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DesignOps + KPIs = Measure your impact

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DesignOps + KPIs = Measure your impact

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DesignOps is all about scaling up design teams while creating organizational efficiencies yet it is not always evident how impact and gained efficiencies can be quantified and measured.
There’s a certain confusion around what are the inefficiencies and there is no established process to determine those metrics. This session is not about providing a list of metrics to be replicated. It’s about providing a tested approach on how to identify, quantify, and measure inefficiencies and how to define measurable and realistic targets. This approach can be applied and replicated in any context to support the DesignOps community to gain additional credibility and to ensure DesignOps professionals are able to demonstrate the value of their work to the business with objective data points and quantifiable gains.

Presented at DesignOps2020 by Rosenfeld Media on October 22, 2020.

DesignOps is all about scaling up design teams while creating organizational efficiencies yet it is not always evident how impact and gained efficiencies can be quantified and measured.
There’s a certain confusion around what are the inefficiencies and there is no established process to determine those metrics. This session is not about providing a list of metrics to be replicated. It’s about providing a tested approach on how to identify, quantify, and measure inefficiencies and how to define measurable and realistic targets. This approach can be applied and replicated in any context to support the DesignOps community to gain additional credibility and to ensure DesignOps professionals are able to demonstrate the value of their work to the business with objective data points and quantifiable gains.

Presented at DesignOps2020 by Rosenfeld Media on October 22, 2020.

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DesignOps + KPIs = Measure your impact

  1. 1. Patrizia Bertini International DesignOps Lead @ Intuit Patrizia_Bertini@intuit.com DesignOps + KPIs = Measure your impact 1
  2. 2. Me in a sentence: Keep Experimenting! 2
  3. 3. Intuit One of the oldest fintech companies 3
  4. 4. Have you ever asked yourself one question: 4
  5. 5. What is your Impact? What is your DesignOps’ footprint? 5
  6. 6. Let’s do a step back… 6
  7. 7. What is DesignOps? 7
  8. 8. Operations transform resource or data inputs into desired goods, services, or results, and create and deliver value to the customers. [Source: BusinessDictionary] 8
  9. 9. Who is getting the benefits and the value generated by DesignOps’ transformations? 9
  10. 10. Intuit Confidential and Proprietary Who are DesignOps’ customers? The Business The Design Lead The Design Team 10
  11. 11. What does Value mean? Is value = worth? 11
  12. 12. Value is "how much" people perceive something’s worth. Because Value is a Quality. 12
  13. 13. The Quality which creates the world emerges as a relationship between man and his experience. He is a participant in the creation of all things. The measure of all things… Robert Pirsig The zen and art of motorcycle maintenance 13
  14. 14. Value is not universal: it depends on the context. 14
  15. 15. The circumstantial variables influence sense-making and influence strategies, priorities, and actions. These circumstantial variables determine what is Valuable for each business, each design leader, and every design team. What is the context? Context is what determines priorities and strategies The Ebbinghaus illusion 15
  16. 16. If value is relational, if the context determines the priorities… What can we measure? 16
  17. 17. Efficiency is measurable. Efficiency identifies a peak level of performance Perfomance = Input - Output 17
  18. 18. Intuit Confidential and Proprietary What are DesignOps’ efficiency dimensions? Time Cost / Resources Quality / Scope 18
  19. 19. We focus on a value and we define the real and ideal worth. 19 How do we measure efficiencies?
  20. 20. KPIs are used to evaluate performances against strategic objectives. DesignOps’ uses KPIs to quantify efficiencies and the impact created through the transformation of processes that generate value. 20
  21. 21. Assessing DesignOps’ impact 21
  22. 22. Know your strategic goals If you don't know where you are going, any road will get you there. L. Carroll Step# 1 ` 22
  23. 23. Know and define your customers Who in the organisation is having the biggest pain? Who is mostly affected by inefficiencies? Step# 2 ` 23 The Business The Design Lead The Design Team
  24. 24. Define the dimensions that matter What aspects can you improve to affect efficiencies and improve performance? Step# 3 ` 24 Quality / Scope Time Cost / Resources
  25. 25. The 2 triangles form a system: a change to a part causes the system to change. 25
  26. 26. For each customer there are three possible areas of intervention and focus to increase efficiencies and performance. Step #4 ` 26
  27. 27. This creates a complex system made of relationships that are context based and value driven. Step #5 ` 27
  28. 28. …and it ends into a complex system. Step #6 ` 28
  29. 29. …once the strategic priorities determine the overarching goals, is designOps’ role to identify the starting point and the customers to target. ` 29
  30. 30. In a relational system all values are in a mutually influencing relationship: By focusing on one dimension, other efficiencies are being influenced. ` 30
  31. 31. And by creating more value and efficiencies, more customers are being impacted… ` 31
  32. 32. …Over and over… ` 32
  33. 33. And this systemic changes creates a footprint that defines DesignOps’ efficiencies. And this footprint is unique to every organisation. ` 33
  34. 34. KPIs in the making. A practical example 34
  35. 35. Designers’ job was tough: • Each iteration and testing session caused designers to work long hours • User testing was painful • All designers were struggling to find and engage participants for testing and research purposes • There were no clear and consistent E2E processes • Designers felt they had too much work The Context: Designers were working hard, but not smart The E2E process was basically… Non existent. 35
  36. 36. But what was the real problem causing the pains there? Designers were doing non-design work. 36
  37. 37. Identify and quantify your problems Without data, you're just another person with an opinion. W. E. Deming Quantify and measure inefficiencies ` 37
  38. 38. The E2E recruiting process to get 5/6 users costed ±2.5 days of Designer time. Every month a scrum team run 2x rapid prototyping testing sessions, a designer had to work an extra week to do their designer job and to recruit participants. 38
  39. 39. ` 39 How are design teams affected? What are the biggest inefficiencies that they face? The situation: - Designers are spending time in non-design task - They work long hours - They have not enough time for analysis & synthesis - They focus on wrong priorities - They are frustrated Start with the problem and the Who.
  40. 40. A hypothesis driven system thinking approach is key to find the patterns for change that will determine the DesignOps’ footprint and the impact. 40
  41. 41. The hypothesis in May 2019 looked like this Increase Quantity & Quality of user research, decreasing lead time nference 2020 41
  42. 42. ` 42 What are the inefficiencies that we need to transform? Hypothesis define the direction and the value that would trigger the broader footprint.
  43. 43. ` 43 An impact on time will also produce an impact on quality.
  44. 44. ` 44 And quality of output causes impacts Design Leaders and the business. Because it’s a system. Hypothesis: if we save designers’ time, the increased efficiencies for the Design Leader are: - Increased design quality - Reduced delivery time - Reduced team churn - Improved product experience - Increased speed to innovation Hypothesis: if we save designers’ time and impact quality, the increased performances for the Business are: - Increased customer retention - Increased acquisition - Increased customer satisfaction - Reduced hiring costs - Reduced GTM times
  45. 45. The results 12 months later proved impact not only on time, but on resources (spending efficiencies), and quality overall. 45
  46. 46. Focusing on snapshots of isolated parts of the system will not lead to a solution because it will overlook the context and the relationship between the parts and how they influence each other. ` 46
  47. 47. ` 47 A linear approach limits DesignOps ability to deliver systematic and systemic efficiencies across the organisation.
  48. 48. Bringing in efficiencies to solve the biggest pain leads to a spiralling of efficiencies and opportunities that touch all parts of the system and scale up DesignOps’ impact. 48
  49. 49. Final thoughts 49
  50. 50. Understanding what are the right KPIs for your teams and your organisation is a systemic process, unique to every teams and organisation. KPIs depend on the deep relationships between the customers and the efficiencies that affect performances at all levels. Hypothesis driven approaches create and shape the DesignOps’ footprint and are key to define the action plan. 50
  51. 51. Questions? You can tweet me @Legoviews or email patrizia_bertini@intuit.com 51

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