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

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 Dave Burke daveburke.com

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

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

Ball Point Exercise Round 1: estimate actual 5 11 Thoughts: • uncertain • confused • more work than necessary Dave Burke daveburke.com

Ball Point Exercise Round 2: estimate actual 11 41 Thoughts: • got rid of inefﬁciency • burdened a resource? • simpler, more natural Dave Burke daveburke.com

Ball Point Exercise Round 3: estimate actual 45 17 Thoughts: • made it too complicated Dave Burke daveburke.com

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

“The ﬁrst draft of anything is shit.” Earnest Hemingway Dave Burke daveburke.com 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

Knowledge gap when building unknown solutions knowledge volume decisions Discovery Design Development Testing Deployment v1.0 Dave Burke daveburke.com

“Many crummy trials beat deep thinking.” -- BJ Fogg bjfogg.com

Take a break 14

Background

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

Washington Post Web Solutions

Traditional methodology ﬂows like a waterfall http://ﬂickr.com/photos/24028533@N03/2297190795/ Dave Burke daveburke.com

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

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

Waterfall projects  Familiar territory  Simple transactions  Integration with DSI

Waterfall projects  Familiar territory  Simple transactions  Integration with PAS

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

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

New strategy, new methodology Dave Burke daveburke.com 27

Business in transition

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

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

A shift in emphasis Waterfall: Build the thing right. Iterative: Build the right thing. Dave Burke daveburke.com

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

Beta is the new black

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

Scrum training and adoption

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

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

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/

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

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

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

Initial idea

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

Pilot project: Vine

The Vine Betas • Registration • User Proﬁles • Coupons • Product blog • Analytics • Credit Card • Program info • Monitoring • Wine organizer • Vine content • Customer feedback • Chat • Social Networking

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 daveburke.com 57

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

by Dave Burke on Nov 17, 2009

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