PAS
  23. 23. Potential effects of waterfall projects • Simplified project governance (Senior Management) • Bigger projects mean fewer per year to track • Project bloat • Hoarding of IT Resources • Inaccurate LOE and schedule estimates (IT Management) • Bigger projects with more parts and objectives are harder to estimate • Tendency toward "Launch and move on" mentality • More risk that changing business needs will outpace development Dave Burke daveburke.com
  24. 24. When things go wrong in the waterfall “We built all this upsell capability, but after launch we learned it was completely off-target for the audience.” – IT “By the time the site launched it looked completely different from what we had envisioned.” – Designer “By the time the project finished, the business needs had totally changed.” – Business Analyst “If I knew in the beginning what I know now, we would have made a very different site.” – Business Client Dave Burke daveburke.com
  25. 25. New strategy, new methodology Dave Burke daveburke.com 27
  26. 26. Business in transition
  27. 27. Business in transition
  28. 28. Strategic Focus: Innovation •“We actively develop new revenue streams from non-traditional sources.” •“We introduce and support new brands, selectively, when we believe that doing so allows us to achieve the full potential an opportunity may afford.” •“We make bets on ideas that can have material impact even if they entail high risk. We invest in small-scale experiments to learn more about areas of strategic opportunity where uncertainty is high. More than ever, responsible innovation is necessary for our success.” •“Because of the high level of marketplace uncertainty, we regularly monitor and revisit our strategies, being willing and Dave Burke daveburke.com
  29. 29. Where IT comes in Align our methodologies to support innovation. . . • Partner with the business to explore and realize new revenue streams • Enable those “bets” and “small-scale experiments” • Improve speed to market; bring value faster . . . While we remain true to our core mission of supporting the traditional business Dave Burke daveburke.com
  30. 30. A shift in emphasis Waterfall: Build the thing right. Iterative: Build the right thing. Dave Burke daveburke.com
  31. 31. An alternate approach: Iterative ß ß ß ß ß T I M E • Better fit for product innovation • Speed to market with beta releases Discovery • Betas prove/refine the concept Design Development • Earlier value generation Testing • More user feedback, which guides the next iterations v1.0 Deployment The goal: Build the right thing. Dave Burke daveburke.com
  32. 32. Beta is the new black
  33. 33. The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. February 13, 2001 Dave Burke daveburke.com
  34. 34. Scrum training and adoption
  35. 35. Scrum Roles The maker/keeper of the product vision; Product Owner • • The ultimate "decider" of what get works on • The ultimate "decider" of when a feature is "done". • Keeper of the product backlog -- keeps stories in priority order • The ultimate "decider" of the release schedule • Ultimate "decider" of how many stories can be completed in a Project Team sprint • Ultimate "decider" of how the work gets done: • what deliverables will be produced (wireframes, comps, sequence diagrams, etc.) to complete the product iteration • who will work on what task • what technology/code techniques will be used to complete tasks • Own the task list • Facilitates the Scrum process/keeps the team focused ScrumMaster • Works with the Product Owner on maintenance of the product backlog • Facilitates scrum meeting • Schedules/facilitates other meetings like look-ahead and sprint review. • Removes obstacles from product team • "protects" product team from scope creep, etc. • Does not commit to work on behalf of the team • Works with no authority over the team Dave Burke daveburke.com
  36. 36. Scrum Artifacts and Rituals • A specified period of time focused on doing the work Sprint • No scope changes allowed during the sprint • No expansion of the sprint allowed • A list of requested featured, placed in priority order Product Backlog with the most important features at the top • Features are listed as “user stories” with very little detail • “As a job seeker, I wish to be able to upload my resume to the site so that potential employers can see it.” • Anyone can add items to the backlog • The Product Owner has final say on prioritization • A list of the tasks that must be done by the team to Sprint Task List complete a story • Owned and maintained by the team • Updated by the team as tasks are completed • Quick meeting every day Scrum Meeting • 15 minutes tops (5-10 is better) • Covers progress and any obstacles • Conducted by the team -- anyone can listen in on the meeting, but cannot participate Dave Burke daveburke.com
  37. 37. Let’s clarify: Iterative vs. incremental http://www.flickr.com/photos/spielzimmer/429215172/ Dave Burke daveburke.com Got the whole brick wall metaphor from Jeff Patton talking to Jared Spool. http://www.uie.com/brainsparks/2008/08/05/spoolcast-ux-in-an-agile-environment-with-jeff-patton/
  38. 38. Maintain a complete user experience http://www.flickr.com/photos/the-icing-on-the-cake/2433839043/ http://www.flickr.com/photos/chidorian/2295547909/ http://www.flickr.com/photos/kellysue/2831068087/ Dave Burke daveburke.com Got the whole cake metaphor listening to Brandon Schauer talk about The Long Wow. http://www.uie.com/articles/the_long_wow
  39. 39. Iterative works well. . . • When the feature set is evolving • Bets on ideas; small-scale experiments • Minimal IT investment • Low-cost failure • Because it’s in line with the advantages of the web • Easier to update, enhance, evolve • Instant customer feedback • Incremental releases of new functionality (Betas) Dave Burke daveburke.com
  40. 40. Challenges/Risks with iterative products • Business pressure to deliver results early after release • Requires more agile-oriented • Marketing • Support • Expectations • Resource proportioning Dave Burke daveburke.com
  41. 41. Initial idea
  42. 42. The wine/Vine experience home, wine store, restaurant, bar, Research friend’s house home, wine store, restaurant, bar, Record Research friend’s house Select wine store, restaurant, bar, party Buy wine store, restaurant, bar home Consume restaurant, bar, friend’s house home Assess restaurant, bar, friend’s house Remember home, restaurant, bar, friend’s house home Record Preference restaurant, bar, friend’s house home, work, out with friends, restaurant, Recommend bar, store, online
  43. 43. Pilot project: Vine
  44. 44. The Vine Betas • Registration • User Profiles • Coupons • Product blog • Analytics • Credit Card • Program info • Monitoring • Wine organizer • Vine content • Customer feedback • Chat • Social Networking
  45. 45. The Vine Betas
  46. 46. Product backlog
  47. 47. Sprint task list
  48. 48. System Documentation
  49. 49. Member home page
  50. 50. Featured Selections/Discounts
  51. 51. Member Content/Events
  52. 52. “My bar/cellar”
  53. 53. Store/Retrieve bottles
  54. 54. Contact That’s it. Questions? Dave Burke dave@daveburke.com Dave Burke daveburke.com 57

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