UXPABOS2013_FABRIZI

1. The Shoemaker’s Son Needs New Shoes Jen Fabrizi Boston UXPA Conference May 29, 2013 1

2. Or…The Mandolinist needs new strings? applying design thinking to practice development Jen Fabrizi Boston UXPA Conference May 29, 2013 2

3. applying design thinking to practice development Jen Fabrizi Boston UXPA Conference May 29, 2013 Or…The Mandolinist needs new strings? 3

4. We will: • speak a common language • share a common view of what our work is and what it’s for • learn from each other • innovate based on multi-disciplinary collaboration • value diversity of thought as the most valued form of diversity A team of master practitioners, both in their own practices and in playing together!! Work will be less about fitting with the latest process; it will be more about collectively solving problems. Sarah Bloomer & Jen Fabrizi Changing the UX Mindset 4 What’s up with the music?

5. family learning personas scenarios practice qualitative usability team human factors richpictures universal principles design-thinking diversity of thought storyboards multidisciplinary persuasion ethics plain language taxonomy metadata music art collaboration work knowledge quantitative findability methods tools sketching collective intelligence process behavior culture 5Senior Experience Design Architect Knowledge & Innovation Team MassMutual Financial Group jennifer.fabrizi@gmail.com www.linkedin.com/in/jenniferfabrizi www.twitter.com/jenniferfabrizi profiles love story-telling empathy innovation possibilities human-centered research change exploration ambiguity 5

6. INTRODUCING CMM/CMMI the beginning of the story 6

7. http://www.tarrani.net/tzmodel/EvolutionOfProcessMaturity.jpg Capability Maturity Model (CMM) • Software Engineering Institute (SEI) at Carnegie Mellon University 1986 • CMM = a process maturity framework • describes effective software process: • process assessment & improvement • capability evaluation CMMI was initiated in April of 1998 as a unified (or integrated) CMM for software AND system engineering. Good concept for other contexts, too 7

8. 8 What does “maturity in UX” look like at a corporate level? Buttiglieri, 2012 http://www.slideshare.net/UPABoston/ux-maturity- modelbuttiglieri

9. http://johnnyholland.org/2010/04/planning-your-ux-strategy/ What does “maturity in UX” look like at a corporate level? 9

10. feasibility planning business requirements solutions architecture technical design development testing stakeholder research user research; personas scenarios & concept designs ux architecture ui design layout & specifications ui implementation typical waterfall ux integration with waterfall implementation validation validation verification verification verification unit test systems test integration testing validation validation validation formative formative summative systems test integration tes What does this mean to a UX Manager / Lead? This looks theoretical. What does it look like, practically? 10

11. Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gating Model •Scope Statement (I) •Business Case (I) •ROM (I) Our Deliverables •User Research Plan •Scope Statement (I) •Business Case (I, E) •CBA (E) •Origination Estimate (I) •Risk Plan (E) •Key Roles •Architectural Conceptual Solution Diagram (E) Our Deliverables •Existing knowledge documentation •Scope Statement (I) •Business Case (I) •CBA (E) •Architecture Blueprint Sign- off (E) •Baseline Estimate (I) •Resource Plan •Benefit Realization / Measurement Plan •Project Charter Sign-off (E) •Milestone Roadmap •Risk Plan Our Deliverables •User Research Summary •Usability Study Plan •High level wireframes •Test Strategy (E) •Version Readiness Plan •Operational Readiness Plan •Version Readiness Sign-off Plan (E) •SOX Testing Sign-off (E) Our Deliverables •Detailed Wireframes •Usability Study Report(s) •Benefits Realization Results (I, E) Origination Planning Execution Implementation provided by AJ Siegel, Director PI Usability Research at Travelers www.linkedin.com/in/ajsiegel 11

12. So far, we’ve talked about PROCESS. Is this enough? 12

13. DOCUMENTED WORK PROCESSES VS. LIVED-WORK PRACTICES ask how does work really happen? 13

14. consider developing the practice of user experience Individuals practicing their craft to achieve higher levels of mastery... I have to practice! I have to practice! I have to practice! I have to practice! I have to practice!

15. understand the work of UX practitioners as we would for any other use personas to model attitudes, behaviors, motivations, etc, of the UX practitioners your organization needs Fabrizi, 2013 15

16. represent practitioners’ pain points, motivation and the like in scenarios use scenarios & storyboards to reflect what you’ve learned about practitioners’ pain points, key tasks, barriers to successful interactions with other roles, etc. also work in cultural elements, for example: deadline pressure from external management not aligned to agile framework Fabrizi, 2013 16

17. use storyboards to convey (& validate) the scenarios Fabrizi, 2013 1. 2. 3. 4. 5. 6. 7. 17

18. adapted from Laurel, B. (Ed.). (2003). Design Research: Methods and Perspectives (First Edition.). The MIT Press. a sample of knowledge flows map knowledge flows for stakeholders at the methodology level 18

19. decompose & analyze sub-capabilities VISUAL DESIGN INTERACTION DESIGN INFORMATION ARCHITECTURE USER / USABILITY RESEARCH Values (what design is about as a value system) aesthetics affect culture emotion interactivity experience transparency behavior findability information user-centered taxonomy experience human system requirements and limitations, user motivations Methods (what design is as activity) creating image and form designing for usability, user experience, and process efficiency designing for information hierarchy, and findability field research methods, usability improvements/recommendations Deliverables (what designs are as artifacts/representations) sketches, look and feel, visual artifacts, appearance prototypes wireframes and application structure, story boards, prototypes site maps and structure, wireframes, taxonomy and nomenclature personas, scenarios, usability scripts, ethnographies of the workplace, user motivations Mind sets (what they think about) appearance, emotion interactivity, user intent findability, content presentation usability, value Knowledge set (what they know about) visual form cognition, behavior information hierarchy foundational human factors (psychology and sociology) Skill sets (the skills they possess) drawing, sketching, brainstorming, illustrating processes: contextual design, interaction design, formative evaluations, iterative design, participatory design classifications and affinity diagramming, site mapping, wireframing, card sorting Formative and summative usability studies, large scale measurements, field methods, ethnographic research Tool sets (the tools they use) image and illustration tools, photography, video, cultural artifacts rapid field work, low- and high- fidelity wireframes and prototypes card sorting tools, low-fidelity wireframes usability lab, specialized recording software, note taking tools Value to the organization persuasive technology, visual expression of brand values support of lived work (as in CSCW), adoption, satisfaction effective delivery of content, satisfaction usable solutions, customer- experience based differentiation (P.S. These sub-capabilities are needed regardless of the process used.) Adapted from Blevis, E., & Stolterman, E. (2009) 19

20. Business Analyst Test Mgr / Engineer Architect Designer/ Developer Project Manager Common Goal but still focused on individual practice learning to collaborate by following a process Ideas Plan Req Arch & Des Dev Test A team practicing and developing through on-the-job experience and exposure. User Exp Designer Fabrizi, 2013

21. Product Owner Business Analyst Testers Architect / Tech Designer DevelopersScrum Master UX Architect Enterprise Architect Business Analyst Scrum Team pigs Product Owner + “Cabinet” of Advisors chickens How best to facilitate this team to co- design? I understand how the features fit together Here’s the structure of the design. Here’s what we know about users. UI Designer Now I see how the business vision is going to work! rich picture Monk & Howard (1998) wrote about the rich picture: a tool for reasoning about the work context. Use this to model complex work relationships & collaboration touch- points. This is a sample of a UX practitioner in the context of an agile project. Fabrizi, 2013 21

22. Competitors Product Owner Business Analyst Testers Architect / Tech Designer Developers UX Architect Enterprise Architect Business Analyst Senior Leadership Teams Customers Which company do I trust? What are people like me doing and saying? What do customers want? What are our competitors doing? Will it be on time and on $$?? Gotta block for my team!! Do they get what I want? Let’s visualize it together! What do I want? They want what, when? Scrum Master External Pressures In-Group Pressures Internal Pressures Scrum Team The Enterprise PO Cabinet LEGEND Mental Models Ideas 22 rich picture can tell the big-picture story, too Fabrizi, 2013

23. Operations Engagement Mgmt Demand MgmtVendor Mgmt Project-level governance Lab Mgmt & Recruiting Staffing Model Communications And Reporting Enterprise UX Knowledge Mgmt Business Model project chargeback? Center of Excellence? organizational affiliation Funding $$$$ operations: how we logistically fit Fabrizi, 2013 23

24. taxonomy frameworks: connections among multiple practices project management business analysis user experience test engineering enables knowledge sharing, collaboration, social aspects of work, etc. 24

25. the user experience practice: a unified story operations, sponsorship, funding & infrastructure sub- capabilities processes, methodologies user experience capability meta-model taxonomies / ontology knowledge in-flows & out-flows practitioner DNA Fabrizi, 2013 25

26. What is the primary goal of process optimization? error elimination 26

27. Why do many large companies buy their innovation? Because their dominant culture of 99% defect-free operational excellence squashes any attempts at innovation just like a Sumo wrestler sitting on a small gymnast. They cannot accept failures. The reality is that failures are a necessary part of innovation. http://www.forbes.com/sites/darden/2012/06/20/creating-an-innovation-culture-accepting-failure-is-necessary/ “ “ 27

28. CULTURE design thinking applied to culture change 28

29. the Communities of Practice concept 29

30. The User-Centered Design Process Menu 1 Menu 2 Our Company Work > Professional Practices > User Experience Community of Practice Photos from ABC Co’s World Usability Day 2012: The Face of Finance read more Welcome to the User Experience Community Please join in the discussions, learn something new, and help us spread the word! Jessie’s UX Employee Blog UX CMM & the SDLC 2 comments A review of assessment methods 12 comments Review of the latest UX books 0 comments Identify need for user- centered design System satisfies User Requirements Specify context for use Specify User Requirements Create design solutions Evaluate Designs User Experience Team ABC Co. Intranet Testimonials “The UX Research & Design team is an invaluable partner in helping projects succeed. We can now measure user adoption and satisfaction.” expand V UX Design Methods + Research & Ideation - Interaction Design & Information Architecture + Tools + Templates + Samples + Usability Testing + Visual Design Wikki Glossary of Terms 2012 Showcase Project Guidelines for UX Agile UX Discussion Boards

31. ABC Co. Intranet Menu 1 Menu 2 Our Company Work > Professional Practices > User Experience Community of Practice > UX Team Retail User Experience Team Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. • Ut enim ad minim veniam, • quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat • Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. Team Roster Jessica Beecher, Director Ninetta Cardarelli, Senior UX Consultant Emily Axelrod, UX Consultant Peter Barnes, Senior Usability Analyst Maddie Jones, Junior Analyst expand V Usability Lab Calendar News from the Field << < 2012 > >> Product Strategy Department Request Lab Services UXPA RSS Feed Drumroll, please… We’re really excited to begin sharing details about the first of UXPA’s two 2013 conference events! Washington, DC will be the location for the … expand V Team Documents - Project Documents - ABC Redesign 2012 Project Usability Findings Personas Scenarios Storyboards Wireframes + Annual Benefits + Sales Illustration + Showcase Project - Operations + Templates for Deliverables + Groundwork Templates + Incoming Project Requests + Status Reports Wikki Glossary of Terms Guidelines for UX Agile

32. future of enterprise User Experience? INNOVATION inside- out culture change collective intelligence capability design practice design user-experience research market research collective intelligence global forces DESIGN THINKING VALUE ECOSYSTEM organization users/customers outside- in internal (organizational) external 32

33. Ambidextrous organizations have built-in capabilities for efficiency, consistency and reliability on the one hand, and experimentation, improvisation and luck on the other. Tushman, Michael L. & O`Reilly Charles A. 2004 33

34. design leadership Ling,, 2011 Gladwell,, 2000 34

35. We will: • speak a common language • share a common view of what our work is and what it’s for • learn from each other • innovate based on multi-disciplinary collaboration • value diversity of thought as the most valued form of diversity A team of master practitioners, both in their own practices and in playing together!! Work will be less about fitting with the latest process; it will be more about collectively solving problems. Sarah Bloomer & Jen Fabrizi Changing the UX Mindset 35 high performing teams

36. WRAP UP MANY THANKS TO 3RD STRING TRIO thank you Aldo Fabrizi on mandolins Peter Barnes on guitars Karen Axelrod on accordion https://www.facebook.com/3rdStringTrio 3rd String Trio old-world café music from France, Italy, Spain, England, Scotland, Ireland, Germany, South America

37. References & Resources About CMM / CMMI CMMI Institute, Carnegie Mellon | www.cmmiinstitue.com downloadble resources including CMMI models Software Engineering Institute | Carnegie Mellon http://www.sei.cmu.edu/cmmi/?location=secondary-nav&source=652373 Background on the CMM http://en.wikipedia.org/wiki/Capability_Maturity_Model Dymond, K. M. (1995). A Guide to the Cmm: Understanding the Capability Maturity Model for Software. Process Inc U.S. http://www.amazon.com/exec/obidos/ASIN/0964600803/ref=nosim/lindazaratesc-20/ User Experience Capability Maturity Models (UX CMMs) Rich Buttiglieri’s presentation to UXPA Boston on UX Maturity Models http://www.slideshare.net/UPABoston/ux-maturity-modelbuttiglieri Rich references other exemplars of UXMMs. A nice example from Johnny Holland with 6 levels of maturity: http://johnnyholland.org/2010/04/planning-your-ux-strategy A cute version: http://www.tarrani.net/tzmodel/EvolutionOfProcessMaturity.jpg Process Models for Agile http://www.agile-training-courses.com/scrum.html http://agileproductdesign.com/useful_papers/miller_customer_input_in_agile_projects.pdf 37

38. References & Resources, continued UX DISCIPLINES Blevis, E., & Stolterman, E. (2009). FEATURE: Transcending disciplinary boundaries in interaction design. interactions, 16(5), 48–51. doi:10.1145/1572626.1572636 In their article the authors discuss the nature of multidisciplinary, interdisciplinary, and “transdisciplinary” work in the user experience domains. I have adapted and expanded their model to apply to a Capability Model framework. A framework should lead toward multidisciplinary work but degrees of mastery in each capability need to be achieved first. Also, as a framework, the attributes are not to be considered absolute or definitive; put another way, there is considerable overlap (“transdisciplinary” thinking). Also read: http://www.uxmatters.com/mt/archives/2007/11/the-five-competencies-of-user-experience-design.php Ling, B. (n.d.). Design Management vs. Design Thinking. Design Sojourn. Retrieved May 26, 2013, from http://www.designsojourn.com/design-management-vs-design-thinking/ FROM KNOWLEDGE & CHANGE MANAGEMENT Craig, W., Fisher, M., Garcia-Miller, S., Kaylor, C., Porter, J., & Reed, L. (2009). Generalized Criteria and Evaluation Method for Center of Excellence: A Preliminary Report. Software Engineering Institute. Retrieved from http://repository.cmu.edu/sei/278 And read more about Communities of Practice: http://www.infed.org/biblio/communities_of_practice.htm Iqbal, M. (n.d.). Customer Experience and Organisational Change: Reflections on the Limits and Folly of Outside-In. CUSTOMER + LEADERSHIP BLOG. Retrieved May 26, 2013, from http://thecustomerblog.co.uk/2013/04/16/customer-experience-and- organisational-change-reflections-on-the-limits-and-folly-of-outside-in/ MODELING COMPLEX WORK RELATIONSHIPS Monk, A., & Howard, S. (1998). Methods & tools: the rich picture: a tool for reasoning about work context. interactions, 5(2), 21–30. doi:10.1145/274430.274434 POWER OF NETWORKS http://www.thersa.org/events/rsaanimate/animate/rsa-animate-the-power-of-networks 38

39. for inspiration http://www.theworlds50best.com/demo-video- of-la-bullipedia-by-ferran-adria/12686/ http://ecorner.stanford.edu/authorM aterialInfo.html?mid=2428 39

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