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LESSONS FROM 
LABYRINTH 
Designing in the World of Enterprise 
Kimberley Peter 
IBM Rational + DevOps 
kpeter@ca.ibm.com 
...
?
Technology 
methodologies 
Team 
member exits 
+ entrances 
Executive 
Project pressures 
scope / 
mission 
2010 2011 2012...
Project 
scope / 
mission 
1 2 
2010 2011 2012 2013 
2014 2015
Backcasting 
Learning sources: Matt Nish-Lapidus and Matthew Milan, Normative
Consensus building
PRESENT TIMELINE FUTURE
PRESENT TIMELINE FUTURE
PRESENT TIMELINE FUTURE 
Dec ‘16
PRESENT TIMELINE FUTURE 
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
Actions 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
Actions 
Indicators 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
Actions 
Indicators 
Risks 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
Actions 
Indicators 
Risks 
Opportunities 
PRESENT TIMELINE FUTURE
Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 
Elements 
Actions 
Indicators 
Risks 
Opportunities 
PRESENT TIMELINE FUTURE 
W...
Technology 
methodologies 
2010 2011 2012 2013 2014 
2015
Microservice Architecture
Engineering Approach — Service Maturity Model
Yeah, but …?
User Story Mapping
Business goals / user info / principles / ideas (at top) 
Activity 
Task 
Sub-task 
Time 
Release 1 
! 
Great sources for ...
IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 
16
IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 
17
IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 
18 
Define Scope Monitor + Manage Commu...
Sketching
+ 
Audio/teleconference 
Screen sharing software 
Social software 
Sketching tools
Team 
member exits 
+ entrances 
2010 2011 2012 2013 2014 
2015
Values + Practice
+ IBM Design Thinking
Continuous feedback
Executive 
pressures 
2010 2011 2012 2013 2014 2015
Takeaways
Hack the tools
Hack the tools 
Engage across disciplines
Hack the tools 
Engage across disciplines 
Use relatable language
Hack the tools 
Engage across disciplines 
Use relatable language 
Push for holistic thinking
Hack the tools 
Engage across disciplines 
Use relatable language 
Push for holistic thinking 
~ 
The medium is the messag...
THANKS! 
Now, go show ‘em how it’s done! 
(after lunch, of course ;) 
Kimberley Peter 
IBM Rational + DevOps 
kpeter@ca.ib...
Lessons from Labyrinth: Designing in the world of enterprise - UX Thursday Toronto - Kimberley Peter
Lessons from Labyrinth: Designing in the world of enterprise - UX Thursday Toronto - Kimberley Peter
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Lessons from Labyrinth: Designing in the world of enterprise - UX Thursday Toronto - Kimberley Peter

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Designing in an enterprise is like a maze. Getting from idea to execution is often a crooked path full of obstacles. But having the right tools can help designers look past the deliverable and focus on the larger context. This presentation covers approaches for how to navigate through complex situations and adapt to change.

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Lessons from Labyrinth: Designing in the world of enterprise - UX Thursday Toronto - Kimberley Peter

  1. 1. LESSONS FROM LABYRINTH Designing in the World of Enterprise Kimberley Peter IBM Rational + DevOps kpeter@ca.ibm.com @kpeter UX Thursday Toronto. Kimberley Peter . IBM ©2014
  2. 2. ?
  3. 3. Technology methodologies Team member exits + entrances Executive Project pressures scope / mission 2010 2011 2012 2013 2014 2015
  4. 4. Project scope / mission 1 2 2010 2011 2012 2013 2014 2015
  5. 5. Backcasting Learning sources: Matt Nish-Lapidus and Matthew Milan, Normative
  6. 6. Consensus building
  7. 7. PRESENT TIMELINE FUTURE
  8. 8. PRESENT TIMELINE FUTURE
  9. 9. PRESENT TIMELINE FUTURE Dec ‘16
  10. 10. PRESENT TIMELINE FUTURE Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16
  11. 11. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements PRESENT TIMELINE FUTURE
  12. 12. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements PRESENT TIMELINE FUTURE
  13. 13. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements PRESENT TIMELINE FUTURE
  14. 14. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements PRESENT TIMELINE FUTURE
  15. 15. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements Actions PRESENT TIMELINE FUTURE
  16. 16. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements Actions Indicators PRESENT TIMELINE FUTURE
  17. 17. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements Actions Indicators Risks PRESENT TIMELINE FUTURE
  18. 18. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements Actions Indicators Risks Opportunities PRESENT TIMELINE FUTURE
  19. 19. Dec ‘14 June ‘15 Dec ‘15 June ‘16 Dec ‘16 Elements Actions Indicators Risks Opportunities PRESENT TIMELINE FUTURE What can we do tomorrow to start this journey?
  20. 20. Technology methodologies 2010 2011 2012 2013 2014 2015
  21. 21. Microservice Architecture
  22. 22. Engineering Approach — Service Maturity Model
  23. 23. Yeah, but …?
  24. 24. User Story Mapping
  25. 25. Business goals / user info / principles / ideas (at top) Activity Task Sub-task Time Release 1 ! Great sources for learning more: Jeff Patton and Winnipeg Agilist
  26. 26. IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 16
  27. 27. IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 17
  28. 28. IBM Rational . Advancing UX in Your Organization, Kim Peter and Adam Archer ©2014 18 Define Scope Monitor + Manage Communicate Up Get Productive
  29. 29. Sketching
  30. 30. + Audio/teleconference Screen sharing software Social software Sketching tools
  31. 31. Team member exits + entrances 2010 2011 2012 2013 2014 2015
  32. 32. Values + Practice
  33. 33. + IBM Design Thinking
  34. 34. Continuous feedback
  35. 35. Executive pressures 2010 2011 2012 2013 2014 2015
  36. 36. Takeaways
  37. 37. Hack the tools
  38. 38. Hack the tools Engage across disciplines
  39. 39. Hack the tools Engage across disciplines Use relatable language
  40. 40. Hack the tools Engage across disciplines Use relatable language Push for holistic thinking
  41. 41. Hack the tools Engage across disciplines Use relatable language Push for holistic thinking ~ The medium is the message
  42. 42. THANKS! Now, go show ‘em how it’s done! (after lunch, of course ;) Kimberley Peter IBM Rational + DevOps kpeter@ca.ibm.com @kpeter UX Thursday Toronto. Kimberley Peter . IBM ©2014

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