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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.

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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  • 1. GS Grad School: IA and UX: Week 7 Dave Burke Agile and User Experience
  • 2. Introduction • The inputs for UX design • Exercise • Case study from The Washington Post Dave Burke
  • 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
  • 4. Ball Point Exercise: Results Estimated Actual 50.0 37.5 25.0 12.5 0 Rnd 1 Rnd 2 Rnd 3 Dave Burke
  • 5. Ball Point Exercise Round 1: estimate actual 5 11 Thoughts: • uncertain • confused • more work than necessary Dave Burke
  • 6. Ball Point Exercise Round 2: estimate actual 11 41 Thoughts: • got rid of inefficiency • burdened a resource? • simpler, more natural Dave Burke
  • 7. Ball Point Exercise Round 3: estimate actual 45 17 Thoughts: • made it too complicated Dave Burke
  • 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
  • 9. “The first draft of anything is shit.” Earnest Hemingway Dave Burke 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
  • 11. Knowledge gap when building unknown solutions knowledge volume decisions Discovery Design Development Testing Deployment v1.0 Dave Burke
  • 12. “Many crummy trials beat deep thinking.” -- BJ Fogg
  • 13. Take a break 14
  • 14. Background
  • 15. Background
  • 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. Washington Post Web Solutions
  • 18. Traditional methodology flows like a waterfall Dave Burke
  • 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
  • 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
  • 21. Waterfall projects  Familiar territory  Simple transactions  Integration with DSI
  • 22. Waterfall projects  Familiar territory  Simple transactions  Integration with PAS
  • 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
  • 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
  • 25. New strategy, new methodology Dave Burke 27
  • 26. Business in transition
  • 27. Business in transition
  • 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
  • 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
  • 30. A shift in emphasis Waterfall: Build the thing right. Iterative: Build the right thing. Dave Burke
  • 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
  • 32. Beta is the new black
  • 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
  • 34. Scrum training and adoption
  • 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
  • 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
  • 37. Let’s clarify: Iterative vs. incremental Dave Burke Got the whole brick wall metaphor from Jeff Patton talking to Jared Spool.
  • 38. Maintain a complete user experience Dave Burke Got the whole cake metaphor listening to Brandon Schauer talk about The Long Wow.
  • 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
  • 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
  • 41. Initial idea
  • 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. Pilot project: Vine
  • 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. The Vine Betas
  • 46. Product backlog
  • 47. Sprint task list
  • 48. System Documentation
  • 49. Member home page
  • 50. Featured Selections/Discounts
  • 51. Member Content/Events
  • 52. “My bar/cellar”
  • 53. Store/Retrieve bottles
  • 54. Contact That’s it. Questions? Dave Burke Dave Burke 57