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DesignOps Handbook Condensed

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This is a condensation of InVisions DesignOps Handbook on plus some additionel notes and quotes from podcasts and articles. These slides are put together in order to create a better overview of all the areas and focuses in DesignOps

This is a condensation of InVisions DesignOps Handbook on plus some additionel notes and quotes from podcasts and articles. These slides are put together in order to create a better overview of all the areas and focuses in DesignOps


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DesignOps Handbook Condensed

  1. 1. Page:Pitch Deck | Presentation DesignOps
  2. 2. INNOVATION & IT Agenda • Why DesignOps Now? • What is DesignOps? • DesignOps models • The DesingOps role • Design research is special • DesignOps I UFST
  3. 3. Page:Pitch Deck | Presentation Why DesignOps Now?
  4. 4. INNOVATION & IT Value of design Companies are beginning to understand the value of design, and are investing in the role of DesignOps to maximize design’s value and impact. Collin Whitehead, Dropbox
  5. 5. INNOVATION & IT Wait a miniute What is design?
  6. 6. INNOVATION & IT Wait a miniute Design practices Graphic design UX research UX-design Interaction design Classic design Design thinking Computational design
  7. 7. INNOVATION & IT DesignOps motivation The rise of agile development has necessitated much tighter integration between design and technology, while recent investment in design has highlighted the need to figure out how to deliver design at scale. Design Ops is essentially the practice of reducing operational inefficiencies in the design workflow through process and technological advancements. In short it’s about getting [design] improvements in the hands of your users as quickly and with as little friction as possible.
  8. 8. INNOVATION & IT Companies using it
  9. 9. INNOVATION & IT Need for scaling design There is a greater focus on design - from all the different types of design practices - in todays organisations. That means designers are supporting more parts of the organisation. At the same time design solutions are growing in complexity all the while expanding product offerings. And of course everything is high priority. Demand Design Drivers: Complexity Product expansion Awareness of design value
  10. 10. INNOVATION & IT Scaling [In the beginning] we leaned heavily on the raw talents of individuals and the close relationships that allowed people to easily share information across smaller groups. As the team continued to grow, we reached a tipping point where things suddenly became harder. Teams could no longer all fit on the same floor. New people brought with them new ways of doing things. Adrian Cleave, AirBnb
  11. 11. INNOVATION & IT High expectations to design Business’ like Apple, Google, AirBnb, Facebook have promoted design and made the public aware and used to high quality experiences, which demands solutions that not just meet user needs but also anticipates them.
  12. 12. INNOVATION & IT Great talent seeks challenges Great designers are a rare commodity, and they know it. This makes recruiting more difficult than days past. They don’t want to be in a bureaucracy, but instead focus solely on design, so they can progress, develop themselves, be rewarded and recognised.
  13. 13. INNOVATION & IT Design needs support Design practice requires a collection of balanced activities that support the designers in actually designing. Such activities include but are not limited to: • HR • Tools • Methods and Processes • Infrastructure
  14. 14. INNOVATION & IT Agile is a set of management practices made for software development. The practices and processes are made for developers in mind - and not designers. So agile becoming the norm was much to the harm of design But there is problem … agile
  15. 15. INNOVATION & IT Agile is made for engineers and has been the way to create great products - Amazon, Google, Netflix, Facebook Therefore designers have taken themselves upon the method in order to be in on succesful products - even though it doesn’t fit their processes Modern software development
  16. 16. INNOVATION & IT What I saw was design practice taking big steps backwards—vision, exploration, deconstruction, associative thinking, and interruptions were suppressed in favor of working the way developers work. Two different disciplines Dave Malouf, General Assembly DesignOps handbook, ch. 1
  17. 17. INNOVATION & IT Design today Many organizations expect their designers to wear many hats—project manager, cross-functional partner, creative leader, and logistical coordinator. However, these additional roles reduce the time your designer can devote to your product and users. Meredith Black, Pinterest
  18. 18. INNOVATION & IT Designers taking a lot of overhead Production role instead of strategic Superficial cleanup Servant role to developers Designers in a culture optimised for engineers
  19. 19. INNOVATION & IT Developers and product managers measures success by whether a product ships on time, and not whether the design satisfies user needs. Misalignment on success Project manager: project done on time Developer: all functionality implemented Designer: design satisfies user needs
  20. 20. INNOVATION & IT Enabler for speed When considering what it takes to scale and run a high performance design team that needs to maintain pace in a fast moving company, this approach made a lot of sense. Adrian Cleave, AirBnb
  21. 21. INNOVATION & IT The current solution DUAL TRACK AGILE
  22. 22. INNOVATION & IT TRI-TRACK AGILE Expanding this DesignOps handbook, ch. 1
  23. 23. INNOVATION & IT But production time is still a problem Often design doesn't mesh 1:1 with that proces. Either there working a sprint ahead, in parallel. What will take engineering 1 sprint might take design 3 sprints and what might take designers 1 sprint might take engineering 3 sprints. Josh Ulm, Oracle
  24. 24. INNOVATION & IT Operationalising design DesignOps is everything that supports high quality crafts, methods, and processes … Tools, infrastructure, workflow, people, and governance is operations. Dave Malouf, General Assembly
  25. 25. Page:Pitch Deck | Presentation What is DesignOps?
  26. 26. INNOVATION & IT DesignOps For us, DesignOps enables the product and design teams to learn faster, build better things and focus on their craft Alastair Simpson, Atlassian
  27. 27. INNOVATION & IT DesignOps is … managing DesignOps teams help to forecast work, manage resourcing, drive the day-to-day project flows, oversee budgets, support team health, and basically facilitate anything that allows creative teams to focus on what they do best.
  28. 28. INNOVATION & IT DesignOps is … protecting Building a process that will protect the integrity of the product and design team’s work. The job of the DesignOps team is to protect the time and headspace of everyone working with design, which allows everyone to focus on their respective craft.
  29. 29. INNOVATION & IT Example There are so much political struggle about how much time may go into development and how much goes into operations, so for now there are no budget for developing. But if there is no development there is no design. Anonymus designer
  30. 30. INNOVATION & IT DesignOps is … stakeholder management Scale, pace, and complexity can add up to an environment where creative teams feel like they are always reacting, and never exploring and refining ideas. Therefore DesignOps: • Managing requests • Prepares the team for upcoming projects • Gets the team early involved on to help define the problem • Sets stakeholders expectations • Manages stakeholder feedback
  31. 31. INNOVATION & IT DesignOps is … operations Business operations • Budgetary and political capital to facilitate design Workflow operations • Design standardisation and optimisation • Product lifecycle management People operations • Hiring, support, rituals, and defined expectations
  32. 32. INNOVATION & IT DesignOps focus area DesignOps handbook, ch. 1
  33. 33. INNOVATION & IT DesignOps vs DevOps It’s worth noting that while Design Ops and DevOps are the result of similar drivers, the practices are considerably different. DevOps obviously has a much stronger bias towards tools and server-based solutions, while Design Ops tends to focus more on the process and operations side of the equation.
  34. 34. INNOVATION & IT Focus areas at Airbnb’s DesignOps Production design The overarching mission is to create the best user experience possible Language Design systems Embedding quality assuancere Operational strategy Measure impact Team coordinators Design Program Management LocalizationsDesign tools Sketch Abstract etc.
  35. 35. INNOVATION & IT DesignOps is … building a design culture How we manage our particular operations is our culture. The drive of an organisation should be based on: • values • principles • mission
  36. 36. INNOVATION & IT DesignOps handbook, ch. 1
  37. 37. INNOVATION & IT DesignOps This is why we’ve created DesignOps, to ease collaboration and amplify effectiveness, not only across product disciplines, but also between the increasingly complex world of Product Design. Adrian Cleave, AirBnb
  38. 38. Page:Pitch Deck | Presentation DesignOps Models
  39. 39. INNOVATION & IT DesignOps models DesignOps can have many types of responsibilities, so implementation depends on what your organisation needs the most. The following presents two models: DesignOps as team support DesignOps as project support DesignOps as own division
  40. 40. INNOVATION & IT Embedded DesignOps Product team Product team Product team Product team Product team Product team Rest of organisation Product management Product management DesignOps DesignOps
  41. 41. INNOVATION & IT DesingOps as team support Focus on organisation and collaboration: Stakeholder management Alignment, responsibilities, and goals Project intake Innovation projects Project support Knowledge management Career development Facilitating critiques Legal Procurement These clear responsibilities also delineate what folks should not work on, like tasks that can best be handled by someone else or that are out of scope.
  42. 42. INNOVATION & IT DesignOps as project support Product team Product team Product team Product team Product team Product team Rest of organisation Product management Product management DesignOps
  43. 43. INNOVATION & IT DesignOps as project support Focus on improving and empowering design: Tools Design language Principles Method catalogue Critiques Innovation projects Knowledge management Career development Facilitating critiques Recruiting These areas include design tooling and systems, communications, recruiting, team development, and budgeting. The DesignOps team can standardize the tooling and systems used to scope, resource, track, and archive projects. While some of these systems can drive high-level strategy, others—like file nomenclature and folder structure—can be just as vital to a team’s success and sanity.
  44. 44. INNOVATION & IT Division model Engineering Management Design Test Front-end Back-end UX-research UX-design QA Integration Security GDPR Network DevOps DesignOps Automatisation Vulnerability & exploitation
  45. 45. INNOVATION & IT Challenges When unifying design disciplines into a single organisation, we faced challenges spanning from the tactical to cultural Kate Battles, Fitbit
  46. 46. INNOVATION & IT Remember DesignOps form for many reasons, and grow and morph in many ways to fit the needs of an organization. 
  47. 47. INNOVATION & IT 1. Do you have visibility into what the design team is working on? 2. Are designers reacting to things or acting on new ways of doing things? 3. Are designers designing or are they fulfilling other roles? Reflection questions
  48. 48. INNOVATION & IT DesignOps As design teams and companies invest in DesignOps, they’ll realize better creative results faster, and they’ll see how better work processes can impact the entire culture of collaboration. Collin Whitehead, Dropbox
  49. 49. Page:Pitch Deck | Presentation The DesignOps Role
  50. 50. INNOVATION & IT The essence DesignOps makes teams run more effectively by letting designers focus on design while leaving everything else to the operations team.
  51. 51. INNOVATION & IT DesignOps people are able to build cross-functional relationships while representing design, and someone who understands the design process. These relationships will necessitate understanding the product development process and product engineering principles. The role also calls for excellent project, time, budget, and resource management, and an understanding of different project management ideologies (like waterfall and agile, among others) Finally, this role calls for calm in ambiguous and changing environments. Who they are
  52. 52. INNOVATION & IT What they do • Make sure they have what they need to develop their best work. • Identifying the critical gaps and weaknesses where design could provide the most value • case for change • Design tools • Design systems • Communication protocols • Skills, specialists and recruiting (internal/external) • Team development • Budgeting • Track ressource usage on projects (high-level into strategy) • Nomenclauture and folder structure (low-level practical) • Think strategically with 1:1 meetings - take responsible for some of the 1:1 • Design team meetings • Meetings with other managers and leaders • Good meeting hygienje - only go to meetings that has clear agendas • Facilitating critiques • Makes it easy to get content from communication and translation departments • Onboarding new people • Teammate recognition • Organising special projects (hack weeks) or innovation sprints and other projects where there is no natural owner. • Establing clear roles and responsibilities for designers - when they are assigned to projects - ie. Also what they are not working on • Creative scheudle and milestones for the design team. • Documenting tasks outside projects, delegating according to capacity and follow-up • Handling project intake • Preparing designers for new assignements/projects and push them in to help define the problem • Roadmap • Organising design QA • Develop a long term plan to scale operations in the org • Establishing and fostering strong cross-functional partnerships • Socializing process proposals to other teams and make case for change • Integrate the team processes with those of the greater product development team. Tasks
  53. 53. INNOVATION & IT Initiatives • Ressources • Program management • Onboarding • Education • Budget • Communication • Framework and responsibilities • Tools and processes • Strategy The work of the design operations team has contributed to a team that is central to the development of the Fitbit’s strategy; ranks at the top in company engagement metrics; and is creative, open, and fun. Kate Battles, Fitbit “
  54. 54. INNOVATION & IT Build culture • Define the culture and prioritize it. • Build a design culture: vision, models and tools • Address areas of friction head on to deliver better outcomes sooner!
  55. 55. INNOVATION & IT Facilitate conversations at the design leadership level to ensure success is being defined based on the company’s goals. Communicate the defintion to team and between team, managers and leadership (and engineers), and then set expectations. Define success "Goals that are shared and agreed upon are goals that can be met.” Kate Battles, FitBit
  56. 56. INNOVATION & IT Are there regular design critiques or feedback sessions? Symptom In my experience every year some designer is bringing design critiques back in to the organisations, but they always seem to fade out, probably because people aren’t doing that much design. Example
  57. 57. INNOVATION & IT Week 1 Build relationships within and beyond the design team. Identify what designers have and what they need. Month 1 Finding solutions to what they need and building infrastructure for designers. Set up tracking for performance. Plan for integrating Year 1 Performance report and communicating the goals achieved for the organisation to see the value.
  58. 58. INNOVATION & IT Pay-off Teams will be better organized, leadership will gain a better understanding of what makes their teams tick, and cross-functional teams will have more visibility into—and a better understanding of— the design process. This creates better organizational awareness of design, and mitigates misconceptions that “designers design in a black hole” or that design projects take too long. Meredith Black, Pinterest
  59. 59. INNOVATION & IT 1. How many designers are there today in the org? 2. And how many are doing design? 3. How much does design matter to the org? Reflection questions
  60. 60. Page:Pitch Deck | Presentation Design research is special
  61. 61. INNOVATION & IT Organizing research activities to discover insights—and then making those insights actionable—requires attention to many operational concerns. This is especially true as you scale your research and your org as a whole. Why design research is special
  62. 62. INNOVATION & IT What is design research • User research • Ethnography • Interviews • Remote and in-person moderated and unmoderated testing • Journaling • Participatory design • User activities (purchases, usage, site, and app analytics) • Market research • Analyst reports • Support and sales logs • Customer interviews
  63. 63. INNOVATION & IT Design research mission 1. Scale design research, especially in areas that are horizontal to all products 2. Operationalize research so designers can more efficiently and effectively do the research they were already doing 3. Evangelize and coach research, analysis, and synthesis methods to make results more accurate and actionable 4. “non-user” related research: quantitative studies, analytics, market research, and analyst reports
  64. 64. INNOVATION & IT • Usability lab - Different devices - booking - user experience of the lab • Gear for doing field research. Microphones, video cameras etc. • Digital tools for testing. That fit designers tools • Digital tools for categorizing and finding insights. Engagement information, who (demographics), what (system, prototype, process-step), where (physically, business area) person engaged with • Recruiting users and customer panel • Disclaimers and non-discloure agreements - legal stuff • Easy to test and access solutions (dev/design-dep). Aligment about when as well • Budget, tools, licenses. Rules for gifts and incentives • Transparent prioritization process based on business reasoning Infrastructure
  65. 65. INNOVATION & IT Insights platform Most importantly a tool for tracking, collecting, curating and consolidating. Prevents you from repeating the same queries and answering the same question. When you store data, and make it easy to access (with help from solid metadata), you make it easy to find and reuse existing information across the organisation. Fx products such as:
  66. 66. INNOVATION & IT Operationalising research If you’re thinking of operationalizing research, think about the processes that lend themselves to documentation, decision paths, and archiving. Dave Malouf, IXDA, DesignOps Summit
  67. 67. INNOVATION & IT One space unique to research is the usability lab. A lab calls for equipment that needs to be selected (measuring, recording, and communication devices), a space architected into a proper test environment (proper lighting and sound set-up), and ongoing maintenance to keep everything humming. Eventually this might call for a lab manager who keeps the space in tip- top shape and administers all the equipment. A lab also serves as a storeroom for equipment like cameras and microphones that are used both in the lab and in the field. Along those lines, you might require a mobile device lab stocked with different devices and configurations of software and hardware. This is especially true if you maintain legacy platforms. Lab time is coveted by researchers, so you’ll need a system for managing access. While first come, first served on a shared calendar can work, you’ll likely need to implement some evaluation criteria based on project priorities. When you bring folks into a lab, you need everything to run smoothly. Your lab manager or tech support might need to be on standby in case of any unanticipated glitches. And don’t forget to be hospitable—where will visitors wait for their interviews or tests? Will you provide drinks, snacks, or lunch? The user experience extends to the lab. Example Usabilty lab The DesignOps Handbook
  68. 68. INNOVATION & IT Reflection questions • Is research a practice unto itself, or is it practiced by people tied to other functional roles (like design, product management, or development)? • Who leads which types of research activities? • Do researchers plan and execute all the research for the benefit of others? • Do designers and product managers lead their own research initiatives? • Who do researchers report to? • What other types of research does the organization conduct—market research, data science, and analytics? • If market researchers or data scientists are conducting research, who do they report to? • Does research function as a service agency to the entire org, or are individual researchers assigned to specific teams?
  69. 69. INNOVATION & IT The final destination The goal is to reach a stage where the process and tools fade into the background, and we live in a world where information is easy to find, people are easy to locate, prototypes are quick to create and work is easy to share — and we look back and wonder how we ever did it before.
  70. 70. INNOVATION & IT Win-win DesignOps doesn’t just help the design team—it benefits all parts of the product organization. Meredith Black, Pinterest
  71. 71. INNOVATION & IT Kilder Andre: Blogpost by Chris Ward Airbnb DesignOps Design in Tech Report 2017 by John Maeda Primær kilde: Design Better - DesignOps Handbook