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Agile UX Practitioners Survey

  1. 1. Winter School 2014 John Knight Aalto University of Arts, Design and Architecture © John Knight, 2014 Agile as a Theory of Design – UX Practitioners’ Survey
  2. 2. Efficiency Respondents noted better visibility of deliverable – reducing uncertainty Perceived reduction in reworking and increase in reuse of resources Feedback supporting better scope management and clarity of requirements Belief that Agile improved quality assurance A comparison of methods (Case Study) suggested that Agile provides a collaborative framework that has the potential to aid reflexivity and accelerate a design focus: Categories from the study included: Case study – Agile vs. Waterfall comparison Satisfaction Perceived reduction in effort in general and better and clearer focus Belief of more even distribution of work with greater involvement across disciplines Feedback on more clearly defined roles and responsibilities and reduced conflict Quality The sense that there was more effective and informed decision-making Increased involvement in process improvements Perceived reduction in ‘production’ effort and greater ‘thinking’ time Collaboration Feedback that knowledge sharing throughout the lifecycle improved Reported clearer sense of direction and cohesiveness – common goal The sense that engagement had increased within the wider project team
  3. 3. Emergent – There is a dialogic relationship between outcome and activity – wicked problem Provisional – Artefacts manifest partial solutions at any point in time Contractual – Deliverables embody contractual agreements Mutable – Outcomes are amenable to ongoing change The implications of the Case Study included the potential for Agile to be an implicit theory of the activity of design and its outcomes as defined below – these needed to be tested: Implications from the case study Co-creative – A distributed activity involving clients and practitioners Reflexive – An iterative social process of doing and reflecting Inclusive – Accommodates a wide set of stakeholders Recursive – A continuous process of improvement Agile Design Theory Agile Artefact Theory ‘Traditional’ Design Theory ‘Traditional’ Artefact Theory Individualistic Internally Reflexive Exclusive to ‘Designers’ Focused on early ‘conceptual’ design Emergent Provisional ‘Designerly ‘rather than pragmatic Products tend to be ‘fixed’ after ‘design’
  4. 4. Enhancements to the Case Study required surveying greater numbers of practitioners and widening the scope of enquiry to investigate the following topics: Improvements to the case study Does Agile foster collaboration? Does Agile foster efficiency? Does Agile foster knowledge sharing? Does Agile help decision-making? Does Agile improve quality? Does Agile foster creativity? Does Agile foster client relationships? Does Agile foster reflexivity?
  5. 5. 105Respondents An online survey was run over two months with a good response rate from relevant respondents (UX) generating a good amount of qualitative and quantitative data Follow-on Online Survey of UX Practitioners Range of Qualitative and Quantitative Data The client often learns a lot (maybe more than they need?!) and team members learn more about PM. Everyone else learns a little about everything. Good Response Rate and Profile Match
  6. 6. Agile fosters collaboration between different teams Survey Results - Collaboration 67%
  7. 7. Agile hinders efficiency Survey Results - Efficiency 74%
  8. 8. Agile fosters sharing knowledge and skills Survey Results - Knowledge Sharing 78%
  9. 9. Agile hinders effective decision-making Survey Results - Decision-making 64%
  10. 10. Agile hinders the quality of deliverables Survey Results- Quality 59%
  11. 11. Agile fosters creativity Survey Results – Creativity 55%
  12. 12. Agile hinders cooperation between clients and teams Survey Results – Client Engagement 60%
  13. 13. Agile fosters knowledge development Survey Results - Reflexivity 66%
  14. 14. Contact Kiitos @worldofknight Pinterest/worldofknight