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Agilityfest 2018 agile and design mod for public

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- How and why do human-centred design and agile work together, in a corporate context.

- Create a product vision before you start agile development. It's not BDUF and it will save you a lot of time. Before you can course-correct, you need a course!

- A few simple points about how designers and developers work together effectively during implementation, especially on complex, legacy systems.

- And some notes about what to do when you REALLY can't get contact with your customers.

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Agilityfest 2018 agile and design mod for public

  1. 1. DESIGNOFFICE Agilityfest
 Combining Design and Agile for great results Phil Barrett and the Design Office team
 August 2018
  2. 2. Absa Design Office: The banking app. And much more…
  3. 3. Absa Design Office:
 ~130 people who collaborate to solve wicked problems 
 and deliver great customerexperiences. So that customers choose to do business with absa.
  4. 4. Design Thinking is especially good at unpicking wicked problems like this
  5. 5. DESIGNOFFICE We identify great solutions using the 
 design thinking process 5 “Human-Centred Design”(HCD) Diverge Converge Diverge Converge Make the right thing (Problem) Make the thing right (Solution) SYSTEM INSIGHT ALIGNMENT AND FOCUS FRESH IDEAS VALID SOLUTIONSEMPATHISE DEFINE IDEATE PROTOTYPE 
 & TEST
  6. 6. DESIGNOFFICE Design delivers a good experience 6 Reliable
 Works fast and correctly every time. Usable
 Easy to discover what it does and operate it. Powerful Offers advanced features and shortcuts for high-frequency users. Delightful
 Looks beautiful, slick and charming to use. Useful
 Does things people want and need, better than before
  7. 7. Not human: Logical, patient, makes optimal decisions Actual humans: Emotion, limited attention. Customers’ behaviour during a service experience impacts the bottom line
  8. 8. DESIGNOFFICE 8 More signups More products per customer Higher value per customer Longer customer lifetime Lower service costs Advocacy: Lower 
 marketing spend Reduce 
 costs Increase 
 revenue Good experience 
 = good business
  9. 9. DESIGNOFFICE Good customer experience delivers revenue growth Forrester compared five pairs of publicly traded companies where one company in each of the pairs had a significantly higher score than the other in Forrester’s Customer Experience Index during the period 2010 to 2015. They built models that calculated the compound annual growth rates (CAGR) for the ten companies from 2010 to 2015. 9
  10. 10. So design is a key enabler of Absa’s strategy. DESIGNOFFICE 10 For all of these challenges, we have to 
 solve wicked problems or create great experiences. Usually both.
  11. 11. Agile + design = DESIGNOFFICE 11
  12. 12. We love agile because • It works on human timeframes • It works with human motivational psychology • It delivers value early • It enables organisations to course-correct as they learn DESIGNOFFICE 12
  13. 13. DESIGNOFFICE Agile is great at delivery 13
  14. 14. DESIGNOFFICE 14 Where do 
 backlogs 
 come from? 
 backlogs 
 come from? Where do
  15. 15. BDUF DESIGNOFFICE 15 Big Design Up Front Assumes that you can already know the answers before you make things and try them out for real. And in big systems or new systems, you can’t.
  16. 16. DESIGNOFFICE Before you can course-correct,
 you need to set a course. 16 The right solution lies over here No design up front? Prepare for more rework and lower customer satisfaction.
  17. 17. DESIGNOFFICE Discovery: Creating and proving a solid vision Define, agree and validate: • Target users • Jobs they need to get done • Pain points and opportunities for us to exceed expectations • Overall product/service structure • Selected key journeys • Prototypes showing those journeys • Tested and iterated with target users until they click • Business objectives • Business key results • Agreed understanding of current state • Business constraints 17 3-12 weeks USER JOURNEY CONSTRAINTS USER SITUATION BUSINESS SITUATION USER GOALS (JBTD) BUSINESS GOALS PERSONAS OVERALL CAPABILITIES &CONSTRAINTS CUSTOMER GOALSAND MOTIVATIONS OUTCOMES METRICS CAPABILITIES TASKS PAINS&GAINS ABSA DESIGN OFFICE Once you’ve pinpointed the right problems, many solutions can start to appear. Problem discovery canvas v0.2
  18. 18. DESIGNOFFICE Share customer insights - problem definition workshops - team ideation sessions - observing customer tests Structured alignment and collaboration built in 18
  19. 19. DESIGNOFFICE Customer story sessions - Diary studies - Live experience testing Effective customercontact built in 19
  20. 20. DESIGNOFFICE Prototypes - User tests - Customer outcome analytics Testing and learning built in 20
  21. 21. DESIGNOFFICE Product discovery example: 
 Business bank Comparing my business to others Show people how businesses like them, or businesses in their industry, are performing • People don’t like being compared to similar businesses, because they feel like their business is different • People are concerned about the source and accuracy of the data presented • People are concerned that their own business’s data will be used without their consent Competitors: It doesn’t look like anyone offers this 21 A new way of reading your balance • People liked the importance of balance over available balance • Business owners want to see the amount of cash available immediately at any given time. They are less interested in their net value and have trouble interpreting a balance that takes asset finance and investments into account. • People liked being able to select the accounts to take into consideration to calculate balance. • The participants interviewed have five or fewer bank accounts, and they tend to have all their transactional and savings accounts with the same bank. Asset finance is often with another bank. Competitors: No other bank is doing it this well Idea: Validated Idea: Invalidated • They are scared of making mistakes and paying the wrong person• They try to avoid a long list of beneficiaries • They don’t trust ‘bank approved’ beneficiaries • They felt that it involves a lot of effort, especially if they don’t have a relationship yet with the beneficiary George - Partner Whaam Concepts Even with AVS people did not likeadding a beneficiary because “I just hate having a long list of beneficiaries so myregular suppliers are beneficiaries and everyoneelse is a once-off payment. I know it’s a ‘schlep’. Unexpected discovery
  22. 22. DESIGNOFFICE 22 Product discovery gets you a vision
  23. 23. DESIGNOFFICE 23 … and a backlog and roadmap
  24. 24. DESIGNOFFICE MegaU’s Purpose We encourage, teach and enable
 young South Africans 
 to use their money wisely,
 to make their dreams come true
 today and tomorrow. 24
  25. 25. DESIGNOFFICE • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷☷ Roadmap:The big themes that will start to get us there 25 Now Next Later • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷ • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷ • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ BASIC CONVENIENCE • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷ ☷☷☷☷ ACQUISITION MONEY EDUCATION CRYSTALISE THE VALUE ACQUISITION • ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷☷☷ BASIC CONVENIENCE BASIC CONVENIENCE BASIC CONVENIENCE
  26. 26. DESIGNOFFICE Different timeframes = different conversations 26 LEANUX Fuzzy-edgedSpecific Minimal Full featured Pragmatic Ambitious Locked down Changeable Explore Robust Challenging Debate and discover Now Next Vision
  27. 27. DESIGNOFFICE 27 In sprint, it’s more like this
  28. 28. Agile ceremonies - co-location, if you’re lucky UX+Agile: Developercollaboration built in
  29. 29. DESIGNOFFICE A sprint 29 DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 7 DAY 9 DAY 10 SPRINT X REVIEW&RETRO PLANNING DAY 4 GROOMING GROOMING DAY 8
  30. 30. DESIGNOFFICE A sprint,plus design ceremonies 30 DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 7 DAY 9 SPRINT X REVIEW&RETRO PLANNING GROOMING DESIGN DAY 4 GROOMING DESIGN DAY 8 DAY 10
  31. 31. DESIGNOFFICE …plus usercontact 31 DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 9 SPRINT X REVIEW&RETRO PLANNING LEANUX GROOMING DESIGN DAY 4 GROOMING DESIGN DAY 8 DAY 10 USERTESTING DAY 7
  32. 32. DESIGNOFFICE A story ripens overseveral sprints 32 SPRINT X REVIEW PLANNIN GROOMI DESIGN GROOMI DESIGN USER SPRINT X-1 REVIEW PLANNIN GROOMI DESIGN GROOMI DESIGN USER SPRINT X-2 REVIEW PLANNIN GROOMI DESIGN GROOMI DESIGN USER Story discovery. Story flows and sketches. Story prototype. For example… User test. Final review. Sizing. READY FOR DEV Different stories will follow longer or shorter journeys, depending on size and complication.
  33. 33. User testing for corporate, wealth and Africa: Not straightforward! DESIGNOFFICE 33
  34. 34. DESIGNOFFICE So we use what we can get Before design We work with people who do have customer contact: relationship managers, contact centre staff. We create persona hypotheses. We tell customer stories and map experiences. Afterlaunch We make feedback easy for customers to send - and we gather and analyse it. We measure customer success rates. 34
  35. 35. DESIGNOFFICE An as-is customerjourney map 35 SMEs in Uganda Sources include: CVP team presentations, Barclays pitch book, in-country websites, internal process docs, exec presentations, mystery shopping, interviews with relationship managers…
  36. 36. DESIGNOFFICE Personas: Evolving best guesses about our target users36
  37. 37. DESIGNOFFICE Measure customersuccess rates Ratios like… • Signup/conversion rate • Transaction success rate • Churn rate • Repeat calls per issue Paired with quantities like… • Active users • Transaction volumes 37 Registered users Monthly active users 24,500 17 Don’t let big vanity numbers obscure 
 customer success reality.
  38. 38. DESIGNOFFICE Typical corporate metrics and targets today 38 Service/product/feature implemented. On time and on budget. BU staff PD objectives are set using this. Profits generated. Sometimes revenue. BU boss targets are set using this. Some stuff happens The organisation measures these, and ignores the middle.
  39. 39. DESIGNOFFICE Bettermetrics and targets 
 forcustomercentric organisations 39 Implementation ProfitCustomers get what they want by buying or using your products Measure where the money is actually being made!
  40. 40. DESIGNOFFICE When we discoverUX debt,add it to the backlog and prioritise it along side otherfeatures 40 Debt Story Story Debt Debt Story Remember, if people can’t use an existing feature: • We can’t make money out of it. • They might choose a competitor product. So fixing a feature that’s released is just as important as releasing a new feature. Debt Story
  41. 41. So remember… • Good experience is a key competitive advantage. • Backlogs don’t make themselves! Take time to set a course before everyone starts building. • Design must participate in all the agile ceremonies, and it needs an extra one: design sessions. • When you can’t get face time with customers, work with people who do. • Measure customer success rates and prioritise UX debt alongside new features. DESIGNOFFICE 41
  42. 42. Enjoy! email: phil@fronttoback.org whatsapp: 074 316 8874

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