15 Patterns for Agile Culture Success - Atlassian Summit 2012

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  • Hello Atlassian Summit, and thanks for coming in.\nI’m very interested in what you want to hear at this talk. I hope that I’ll actually say some of it!\n
  • I’m Jay Rogers.\nAnd really the motivation for me to get up here and talk to you is not to hear the sound of my own voice (hate it) but because this is an amazing privilege and opportunity to be part of a conversation.\n\nNow it’s a little one-sided because I have a microphone and you do not. But we’ll see what we can do about that.\n\nAt any rate, a great way to get in touch with me is twitter, and if, while i’m talking, you have observation or question please tweet it and I’ll stop and check twitter every once in a while dring the talk.\n
  • The talk is called Design Bottleneck syndrome, and its a summation of some patterns (or to use Rowan Bunning’s work “antipatterns”) that I’ve seen in the last 7 or 8 years of doing software user interface design. These are all areas where the design process or the momentum of the evolution of the design slow to a stop.\n\nBut, underlying all of these are a few threads that I thought I’d call out now.\n
  • When I’m talking about Agile being a culture - I mean that its an attitude. \n It’s both an approach to management (sort of a parental hands-off kind of thing) and \nan approach to product ownership and success ownership. \nAnd it’s an approach that really really really takes you to the center of what it means to be a functioning, happy healthy team.\n\nIf you have a program management team at your company who’s taken Agile hook line and sinker, and they are marching to this picture perfect, very controlled Agile transformation and sending everyone to innovation class, then well....\n
  • Processes are about repeatability, about accountability, \n
  • The alternative is usually not very rewarding.\n
  • OK the other meme that underlies a lot of what we’ll discuss this morning is that you need to be able to keep your eyes on not one, \nbut two bouncing balls at the same time. \nwhere are your values?\nDuh, right? But this is very difficult to do well, and its the reason I think I got this spot talking to you right now.\n
  • The other meme that’s going on in the UX community is that we have to get off our high horses. The pace of agile means that a design or UX team of one or two people is ALREADY a bottleneck. We need to teach the rising tide to fish or something.\n\nDesigners opening up, we realise that with 1 designer to 10 developers we can’t scale. \n\nAnd we are SO much stronger as a team.\n\nThis actually applies to every role, and is a fundamental way that Agile makes changes in teamwork necessary.\n
  • This means, get out of your comfort zone. \nembrace uncertainty and ambiguity\nthe really nice thing about not being a Zombie is that it’s really fun\nIf you think of agile as a culture and not a process, (a mind-numbing repetitive WORKFLOW) then it’s a way of thinking about producing products that can include UX and users in your sprints.\n\n\n
  • One of the most difficult questions I was asked at Agile Australia when I gave this talk was “hey mister Jay - we have a design bottleneck. we don’t have ANY UX or Design Gals or Guys and we have no budget and nobody cares except me.\nLow hanging fruit\nFocus on pain points. Find some body with more passion than talent.\n
  • When i first started messin’ with Agile, this is what I thought the picture looked like. Me and my UX homies on one side, trying to fight the good fight for the users, and the Devs with their relentless out of control Agile train on the other side.\n
  • Actually, this is more what it feels like now. At least at Atlassian, Designers are pigs, we’re in the trenches, we’re much more closely aligned with the development teams, but it’s still a struggle to make sure we get to a great user experience.\nand, so that’s what this talk is about.\n
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  • Planning is modelling.\nAnd software development is a kind of reductive modelling - we are BREAKING DOWN the stories to tasks and technical accomlishments.But what see is that we don’t often have a good roadmap for putting all those deconstructed peices back together.\nStory Mapping\nHidden Complexity can be both interaction or experience - you build this object and you haven’t planned how to delete, edit or modify it, to publish share it.\n\n
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  • Planning is modelling.\nAnd software development is a kind of reductive modelling - we are BREAKING DOWN the stories to tasks and technical accomlishments.But what see is that we don’t often have a good roadmap for putting all those deconstructed peices back together.\nStory Mapping\nHidden Complexity can be both interaction or experience - you build this object and you haven’t planned how to delete, edit or modify it, to publish share it.\n\n
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  • Implication of Personas!\n
  • Implication of Personas!\n
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  • Taking it offline is a way to turn back into a team\n
  • Taking it offline is a way to turn back into a team\n
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  • Accept that some people are going to hate it.\n\nEverybody loving you is not the object: if that was my motivation i would stay in my safe desk in Sydney instead of travelling around the world talking. But my talk isn’t designed so that everyone agrees with me or that I’m coming up with the most original thing in the world. it’s an amazing privilege to connect. And if you have responded in some way to anything i’ve said in the last 32.8 minutes, I invite you to connect.\n\nYou\ncomplacency \n\nI’m all ears.\n
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  • This is something we’re still working on.\n\nThere’s an art and a science to getting the appropriate users for user testing. If you’re a public website, you have a lot of options open to you from professional marketing recruiters. However, the more niche you are, as with Atlassian doing tools for specific development tasks, not only is it more important that you test with the users that are representatives of your target market, but its MUCH more difficult to locate, recruit, and schedule these subjects.\n\nRECRUIT\n
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  • 15 Patterns for Agile Culture Success - Atlassian Summit 2012

    1. 1. Agile Culture Anti-Patterns
    2. 2. Design Bottleneck Syndrome jbrogers #agiledesign
    3. 3. Design Bottleneck Syndrome Some Memes
    4. 4. Design Bottleneck Syndrome Agile is a Culture, Not a Process
    5. 5. Design Bottleneck Syndrome
    6. 6. Design Bottleneck Syndrome
    7. 7. Design Bottleneck SyndromeView your product not onlythrough the “feature lens” but “the experience lens”
    8. 8. Design Bottleneck Syndrome Facilitators rather than Owners
    9. 9. Design Bottleneck Syndrome Don’t be a Zombie
    10. 10. Design Bottleneck Syndrome Passion
    11. 11. Design Bottleneck Syndrome Design & UX Development
    12. 12. Design Bottleneck Syndrome Design & Development UX
    13. 13. Design Bottleneck Syndrome Anti-Patterns
    14. 14. Design Bottleneck Syndrome - Themes MovingCommunication information Vision Product around the vision team and to and its Managing customers Complexity experience absence and interaction complexity Validation Limitations Verifying that you People, are doing processes, time things right
    15. 15. Design Bottleneck Syndrome c V c Story Duct Tapec L Featuriti L Opinioni L C Committee Gap UI s tis vs Team L V V V Institutio L C Ego. Addicted to No Perfectioni Mania. Final Vision nal sm Blindness C v V v Userv ? Opacity UX Anal- Lawyer ytics Cadenc
    16. 16. Design Bottleneck Syndrome The Story Gap
    17. 17. Design Bottleneck Syndrome - The Story Gap Reductive Modelling Hidden Complexity Valuable Complete
    18. 18. Design Bottleneck Syndrome - The Story Gap - What to Do Additive Modelling Story MappingKey Scenarios, end-to-end Remember the salt
    19. 19. Design Bottleneck Syndrome DTUI (Duct Tape UI)
    20. 20. Design Bottleneck Syndrome - Duct Tape UI Design LanguageDiscoverability is Overrated ‘Ware the Cog
    21. 21. Design Bottleneck Syndrome - Duct Tape UI - What to Do Pay down UX Debt: Refactor Design Language Consider specialised UI
    22. 22. Design Bottleneck Syndrome Featuritis
    23. 23. Design Bottleneck Syndrome - Featuritis Power Corrupts Value: Features or Experience? Segment Experiences
    24. 24. Design Bottleneck Syndrome - Featuritis - What to Do Hard look at what your culture values Segment Experiences Spin Off Products
    25. 25. Design Bottleneck Syndrome Committee vs. Team
    26. 26. Design Bottleneck Syndrome - Committee vs. Team What’s the difference? Division of LabourChurn is your warning sign
    27. 27. Design Bottleneck Syndrome - Committee vs. Team Passion First, do no harm Teamicide
    28. 28. Design Bottleneck Syndrome Opinionitis
    29. 29. Design Bottleneck Syndrome - Opinionitis TrailblazingData, Trust and Willingness Reframing
    30. 30. Design Bottleneck Syndrome Ego. Mania.
    31. 31. Design Bottleneck Syndrome - Ego. Mania. 1-Man Bottleneck Married to my solution Customer Input
    32. 32. Design Bottleneck Syndrome Addiction to Final
    33. 33. Design Bottleneck Syndrome - Addiction to Final Fear of ReworkIteration vs. Incrementation Prototyping as a Team
    34. 34. Design Bottleneck Syndrome No Shared Vision
    35. 35. Design Bottleneck Syndrome - No Vision 1-Man Bottleneck Married to my solution Customer Input
    36. 36. Design Bottleneck Syndrome Institutional Blindness
    37. 37. Design Bottleneck Syndrome - Institutional Blindness You can’t help it. Some wheels are not squeaky Customer Visits Don’t hold it that way.
    38. 38. Design Bottleneck Syndrome Perfectionism
    39. 39. Design Bottleneck Syndrome - PerfectionismThe Value/Cost of Auteurs Myths of Innovation Iterate in the Market
    40. 40. Design Bottleneck Syndrome Opacity
    41. 41. Design Bottleneck Syndrome - Opacity Managing Change NOT the time for “Tough Love” Invite Participation
    42. 42. Design Bottleneck Syndrome UX Lawyer
    43. 43. Design Bottleneck Syndrome - UX Lawyer Know the Rules Break the Rules It’s about listening, stupid
    44. 44. Design Bottleneck Syndrome Design by Numbers (Analytics)
    45. 45. Design Bottleneck Syndrome - Design by Numbers The Ultimate Committee Handling Dissent
    46. 46. Design BottleneckSyndrome No User Cadence
    47. 47. Design Bottleneck Syndrome - No User Cadence Testing Every Cycle Getting the right usersWhere do they come from?
    48. 48. Design Bottleneck Syndrome - Conclusions A conversation
    49. 49. Design Bottleneck Syndrome - Conclusions 2 Announcements: Paid Usability Testing GreenHopper Design
    50. 50. Design Bottleneck Syndrome Thank you. jbrogers #agiledesign
    51. 51. mapping-for-ux-practitioners-tying-agile-and-ux-together/ 2. http://hbr.org/product/defeating-feature-fatigue/an/R0602E-PDF-Design Bottleneck Syndrome ENG Bibliography 3. http://www.amazon.com/Fearless-Change-Patterns-Introducing- Ideas/dp/0201741571 4. http://www.amazon.com/Lean-Software-Development-Agile- Toolkit/dp/0321150783 5. http://www.amazon.com/Leading-Lean-Software-Development- Results/dp/0321620704/ 6. http://www.amazon.com/Agile-Experience-Design-Designers- Continuous/dp/0321804813 7. http://getmentalnotes.com/ 8. http://www.amazon.com/Seductive-Interaction-Design-Effective- Experiences/dp/0321725522 9. http://www.amazon.com/Rocket-Surgery-Made-Easy-Do-It- Yourself/dp/0321657292 10. http://www.amazon.com/Peopleware-Productive-Projects-Second- Edition/dp/0932633439 11. http://www.brandonwalkin.com/blog/2009/08/10/managing-ui- complexity/ 12. http://www.randsinrepose.com/archives/2012/05/09/ two_universes.html 13. http://looksgoodworkswell.blogspot.com.au/2012/04/ experimentation-layer.html?m=1 14. http://www.designstaff.org/articles/how-to-avoid-mitigate- change-aversion-2012-04-24.html 15. http://www.amazon.com/The-Myths-Innovation-Scott-Berkun/dp/
    52. 52. This font was scanned from 1920’snewspaper headlines by the H.P. Lovecraft Historical Society www.cthulhulives.org

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