The document summarizes research conducted for the redesign of the Ford Agile Framework site, including card sorting, user interviews, and analysis of pain points. Key findings from card sorting included high agreement on categories like Agile Ceremonies and SAFe Methodology, and low agreement on categories like Agile Processes and Agile Basics. User interviews uncovered pain points such as non-contextual learning, inconsistencies across teams, and information that is difficult to find on the existing site. Recommendations included reorganizing content by methodology, adding practical examples, and promoting role-specific training.

1. Ford Agile
Framework
Site Redesign
User Experience Center of
Excellence
Nisreen Salka (nsalka)

3. Methodology

4. Card Sorting
7
Team
Members
88
Unique
Categories
15
Standard
Categories
92
Unique Cards

5. User Interviews
4
Methodologies
#
Agile Roles
10
Interviews
It’s a learning process,
and we all go through it
together
“ ”
Many agile teams hide
behind waterfall at their
core
“
”

6. Personas

11. Key Findings

12. Agile Training Pain Points
Tools and details introduced before
they have been integrated into the
project (no point of reference)
Non-Contextual
Learning Lack of access to practical examples
and resources (often duplicated
across platforms)
Overly Conceptual
Novices need access to
comparisons between SDM and
agile so that they can transition from
a pre-established reference point
Comparisons
Cannot internalize training
information until project
requirements are established,
because there is no practical
application yet available
Timing

13. Agile Implementation Pain Points
• Virtual communication
• Transitioning to new roles, teams, or methodologies
• Partnerships with non-agile stakeholders or teams
• Inconsistent implementation across teams blur
understanding
• Scaling is difficult because of interdependencies between
teams
• Successful distribution of work, especially during
transition
• Many interviewees hesitate to call themselves agile
because their team does not follow the “ideal”
methodology

14. FAF Site Pain Points
• Advanced users rarely use the global navigation, because
they find that the homepage graphic best represents their
knowledge
• However, novice and intermediate users do not have the context to
full understand that graphic
• Difficult to distinguish high-level, conceptual pages from
those that provide more detail
• Easy to get buried under nested pages and links, some of
which do not have corresponding subpages in global
navigation
• Some pages are skimmable, but layout inconsistency
across pages destroys that visual hierarchy over time
• Details are often given more prominence than necessary,
meaning they are introduced without the context

15. Information Architecture
High Agreement Low Agreement
• Agile Ceremonies
(78%)
• SAFe Methodology
(60%)
• Agile Metrics (44%)
• Agile Processes (24%)
• Agile Basics (24%)
• Iterative Methodology
(22%)

16. Recommendations

17. Information Architecture: Subsites
• Main FAF site should only include information
generalizable to more than one methodology
• Methodology subsites should only include information
specific to that methodology
• Users should only be able to navigate to a subsite by
selecting the corresponding methodology
• In other words, the redirection must be made clear to the user
• Avoid duplicate pages on main site and subsites

18. Information Architecture: Pages
• Include breadcrumbs at the top of every page
• Main Site > Subsite > Global Nav Main Header > Page Name
• Page name should be identifiable in the breadcrumbs (ex. color,
size, etc.)
• Limit navigation headers and page titles to under five
words
• Consistency in design and layout across all pages and
subsites
• Same size headings, same font, same graphic placement, etc.
• Add Quick Links section to the end of each page
• Ex. At the end of RTE Role page, include links to processes that
the RTE are likely to encounter or have responsibility for in an
agile framework
• Frame page titles as questions to better engage readers

19. Site Map: Main Site

20. Site Map: Iterative Subsite

21. Site Map: Kanban Subsite

22. Site Map: SAFe Subsite

23. Site Map: eXtreme Programming
Subsite

24. Site Content Strategy
• All graphical/visual representations must have context
(caption)
• Provide practical examples for each methodology,
including edge cases and potential roadblocks
• Recommended Format: video series from agile coaches, pulling
stories from recent personal experiences
• Specify Ford-specific processes, as a point of reference
for those experienced in agile from prior
employment/certifications
• Prepare novices for differences in agile implementation
across teams (non-prescriptive)
• Add more information about changes in Ford policies
and/or compliance after transitioning to agile

25. Agile Training Recommendations
• Promote the FAF site during training sessions as a
resource
• Encourage newcomers to agile to explore/bookmark the FAF site
before training sessions
• Implement a buddy system, so that experienced teams
could pass on their knowledge to other areas of the
company
• Encourage team discussions as much as possible, using
social pressure to establish buy-in across the company
• Implement role-specific training for those familiar with
agile, but unfamiliar with their role’s exact responsibilities
(including compliance)
• Focus on practical, real-world examples when possible,

26. Appendix: Interview Protocol

27. Interview Protocol
Introduction
1. Please give me a brief overview of your work experience. When did
you begin working for Ford? In what capacity?
2. What is your current position and role within Ford? How long have
you held this position?
Familiarity with Agile
1. When did you first learn about the agile methodology at Ford?
1. At that time, did you have any prior experience with the agile methodology?
2. In your first experience with the agile methodology at Ford, how
was it implemented?
1. Did you have access to training? Mentors? Internal/external resources?
1. Which of those resources did you find most useful?
3. When learning agile, what came most easily to you? What was
more difficult?
4. How do you conquer the major roadblocks to the implementation of
agile methodology at Ford? Name some of your favorite resources.

28. Interview Protocol (cont.)
Further Learning
1. When searching for new information about the agile methodology, do
you find yourself looking for high-level concepts or specifics
(breadth/depth)? Why?
1. What format would you like those learning resources to take? Infographics, blog
posts, bullet points, courses, formal/informal style?
2. Which resources do you find yourself using the most often?
3. As you grew more and more familiar with the agile methodology, how
did your needs for more information/resources change over time?
Familiarity with FAF Site
1. Have you used the Ford Agile Framework site in the past?
2. Walk me through your first experience with the site.
1. What were you looking for? Did you find the information that you needed?
2. How fast did you need that information? Did you have a deadline approaching?
3. Was the content comprehensive and understandable? Did you find yourself in
need of any additional information that was not available on the site?
3. Now walk me through a more recent experience with the Ford Agile
Framework site (see sub-questions above)
1. How did your experience change as you grew more familiar with the layout?
2. How did your experience change as you grew more familiar with the agile

29. Appendix: User Interview Notes

30. User Interview #1 Notes
• VSUM: Consolidate training sessions into a series of 15-20
courses, all available from a single application
• Small Team: Project manager, developer, SME (subject matter expert)
• Eight consecutive work streams; the first non-agile, and the remainder
agile
• First among colleagues to implement agile
• Difficult to integrate agile into an ongoing project;
overwhelmed with project work
• Although excited to learn about agile, project work always
takes priority to learning
• Training/coaching sessions focus on tools, rather than high-
level concepts or resources
• Non-Contextual Learning: Tools introduced before they have been
integrated into the project (“I wasn’t there yet”)
• Concerned about implementing agile with virtual
communications (roadblock)

31. User Interview #2 Notes
• Transitioned to new agile role in December; difficult finding
information about new role
• Worked within her team to build internal decks detailing the
responsibilities
• Although she took RTF training 4 years ago, felt no need to retake
training for new role
• Prior certification in methodology, but references FAF for Ford-
specific implementation
• For example, Ford titles differ from terminology for agile roles
• Training focuses on how to use tools like Rally, not on how to
correctly implement agile using those tools
• Although excited to use her experience, does not believe the
Ford rollout was effective
• Ford did not complete the due process (research) on how to
implement the process smoothly, across global project teams, over
time
• Seen in the diversity of experience across teams, all of which must
work together

32. User Interview #3 Notes
• Took classes prior to agile implementation, and found the
information overly theoretical
• Learned through experience much more so than formal training
• Agile coach was crucial to that on-the-job learning
• Ford’s main obstacle to the successful implementation of agile
is scalability, because agile works best for smaller groups
• Project work often interferes with proper agile training, leading
to only a “facsimile” of agile implementation
• High stress associated with learning something so new, especially
when jargon and theoretical concepts are emphasized over the
practical aspects
• References the FAF site for quick and specific answers
• Successful in finding information, but often takes time because that
information is buried
• Because she is familiar with agile, she likes navigating the site
through the graphic

33. User Interview #4 Notes
• Coaches essential to the successful implementation of agile
among inexperienced teams
• Attended SAFe training course with team; discussions were
therefore geared towards their project, which the user found
incredibly applicable later on
• The workshop was entirely hands-on, enjoyed the lack of theory
• Believes that theory is better understood through reading than
lecturing
• Never felt a need to review FAF site because coaches and
ATF were so experienced
• If the majority of the team buys into agile, then those who are
tentative will ultimately buy into the methodology as well
• Found the successful distribution of work a particularly
challenging skill to learn, because it is un-teachable
• Although began with mixed feelings, decided to accept the change
and move on

34. User Interview #5 Notes
• Advanced Research Delivery Team currently transitioning to agile work
process
• First opened the FAF site due to curiosity over a year ago, but hasn’t
thought to open it again since (even though she is currently in transition)
• Claims that she can’t find the information she needs because it is not well-
organized
• Tried to embrace agile in a previous project, but was unsure of how to
do so
• Would like to see a Getting Started (step-by-step) page on the new site so that
even beginners can learn how to implement agile within their teams
• In transition, unsure of changes in documentation, but could not find
easy access to compliance standards in direct comparison to SDM
• None of this information was covered in the formal training sessions
• Training sessions useless when the project requirements have not been formalized
• Currently over-reliant on self-learning, would learn best if paired with experienced
employee
• Multiple work processes in place across Ford, causing inconsistencies in
communication, business needs, and culture across the organization
• Division of responsibilities between roles are rather blurred, displacing
business analysts
• Recommends offering role-specific training

35. User Interview #6 Notes
• When working in a global role with non-agile teams, adapting
an agile process hinders the workflow (believes there is no
need to change a pre-existing process that works)
• Took agile training with the intention to understand the
process, but does not believe it essential to the future of the
company (too prescriptive to be scalable)
• Agile implementation is not going smoothly; ceremonies slow
down project work
• “Coaches place stress on team to prioritize methodology over the end
result”
• “Wiggling through this maze…no time to learn the game”
• Referenced FAF once for a higher-level overview; would only
review specifics if essential to his current project

36. User Interview #7 Notes
• Hesitant to claim that her team is agile, because they adopt the
values/principles, but not the exact execution
• Project depends on funding by year, meaning that the project is structured as
SDM from the beginning, complicating the implementation of agile
management
• Wishes they could have a more traditional agile structure, but does not
believe agile is well-integrated enough at Ford to allow for that
• Formal training courses both online and in-person; more engaging
in-person, but the online course is a good reference for later on
• Estimation the most difficult concept to understand/master
• Prefers to learn the methodology at a high-level, then review for
details on-the-job
• Needs access to comparison charts between methodologies and
roles in order to better understand the details behind implementation
• Opens the FAF site from the newsletter whenever they find an
interesting link
• FAF site is best suited for exploration/curiosity, not for answers to
specific questions

37. User Interview #8 Notes
• Work not easily organized into agile iterations, but the
team does the best they can
• Feels like they are forcing an established process into the agile
framework even when it does not make sense within the context of
the project
• Works within an experienced agile team, all of whom
taught him what he knows
• Referenced the FAF site in search for best practices, and
although he found good information, he could not find an
applicable use case for the information in his work
• Believes agile coaches are essential to every team
transition
• “Books only get you so far…the team can’t do it on their own”
• In order for agile to be successful, buy-in from all
stakeholders (even those outside the team) must buy-in

38. User Interview #9 Notes
• Only member of her team in North America, agile coach and team based
in AP
• Insufficient communication channels for agile to be effective
• Learned agile when first implemented at Ford; attended mandatory
training/certification
• Time-intensive, over-prioritization of jargon non-applicable to project work
• Believes that aversion to agile is rooted in an aversion to theory
• Agile coaches intervene too often; the team loses valuable time
• Believes the best learning tool is discussion
• When looking for specific information, skips the FAF site and goes
straight to Google because the detailed information is too buried to
access easily (even though she recognizes that doing so has exposed
her to contradictory information)
• Likes YouTube videos because they feel personal and are often focused/quick
• Suggests providing practical examples of a smooth transition to agile;
for example, her team converted the 230 Change Request Document to
features/user stories (successful)
• Agile ceremonies helpful for resolving interdependencies, but they are
time-consuming

39. User Interview #10 Notes
• Informal learning through exposure to agile projects, self-motivated
by Ford culture shift
• Took the user stories writing course, and found time-information value low
• Growing more and more excited about agile as it grows more and
more integrated in company workflow
• Concerned that we have not yet defined how to scale agile (SAFe not
enough)
• “Many agile teams hide behind waterfall at their core”
• Advantage of waterfall is that there are pre-defined requirements, but
the flexibility of agile means that is not always the case, placing
pressure on communications that are difficult to ensure in a scaled
project
• This problem is heightened when collaborating with other teams within Ford
that do not understand the agile process
• Bookmarks the FAF site as a learning tool, when introducing agile to
others
• Find the clickable graphic on the homepage helpful, but only because he is
already familiar with the context behind agile
• Confused him the first time he interacted with it, but now that he has
overcome the learning curve, he finds it very useful

40. Appendix: Card Sorting Data Analysis

41. Correlations
Standardized Category
#
Sorters
Total Cards in
Category
Unique cards Agreement
Agile Basics/Concepts 8 59 31 0.24
Choose a Methodology 6 18 10 0.30
Agile Roles 7 55 20 0.39
Backlog 1 10 10 1.00
Iterative Methodology 9 81 41 0.22
Program Increment 2 9 6 0.75
SAFe Methodology 6 25 7 0.60
Kanban Methodology 10 77 19 0.41
eXtreme Programming Methodology 4 18 13 0.35
Software Craftmanship 9 59 19 0.35
Agile Metrics 7 61 20 0.44
Governance & Compliance 2 4 3 0.67
Agile Ceremonies 3 14 6 0.78
Agile Planning, Processes,
Practices 7 48 28 0.24
More Information/Get Help 8 39 11 0.44