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Designing the unknownBogdan Stanciu@bog_danIA KonferenzBerlin, May 3rd, 2013
People > Process > Culture > Products
The products
The solutionsTalentManagementAcquireApplyHireOnboardManagePerformanceOffboardTrainPromoteWrite upUnempl.InterviewE-VerifyT...
The culture
The peopleTom IllmenseeUX directorChip TroutVD managerArchie MillerIxD managerChris BrownIxDSte GrainerIxDChris EklundIxDB...
5xThe teamsCore Balanced
The processIf you cant describe whatyou are doing as a process,you dont know what youredoing.William Edwards Deming
The methodologyWaterfall AgileWaterfall Agile picture by Bruce Kenny © 2009Lean
What I learnedLack of consistent frameworks.Inconsistent processes.Unbalanced teams.
The misconceptionsSpeed over quality.No process.No documentation.Delivery over discovery.
The barriersSome resistance to change.Lack of consensus across and withinproduct teams.Incomplete understanding of UX.
You don’t create a culture.Culture happens. It’s the by-product of consistentbehavior.Jason Fried
What we wantedConsistent design process.Dialog between people and teams.Better quality in our work.
You rarely improve anorganization as a whole byimproving the performance ofone of its parts.Russell Ackoff
Designers don’t designanything. Organizationsdesign everything.Austin Govella
Lean framework
1:1 Interviews
Critique
Card sort
UX process
Art resides in the quality ofdoing; process is not magic.Charles Eames
TestThinkMondayPersonasCharterScenariosMakeTuesdaySketchesDesign studioIAPrototypingCopyCheckWednesdayResearch planningSes...
Core Team processIdeasDiscovery Design DeliveryProductsExperimentsbacklogProductbacklogOpportunitybacklog
Practice
Practice
Practice
Designer > Team > VP > CEOPromote
What you can doInterview your team.Map individual processes and critique them.Unify the findings and test the results.Shar...
Who can do itAnyone.Teams of one.In-house teams.Agencies with their clients.
Why do it?Because you owe it to yourself and to thepeople who work with you.Because you want to know where you stand.Becau...
People > Process > Culture > ProductsChangeagentsIgnitedialogLead withvisionRefinequality
Thanks toJan Jursa T-systemsJim Kalbach Citrix OnlineStephen Köver IA KonferenzAndreas Lange MediaworxWolf Noeding InterCo...
Thank you!bog_dan
CreditsCover photo http://www.blogcdn.com/media/2010/03/kids-workshop-590ks031810.jpgSnagajob office photos by Baskerville...
Designing the Unknown - IA Konferenz Berlin 2013
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Designing the Unknown - IA Konferenz Berlin 2013

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Designing the Unknown - IA Konferenz Berlin May 3rd 2013

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Transcript of "Designing the Unknown - IA Konferenz Berlin 2013"

  1. 1. Designing the unknownBogdan Stanciu@bog_danIA KonferenzBerlin, May 3rd, 2013
  2. 2. People > Process > Culture > Products
  3. 3. The products
  4. 4. The solutionsTalentManagementAcquireApplyHireOnboardManagePerformanceOffboardTrainPromoteWrite upUnempl.InterviewE-VerifyTax creditsScreenScheduleBackgroundcheckDo notrehire
  5. 5. The culture
  6. 6. The peopleTom IllmenseeUX directorChip TroutVD managerArchie MillerIxD managerChris BrownIxDSte GrainerIxDChris EklundIxDBridget WalshVDShannon SadyVDBogdan StanciuIA
  7. 7. 5xThe teamsCore Balanced
  8. 8. The processIf you cant describe whatyou are doing as a process,you dont know what youredoing.William Edwards Deming
  9. 9. The methodologyWaterfall AgileWaterfall Agile picture by Bruce Kenny © 2009Lean
  10. 10. What I learnedLack of consistent frameworks.Inconsistent processes.Unbalanced teams.
  11. 11. The misconceptionsSpeed over quality.No process.No documentation.Delivery over discovery.
  12. 12. The barriersSome resistance to change.Lack of consensus across and withinproduct teams.Incomplete understanding of UX.
  13. 13. You don’t create a culture.Culture happens. It’s the by-product of consistentbehavior.Jason Fried
  14. 14. What we wantedConsistent design process.Dialog between people and teams.Better quality in our work.
  15. 15. You rarely improve anorganization as a whole byimproving the performance ofone of its parts.Russell Ackoff
  16. 16. Designers don’t designanything. Organizationsdesign everything.Austin Govella
  17. 17. Lean framework
  18. 18. 1:1 Interviews
  19. 19. Critique
  20. 20. Card sort
  21. 21. UX process
  22. 22. Art resides in the quality ofdoing; process is not magic.Charles Eames
  23. 23. TestThinkMondayPersonasCharterScenariosMakeTuesdaySketchesDesign studioIAPrototypingCopyCheckWednesdayResearch planningSession facilitationQualitative analysisThink / MakeThursdayScenariosRevise prototypesVisual designCheckFridayResearch planningSession facilitationAnalysisCritiquePM
  24. 24. Core Team processIdeasDiscovery Design DeliveryProductsExperimentsbacklogProductbacklogOpportunitybacklog
  25. 25. Practice
  26. 26. Practice
  27. 27. Practice
  28. 28. Designer > Team > VP > CEOPromote
  29. 29. What you can doInterview your team.Map individual processes and critique them.Unify the findings and test the results.Share with your organization.
  30. 30. Who can do itAnyone.Teams of one.In-house teams.Agencies with their clients.
  31. 31. Why do it?Because you owe it to yourself and to thepeople who work with you.Because you want to know where you stand.Because you want to be prepared for thefuture.
  32. 32. People > Process > Culture > ProductsChangeagentsIgnitedialogLead withvisionRefinequality
  33. 33. Thanks toJan Jursa T-systemsJim Kalbach Citrix OnlineStephen Köver IA KonferenzAndreas Lange MediaworxWolf Noeding InterComponentWareLutz Schmitt Nexum
  34. 34. Thank you!bog_dan
  35. 35. CreditsCover photo http://www.blogcdn.com/media/2010/03/kids-workshop-590ks031810.jpgSnagajob office photos by Baskervillehttp://baskervill.com/portfolio/divisions-corporate-office/item/446-snag-a-job#.UYO4XIKTm6YSnagajob website design by Chip Trout and Bridget WalshSolutions flow by James BarettWaterfall Agile picture by Bruce Kenny © 2009Prototype photos by Tom IllmenseeStory map and personas by Archie Miller and Nick Jester
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