Experience Driven Agile - Developing Up to an Experience, Not Down to a Feature

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Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process …

Releasing good features that don't quite add up to the right user experience? Struggle working with stakeholders to prioritize and roadmap? Know that incorporating user experience into your process is the right thing to do, but just don't know where to start?

After this webinar you will know how to drive agile development with user experience, helping you to smooth out many speed bumps along the way that are not addressed by traditional agile practices. We'll give you a glimpse of Experience Driven Agile at scale and provide you with two new agile survival tools that you soon won't be able to live without!

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  • - Web, print, multimedia, software dev, user experience, CUA, CSM - Agile >5yrs,
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  • 1. Experience Driven Agile:Developing Up to an Experience, Not Down to a Feature Kaleb Walton & Brian Anderson Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 2. We Expect You to Leave With Knowledge of how to drive agile development with user experience A glimpse of experience driven agile at scale Two new agile survival tools you soon wont be able to live without! Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 3. Who Are You? Product Owner  Developer Scrum Master  UX Agile Coach  Other? Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 4. Familiar?Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 5. What Caused It? Loose requirements  Confusion of how Lack of context stories play together Real stakeholder MIA  Tire shortage Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 6. The Agile Gap Traditional  Agile doesnt directly addressDevelopment Features  Ineffective prioritization  Unstable development with constant rework, thrashing and delay Experience  Inconsistent, frustrating and low-value product experience Optimal  Miscommunication and misunderstanding about your product outside of development  Agile facilitates communication primarily Experience focused on Development of Features  The gap is not in either of those - it’s in theDevelopment Features integration of Experience Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 7. How Do You Get Them to Think “Its an Elephant”? Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 8. Product Backlogs Fail at UX Elephant = Intended experience Features of elephant = Epics & user stories in your product backlog Blind Scientists = Developers, product managers, delivery leads, sellers, marketing, executives and everyone in between What do your stakeholders think of your product backlog? Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 9. What Weve Tried User Stories and Epics  Contrary to INVEST  Experience is expressed in multiple stories/epics Use Cases  Lacks context and motivational trigger  Too detailed, task-specific and time consuming Meetings  Takes time away from development  Slow and expensive Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 10. What About Story Mapping?Getting closer, but shouldthis really be an afterthought? Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 11. How Do You Incorporate User Experience? Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 12. Drive Agile With Experience:Meet Your Two New Survival Tools Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 13. The “Pitch” Quickly conveys background of problem, Effective Prioritization and proposed solution and statement of value Assignment of Work Items Shirt-size estimates make for easy The problem is that systems managers spend too much time prioritization (story points are fine too) prioritizing and assigning their teams daily work efforts. Sprinkle in risk and value to make Imagine if Systems Manager prioritization even easier Plus offered better prioritization capabilities and automated assignment based on definable Prioritize dozens of experiences, not business rules. hundreds This solution would result in reduced cost for systems managers by enabling more General format: efficient work assignment, The problem is <problem>. Imagine if leading to better response times. <solution>. This solution would result in <value statement>. Lightweight precursor to... Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 14. The “Scenario” Borrowed from UX discipline Paints a clear picture of an entire experience Extremely versatile and ready for use outside development Our definition: “A real-world example of a persons experience with a product, describing context with a problem and a proposed solution.” Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 15. Telling a StoryCopyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 16. Example ScenarioEFFECTIVE PRIORITIZATION AND ASSIGNMENT OF WORK ITEMSPROBLEMMary, a systems manager at ABC Health, is responsible for a team of 12 system administrators whohandle steady state support of their health care systems and network. One of her biggest time sinksis prioritizing and assigning her teams daily work efforts. The tool she uses, Systems Manager Plus,doesnt give her any prioritization features except for the ability to sort on a priority field whenreviewing work items.As she spends half of her time prioritizing she ends up working over time to tend to her other duties.SOLUTIONAfter a major update Mary signs into Systems Manager Plus, heads to the work items area and ispleasantly surprised to see a number of new prioritization capabilities. There are more fieldsavailable to sort and filter, as well as a “smart assignment” system that enables her to specify rulesthat will result in automatic assignment to specific members of her team.Mary creates a few rules, applies them to existing work items, and is excited to see that over aquarter of the items were automatically assigned. She proceeds to sort and filter the remaining workitems to prioritize and assign to her team. As more work items trickle in she notices that many ofthem are being auto-assigned.These improvements have enabled Mary to focus less on prioritizing and more on doing. Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 17. Easily Pull Out Stories and EpicsAdditional sorting capabilitiesAs a systems manager I want to sort work items byadditional fields such as created date, severity andplatform so that I can more effectively prioritize them.Additional filtering capabilitiesAs a systems manager I want to filter work items byadditional fields such as created date, severity andplatform so that I can more effectively prioritize them.Smart assignment system (epic)As a systems manager I want to specify assignment rules for the system to use toautomatically assign work items so that I dont have to assign every work item manually.Apply new smart assignment rules to existing work itemsAs a systems manager I want to apply new smart assignment rules to existing work itemsso that I can use smart assignment on work items created after the smart assignmentprocess has executed. Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 18. Scenarios Are Agile Just Barely Good Enough and Just in Time: Fidelity naturally matches immediate need. Ya Ain’t Gonna Need It: Does it enable the scenario? Minimum Viable Product: What is the minimum experience someone would pay for? Lightweight: Low cost to develop, flexible and quick to communicate. Better Contract: More reliable as its written in terms of Experience rather than Features. Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 19. When Do You Incorporate User Experience? Before iteration  All of the above During iteration  Never After iteration Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 20. Basic Experience Driven Agile Involvement Over Time by Role Scrum Masters, DevelopersProduct Owners, and TestersUX Analysts, Architects and Stakeholders Product Backlog Product Mgt Iteration Backlog Activities Pitches Scenarios Stories Estimate, Valuate Estimate Assess, Prioritize Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 21. Experience Driven Agile At Scale Involvement Over Time by Role Scrum Masters, DevelopersProduct Owners, and TestersUX Analysts, Architects and Stakeholders Portfolio Backlog Product Mgt Product Iteration Backlogs Backlogs Activities Pitches Scenarios Stories Scenarios Estimate, Valuate Prioritize Estimate Assess, Prioritize Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 22. UX in Experience Driven Agile Collaboration Over Time Scrum Masters, DevelopersProduct Owners and TestersArchitects and Stakeholders Strategy Portfolio Product Release Iteration Day Pitch consideration, estimation, valuation, risk assessment and prioritization Scenario collaboration, development, review, estimation, and prioritization Scenario breakdown, wireframing, story breakdown and clarification Stakeholder & customer reviews Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 23. What Did You Think? Thought provoking  Want to learn More of the same more  Indifferent Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 24. Questions?Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt
  • 25. Contact Us Kaleb Walton Brian Anderson kalebwalton@gmail.com user.experience.guy@gmail.comThanks to Other Experience Driven Agile Contributors Michael Hughes, Ph.D Terri Whitt michaelhughesua@gmail.com tw30306@yahoo.com http://experiencedrivenagile.com Copyright © 2012 Kaleb Walton, Brian Anderson, Michael Hughes and Terri Whitt