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Curso de I+D II
Dr. Juan Manuel González Calleros
Benemérita Universidad Autónoma de Puebla
Email: juan.gonzalez@cs.buap.m...
Agenda
1. Bienvenida
2. Lineamientos generales – calendario
3. Generales del Curso
Bienvenida
• Profesor
• Dr. Juan Manuel González Calleros
• Idioma: Inglés Opcional
• Atributo: Proyecto ciudadano
• Mi-Vi...
Estas son algunas fechas importantes que deben apuntarse en la
agenda son:
Fechas importantes
FECHA ACTIVIDAD DETALLES
8 e...
Días de descanso:
Fechas importantes
FECHA
6 de Febrero
10 y 20 Marzo
10 al 14 abril
1 y 5, 10 Mayo
11 Mayo entrega de cal...
Porcentaje Eevaluación
CALIFICACIONES PARCIALES (2
avances):
40 % Examen final
60% Avances Semanales
100 % Total
CALIFICAC...
Bibliografía
LIBROS DE TEXTO:
* Shore, J. & Warden, S. (2011). The art of Agile
Development. O´Reilly.
* Meyer, B. (2014)....
Curso en Moodle
• Proyectos I+D II-Gonzalez Calleros
• Clave : i+d2-JMGC
Proyectos
• Vamos a ver que proyectos traemos
• ,d,d,
Tarea – Viernes 6 de enero
• Resumen ejecutivo de su proyecto
• Objetivo general
• Objetivos específicos
• Administración ...
Taller Scrum
• http://www.slideshare.net/jumagoca78/scr
umguerrerogonzalez
OBSERVE
Participatory Observation
1-13Fuente:Scott Klemmer
www.hci-class.org
Participatory Observation
• You Can Lern a Lot Just by Watching
– Yogi Berra
Fuente:Scott Klemmer
www.hci-class.org
WALLMART
Ignore the customer experience, lose a billion dollars
Source:
http://www.goodexperience.com/blog/2011
/04/ignore...
Ignore the customer experience
• 2009
– Walmart aisles are crammed, packed, an infinite
jumble of product.
www.themegaller...
Ignore the customer experience
• Solution: aisles cleaner, better designed, less
cluttered.
• Cost: Hundreds of Millions o...
Observation Keys
• What people do Today?
– It is our starting point
• Which values and goals?
– Align ourselves to the val...
Observation Keys
• Identify what they use now
• Remenber that what we do is never the same
of what we say we do
Fuente:Sco...
Homework for your Project
• Do Participatory Observation
INTERVIEWS
Choosing Participants
• Representative of target users
• May be current users of a similar system
• Might also be the non-...
Say you were designing…
• A lecture support system
• Who would you interview?
Recruiting Participants
• Get a diverse set of stakeholders
• Use incentives and motivation
• Approximate better than noth...
APPROXIMATE IF NECESSARY
(MAY NOT BE IDEAL, BUT BETTER THAN NOTHING)
• The Importance of Being Curious
www.themegallery.com Company Logo
WHAT ARE GOOD QUESTIONS?
• “Is the daily update an important feature to
you?”
www.themegallery.com Company Logo
• “Would you like stores with less clutter?”
• What would you like in a tool?
Other Types of Questions to Avoid
• What they would do / like / want in
hypothetical scenarios
• How often they do things
...
• “Tell me a story about yourself”
GOOD QUESTIONS
Conducting An Interview
• Introduce yourself, explain your purpose
• The interview is about them, not you!
• Begin with op...
(A LITTLE BIT OF)
SILENCE IS GOLDEN
Follow up
• Adjust your questions to their previous
answers
• Ask questions in language they use /
understand
• Pick up on...
SCHEDULED INTERVIEWS
FACILITATE DEPTH
WHERE TO INTERVIEW?
SHOULD YOU RECORD AUDIO OR
VIDEO?
Audio/Video: Drawbacks
• Time-consuming to review / edit
• Can change participants’ responses
• Requires permission
Audio/video: Benefits
• A robust record
• Highlights are GREAT for communication
• Helps you focus on interviewing
PHOTOS ARE POWERFUL
REMINDERS
Share with your team
• Stories
• Photos
• Sketches
• Quotes
Save Records - It’ll help later
• Keep photos, notes, and artifacts
• Helps tie all design to use, rather than
debating th...
LONGITUDINAL OR
SPORADIC BEHAVIOR?
Diary Studies
• Give people a diary that they complete at a specified
time or interval
• Structured task
• Can use journal...
KEEPING USERS IN MIND
People see themselves different
What´s next?
• Get the feedback from your clients about your
idea.
• If not yet done, observe and interview your
clients.
...
Personas
Define Personas
• Descriptions of a group of typical users.
– (Instances of actors)
• Instead of talking about th...
Where Does Personas Fit in?
Define Personas
On-site
Customer
Actor
Persona
Source: Microsoft Solution Framework for
Agile ...
What is in a Personas?
Define Personas
• A persona describes the typical skills, abilities,
needs, desires, working habits...
Personas Resources
Define Personas
Source
Factoids from field research
Source
Cluster Data
Source
Skeleton from Cluster Data
Source
How many users?
• Got a Lot of Possible Users? Plot Them by Critical Dimensions
– You’ll need at least one persona whereve...
Favored and Disfavored Personas
Define Personas
• Favored personas are users who will use the
system “appropriately” or wa...
Example: David
Define Personas
• Role: Online Shopper
• Motivation: Get it Quick
• Usage: David hates to shop but wants hi...
Example: Judith
Define Personas
• Role: Online Shopper
• Motivation: Get it Cheap
• Usage: Judith shops for the best barga...
PERSONA TEMPLATE
Source
PERSONA TEMPLATE
• Identifying details
– Name, title, or short description
– Age, gender
– Identifying tag line
– Quote (h...
PERSONA TEMPLATE
• Roles and tasks
– Specific company or industry
– Job title or role
– Typical activities
– Important aty...
PERSONA TEMPLATE
• Goals
– Short-term, long-term
– Motivations
– Work-related goals
– Product-related goals
– General (lif...
PERSONA TEMPLATE
• Segment
– Market size and influence
– International considerations
– Accessibility considerations ❍
– G...
PERSONA TEMPLATE
• Skills and knowledge
– General computer and Internet use
– Frequently used products, product knowledge
...
PERSONA TEMPLATE
• Context/environment
– Equipment (Internet connection, browser brand and
version, operating system)
– “ ...
PERSONA TEMPLATE
• Psychographics and personal details
– Personality traits
– Values and attitudes (political opinions, re...
PERSONA TEMPLATE
Source
• Use this template https://xtensio.com/
PERSONA TEMPLATE
Vamos a Crear el Product Vision Board
Todos deben
entender los
valores
Todos deben
entender las
necesidades
Vamos a Crear el Product Vision Board
Toda línea de
código que
escriban debe
aportar valor .
Vamos a Crear el Product Vision Board
• La única forma de lograr diseños y
desarrollos sorprendentes  Innovación
Vamos a Crear el Product Vision Board
Escribamos
Historias de
Usuario
Historia de Usuario
<Como> GRUPO
OBJETIVO <con>
NECESIDADES
<ofrecemos> UN
PRODUCTO <que crea
el> VALOR
Historia de Usuario
<Como> PROFESOR FCC <con>
NECESIDAD DE FORMAR
ESTUDIANTES en I+D <ofrezco>
UN CURSO GENERAL de I+D <qu...
Definición de terminada
• Una vez que definimos que una historia esta
lista, es decir, la respuesta a la pregunta
¿Cumple ...
INVEST
• Independent. The story must be actionable
and “completable” on its own. It shouldn´t be
inherently dependent on a...
INVEST
• Independent. The story must be actionable
and “completable” on its own. It shouldn´t be
inherently dependent on a...
INVEST
• Independent. The story must be actionable
and “completable” on its own. It shouldn´t be
inherently dependent on a...
INVEST
• Independent. The story must be actionable
and “completable” on its own. It shouldn´t be
inherently dependent on a...
INVEST
• Independent. The story must be actionable and
“completable” on its own. It shouldn´t be inherently
dependent on a...
INVEST
• Independent. The story must be actionable and “completable”
on its own. It shouldn´t be inherently dependent on a...
•
Trabajar en su Vision Board
• Hacer las historias de usuario de su proyecto
– Definir cuando esta lista y terminada
• INVE...
Trabajar en su Vision Board
• Hacer las historias de usuario de su proyecto
– Definir cuando esta lista y terminada
• INVE...
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
Proyectos Investigación y Desarrollo
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Proyectos Investigación y Desarrollo

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Proyectos Investigación y Desarrollo

  1. 1. Curso de I+D II Dr. Juan Manuel González Calleros Benemérita Universidad Autónoma de Puebla Email: juan.gonzalez@cs.buap.mx Twitter: @Juan__Gonzalez Facebook: Juan Glez Calleros Reuniones pedir cita
  2. 2. Agenda 1. Bienvenida 2. Lineamientos generales – calendario 3. Generales del Curso
  3. 3. Bienvenida • Profesor • Dr. Juan Manuel González Calleros • Idioma: Inglés Opcional • Atributo: Proyecto ciudadano • Mi-Vi 13 a 15 hrs y Lu 13 a 14 hrs • Asistencia a clase en función de los avances semanales
  4. 4. Estas son algunas fechas importantes que deben apuntarse en la agenda son: Fechas importantes FECHA ACTIVIDAD DETALLES 8 enero al 13 de Febrero Primer Entregable Funcional (8 Historias de Usuario). Validación de usuarios Toda entrega debe ir Acompañada de los manuales correspondientes: 1. Usuario (25%) 2. Técnico (25%) 3. Pruebas (25%) 4. Reporte de Invención (25%) 15 al 22 Marzo Segundo Entregable Funcional (16 Historias de Usuario). Validación de usuarios 24 al 28 abril Entrega Final Funcional (24 Historias de Usuario). Validación de usuarios. Reporte de Invención
  5. 5. Días de descanso: Fechas importantes FECHA 6 de Febrero 10 y 20 Marzo 10 al 14 abril 1 y 5, 10 Mayo 11 Mayo entrega de calificaciones
  6. 6. Porcentaje Eevaluación CALIFICACIONES PARCIALES (2 avances): 40 % Examen final 60% Avances Semanales 100 % Total CALIFICACIÓN FINAL: 50 % Promedio de parciales 50 % Entrega Final _____________________________________ 100 % Total
  7. 7. Bibliografía LIBROS DE TEXTO: * Shore, J. & Warden, S. (2011). The art of Agile Development. O´Reilly. * Meyer, B. (2014). Agile!: The Good, the Hype and the Ugly. Springer Science & Business Media. * Moreira, M. E. (2013). Being Agile: Your Roadmap to Successful Adoption of Agile. Apress. * Moran A. (2015). Managing Agile Strategy, Implementation, Organisation and People. Springer- Verlag. * Harvard business essentials : managing creativity and innovation., ,Boston, Mass. : Harvard Business School Press, 2003. * Oakey, Ray (2009), New technology-based firms in the new millennium. Vol. 7, Oxford : Pergamon. LIBROS DE CONSULTA: * Webb, Nicholas J., The digital innovation playbook : creating a transformative customer experience, , Hoboken, N.J. : Wiley, , 2011, , [9780470944707 (encuadernado)] * Phil Simon, The Next Wave of Technologies: opportunities on chaos, , Wiley, , 2010. * Cimolini, P., & Cannell, K. (2012). Agile Oracle Application Express. Apress. * Winter, B. (2015). Agile Performance Improvement: The New Synergy of Agile and Human Performance Technology. * Schwaber, K., & Beedle, M. (2002). Agile Software Development with Scrum, Apress.
  8. 8. Curso en Moodle • Proyectos I+D II-Gonzalez Calleros • Clave : i+d2-JMGC
  9. 9. Proyectos • Vamos a ver que proyectos traemos • ,d,d,
  10. 10. Tarea – Viernes 6 de enero • Resumen ejecutivo de su proyecto • Objetivo general • Objetivos específicos • Administración del proyecto • Análisis y Planeación • Estado actual del Desarrollo • Análisis de Mercado
  11. 11. Taller Scrum • http://www.slideshare.net/jumagoca78/scr umguerrerogonzalez
  12. 12. OBSERVE
  13. 13. Participatory Observation 1-13Fuente:Scott Klemmer www.hci-class.org
  14. 14. Participatory Observation • You Can Lern a Lot Just by Watching – Yogi Berra Fuente:Scott Klemmer www.hci-class.org
  15. 15. WALLMART Ignore the customer experience, lose a billion dollars Source: http://www.goodexperience.com/blog/2011 /04/ignore-the-customer-e.php
  16. 16. Ignore the customer experience • 2009 – Walmart aisles are crammed, packed, an infinite jumble of product. www.themegallery.com Company Logo
  17. 17. Ignore the customer experience • Solution: aisles cleaner, better designed, less cluttered. • Cost: Hundreds of Millions of dollars. • Before you make any changes, you want to float the idea by customers. – would you like Walmart aisles to be less cluttered? And they say, "Yes, now that you ask, yes, that would be nice." – Customers like the idea.
  18. 18. Observation Keys • What people do Today? – It is our starting point • Which values and goals? – Align ourselves to the values and expectations of the people • How are these activities integrated in the ecosystem? – Analysis of processes coincidences and differences – Other types of context • Get close to experienced people – Establish a link with the people to be observed Fuente:Scott Klemmer www.hci-class.org
  19. 19. Observation Keys • Identify what they use now • Remenber that what we do is never the same of what we say we do Fuente:Scott Klemmer www.hci-class.org
  20. 20. Homework for your Project • Do Participatory Observation
  21. 21. INTERVIEWS
  22. 22. Choosing Participants • Representative of target users • May be current users of a similar system • Might also be the non-users Fuente:Scott Klemmer www.hci-class.org
  23. 23. Say you were designing… • A lecture support system • Who would you interview?
  24. 24. Recruiting Participants • Get a diverse set of stakeholders • Use incentives and motivation • Approximate better than nothing
  25. 25. APPROXIMATE IF NECESSARY (MAY NOT BE IDEAL, BUT BETTER THAN NOTHING)
  26. 26. • The Importance of Being Curious www.themegallery.com Company Logo
  27. 27. WHAT ARE GOOD QUESTIONS?
  28. 28. • “Is the daily update an important feature to you?” www.themegallery.com Company Logo
  29. 29. • “Would you like stores with less clutter?”
  30. 30. • What would you like in a tool?
  31. 31. Other Types of Questions to Avoid • What they would do / like / want in hypothetical scenarios • How often they do things • How much they like things on an absolute scale • Avoid binary Questions
  32. 32. • “Tell me a story about yourself”
  33. 33. GOOD QUESTIONS
  34. 34. Conducting An Interview • Introduce yourself, explain your purpose • The interview is about them, not you! • Begin with open, unbiased questions • Ask the question and let them answer
  35. 35. (A LITTLE BIT OF) SILENCE IS GOLDEN
  36. 36. Follow up • Adjust your questions to their previous answers • Ask questions in language they use / understand • Pick up on and ask for examples • Be flexible
  37. 37. SCHEDULED INTERVIEWS FACILITATE DEPTH
  38. 38. WHERE TO INTERVIEW?
  39. 39. SHOULD YOU RECORD AUDIO OR VIDEO?
  40. 40. Audio/Video: Drawbacks • Time-consuming to review / edit • Can change participants’ responses • Requires permission
  41. 41. Audio/video: Benefits • A robust record • Highlights are GREAT for communication • Helps you focus on interviewing
  42. 42. PHOTOS ARE POWERFUL REMINDERS
  43. 43. Share with your team • Stories • Photos • Sketches • Quotes
  44. 44. Save Records - It’ll help later • Keep photos, notes, and artifacts • Helps tie all design to use, rather than debating things on an abstract plane
  45. 45. LONGITUDINAL OR SPORADIC BEHAVIOR?
  46. 46. Diary Studies • Give people a diary that they complete at a specified time or interval • Structured task • Can use journals, cameras, voice, video • Tailor the recording to the context • Can scale better than direct observation • Easier tools -> better results • May require some practice, training, reminding
  47. 47. KEEPING USERS IN MIND
  48. 48. People see themselves different
  49. 49. What´s next? • Get the feedback from your clients about your idea. • If not yet done, observe and interview your clients. • Play with them (Board Games) www.themegallery.com Company Logo
  50. 50. Personas Define Personas • Descriptions of a group of typical users. – (Instances of actors) • Instead of talking about the group of users in an abstract, impersonal way, a persona represents a 'proxy' for the user group, and provides a means to talk and reason about the group through the characteristics of one fictional individual, the persona. Source: Microsoft Solution Framework for Agile Software Development
  51. 51. Where Does Personas Fit in? Define Personas On-site Customer Actor Persona Source: Microsoft Solution Framework for Agile Software Development
  52. 52. What is in a Personas? Define Personas • A persona describes the typical skills, abilities, needs, desires, working habits, tasks and backgrounds of a particular set of users. • A persona is fictional reality, collecting together real data describing the important characteristics of a particular user group in a fictional character. Source: Microsoft Solution Framework for Agile Software Development
  53. 53. Personas Resources Define Personas Source
  54. 54. Factoids from field research Source
  55. 55. Cluster Data Source
  56. 56. Skeleton from Cluster Data Source
  57. 57. How many users? • Got a Lot of Possible Users? Plot Them by Critical Dimensions – You’ll need at least one persona wherever you see a cluster of dots • For example, for an online media player • how much expertise do they have with respect to media? • technical expertise, how facile are they with computers and the Internet? Source
  58. 58. Favored and Disfavored Personas Define Personas • Favored personas are users who will use the system “appropriately” or way that it was intended to be used. • Disfavored personas are folks who will abuse the system. An example of a disfavored persona for an operating system is a hacker or virus writer. Source: Microsoft Solution Framework for Agile Software Development
  59. 59. Example: David Define Personas • Role: Online Shopper • Motivation: Get it Quick • Usage: David hates to shop but wants his equipment immediately. He will place his order on Thursday night for his weekend activity. David doesn’t want to wade through a catalog. Instead, he wants things that he typically orders to show immediately. Source: Microsoft Solution Framework for Agile Software Development
  60. 60. Example: Judith Define Personas • Role: Online Shopper • Motivation: Get it Cheap • Usage: Judith shops for the best bargain. She looks for the best deal on similar items. She will visit half a dozen sites to find the best deal. Source: Microsoft Solution Framework for Agile Software Development
  61. 61. PERSONA TEMPLATE Source
  62. 62. PERSONA TEMPLATE • Identifying details – Name, title, or short description – Age, gender – Identifying tag line – Quote (highlighting something essential to that persona, preferably related to the product) – Photograph or brief physical description
  63. 63. PERSONA TEMPLATE • Roles and tasks – Specific company or industry – Job title or role – Typical activities – Important atypical activities – Challenge areas or breakdowns, pain points – Responsibilities – Interactions with other personas, systems, products
  64. 64. PERSONA TEMPLATE • Goals – Short-term, long-term – Motivations – Work-related goals – Product-related goals – General (life) goals, aspirations – Stated and unstated desires for the product
  65. 65. PERSONA TEMPLATE • Segment – Market size and influence – International considerations – Accessibility considerations ❍ – General and domain-relevant demographics • Income and purchasing power • Region or city, state, country • Education level • Marital status • Cultural information
  66. 66. PERSONA TEMPLATE • Skills and knowledge – General computer and Internet use – Frequently used products, product knowledge – Years of experience – Domain knowledge – Training – Special skills – Competitor awareness
  67. 67. PERSONA TEMPLATE • Context/environment – Equipment (Internet connection, browser brand and version, operating system) – “ A day in the life ”description • Work styles • Timeline of a typical day – Specific usage locations – General work, household, and leisure activities – Relationships to other personas
  68. 68. PERSONA TEMPLATE • Psychographics and personal details – Personality traits – Values and attitudes (political opinions, religion) – Fears and obstacles, pet peeves – Personal artifacts (car, gadgets)
  69. 69. PERSONA TEMPLATE Source
  70. 70. • Use this template https://xtensio.com/ PERSONA TEMPLATE
  71. 71. Vamos a Crear el Product Vision Board Todos deben entender los valores Todos deben entender las necesidades
  72. 72. Vamos a Crear el Product Vision Board Toda línea de código que escriban debe aportar valor .
  73. 73. Vamos a Crear el Product Vision Board • La única forma de lograr diseños y desarrollos sorprendentes  Innovación
  74. 74. Vamos a Crear el Product Vision Board Escribamos Historias de Usuario
  75. 75. Historia de Usuario <Como> GRUPO OBJETIVO <con> NECESIDADES <ofrecemos> UN PRODUCTO <que crea el> VALOR
  76. 76. Historia de Usuario <Como> PROFESOR FCC <con> NECESIDAD DE FORMAR ESTUDIANTES en I+D <ofrezco> UN CURSO GENERAL de I+D <que crea> PERSONAS ENTRENADAS QUE PUEDAN COLABORAR A FUTURO EN PROYECTOS FCC DE FORMA EFECTIVA
  77. 77. Definición de terminada • Una vez que definimos que una historia esta lista, es decir, la respuesta a la pregunta ¿Cumple los criterios INVEST? Es afirmativa • Hay que definir cuando estará terminada – Qué pruebas debe pasar – Qué condiciones debe cumplir
  78. 78. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another
  79. 79. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another. • Negotiable. Until it´s actually being done, it needs to be able to be rewritten. Allowance for change is built in.
  80. 80. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another. • Negotiable. Until it´s actually being done, it needs to be able to be rewritten. Allowance for change is built in. • Valuable. It actually delivers value to a customer or user or stakeholder.
  81. 81. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another. • Negotiable. Until it´s actually being done, it needs to be able to be rewritten. Allowance for change is built in. • Valuable. It actually delivers value to a customer or user or stakeholder. • Estimable. You have to be able to size it. (Delphi Method)
  82. 82. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another. • Negotiable. Until it´s actually being done, it needs to be able to be rewritten. Allowance for change is built in. • Valuable. It actually delivers value to a customer or user or stakeholder. • Estimable. You have to be able to size it. (Delphi Method) • Small. The story needs to be small enough to be able to estimate and plan easily. If it is too big, rewrite it or break it down into smaller stories.
  83. 83. INVEST • Independent. The story must be actionable and “completable” on its own. It shouldn´t be inherently dependent on another. • Negotiable. Until it´s actually being done, it needs to be able to be rewritten. Allowance for change is built in. • Valuable. It actually delivers value to a customer or user or stakeholder. • Estimable. You have to be able to size it. (Delphi Method) • Small. The story needs to be small enough to be able to estimate and plan easily. If it is too big, rewrite it or break it down into smaller stories. • Testable. The story must have a test, it is supposed to pass in order to be complete. Write the test before you do the story.
  84. 84.
  85. 85. Trabajar en su Vision Board • Hacer las historias de usuario de su proyecto – Definir cuando esta lista y terminada • INVEST • READY – Test • Usando la herramienta Trello
  86. 86. Trabajar en su Vision Board • Hacer las historias de usuario de su proyecto – Definir cuando esta lista y terminada • INVEST • READY –Test

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