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UX, Agile and product management

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UX, Agile and product management

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Video: https://www.youtube.com/watch?v=Lka7nsDsZk8

There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track

Video: https://www.youtube.com/watch?v=Lka7nsDsZk8

There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track

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UX, Agile and product management

  1. 1. UX,AGILEAND
 PRODUCTMANAGEMENT Phil Barrett. Associate director XD, Deloitte Digital Africa
  2. 2. DELIVERINGSOFTWARETHAT’S
 ACTUALLY GOOD For your customers’ hearts and heads For you business’s profitability That stays the course and gets better
  3. 3. SOFTWAREPRODUCTS=INNOVATION Finding better ways to do what we already do. Finding worthwhile new things to do.
  4. 4. “ Tim Brown, IDEO INNOVATION=COMPETITIVEADVANTAGE In today's fluid business environment, innovation has become nothing less than a survival strategy.
  5. 5. SEETHECORPORATIONS!THEY’REDYING! Average lifespan of corporations in the S&P 500.
  6. 6. THISCAN’THAPPENTOYOURCOMPANYRIGHT?
 But maybe you can make it happen to a competitor?
  7. 7. INTHEBEGINNINGSOFTWAREWASNOTGOOD 80% of changes made to a project after launch are because of “unmet or unforeseen user requirements”. Claire Karat, Software Engineering in Dollars and Cents (1993) 63% of software projects exceed theirbudgets. The top reasons: requests forchanges by users, overlooked tasks, users’ lackof understanding of their own requirements. James Martin and Carma McClure,Software maintenance, the Problem and its Solution, Prentice Hall
  8. 8. USER-CENTREDDESIGNBROUGHTBETTERSPECS ISO9241-210 LAUNCH AND MEASURE CONCEPT RESEARCH DESIGN AND BUILD
  9. 9. UCD+WATERFALLISBETTER! EXCEPT… Awesome design Build Market feedback Budget Developers start approximating here. Competitor leapfrogs you here. No-one adopts it.
 But the budget runs out here.
  10. 10. THEDIGITALTIMELAPSE The evolution of a software product follow patterns that we do see in architecture and business and evolution. But happening so much more quickly… • A race. • With a moving finish line. • Keep improving to stay ahead - and survive. Mastering this is a key competitive edge.
  11. 11. AGILE • Design and build stuff quickly. • Let people use it for real. • Extend and change it as you learn what works.
  12. 12. GETAROUGHIDEAOFWHEREYOUWANTTOGO
  13. 13. SOLVETHEDETAILSWHENYOUENCOUNTERTHEM
  14. 14. AGILEISBETTER. EXCEPT…
  15. 15. AGILEISBETTER! EXCEPT… Market feedback Budget Did we really have to build all that to find out it was the wrong thing?
  16. 16. AGILEISBETTER! EXCEPT… Build Budget Ummm…?
  17. 17. Where do 
 backlogs 
 come from? Where do 
 backlogs 
 come from?
  18. 18. THEPRODUCTMANAGER • Managing business stakeholders • “Look and feel” of the product • Adding features and keeping the backlog up to date • Marketing • Business case AKA “Digital proposition manager”
  19. 19. “Neither intuition nor expert opinion are good gauges of the value our ideas have for users.
  20. 20. YOU’REMUCHBETTERATUSINGSOFTWARE
 THANMOSTOFYOURUSERS Website tasks:
 the slowest 25% of users take 
 2.4 times
 as long
 as the fastest 25% of users Your usersYou
  21. 21. DANARIELYDIDANEXPERIMENT. WITHORIGAMIFROGS. They were hard to make and most people did a bad job. How much would people bid for their own frogs? And the frogs of others? And expert -made frogs? Flickr:ToddJordan/Tojosan
  22. 22. Flickr:Nanimo WEOVERESTIMATETHEVALUEOFTHETHINGSWEMAKE. • Average bid for expert-made frog: 27¢ • Average bid for own frog: 23¢ • Average bid by someone else for that same frog: ¢5c
  23. 23. LOBSTERSBOILINGINKOOLAID Flickr: Lars ploughman • Succumbing to their own/organisational hallucination • Adding complexity: “And we could also…” • Forgetting customer contact and even analytics.
  24. 24. COUNTERACTFANTASYWITHEVIDENCE
  25. 25. THEPRODUCTMANAGERAKA “Digital proposition manager” Measurement - Gathering and analysing the product outcomes to prove it’s delivering customer value. + Research - understanding what users are doing with the software, and what they need. +
  26. 26. LEANUX BUILD MEASURE LEARN Lean uses small batches. Test out each assumption as you go.
  27. 27. Would you use this? The most important thing you can’t find out in a usability test
  28. 28. DESIGNANDRELEASEITERATIVELY
to deliver innovation and measure impact
  29. 29. THISSTUFFREALLYWORKS Lean Agile Iterative Ad hoc Traditional 0% 25% 50% 75% 100% Successful Challenged Failed Ambysoft/Dr Dobb’s 2013 http://www.drdobbs.com/architecture-and-design/the-non-existent-software-crisis-debunki/240165910
  30. 30. STAGESFORGOODPRODUCTMANAGEMENT Ship #1Discover Extend and optimise Clarify customer, needs and behaviours, technical solutions, business viability. Release a small but valuable product. Build and learn towards a great product.
  31. 31. ACTIVITIESFORGOODPRODUCTMANAGEMENT Learn Design Plan Build
  32. 32. AUNIFIEDPRODUCTMANAGEMENTMODEL Extend and optimise Design Learn Build Plan Discover Ship first release Establish product market fit Release a small but valuable product Build and learn towards a great product
  33. 33. THEPRODUCTMANAGERNEEDSUXHELP TECH UX
  34. 34. •• Use UCD tools to discover product market fit • • Define assumptions and hypotheses ••• Participate in all the ceremonies • • Include UX in the definition of done ••• Log and prioritise UX debt •• Integrate user research •• • Use analytics to (dis)prove hypotheses UXINALEANPRODUCTMANAGEMENTPROCESS Learn Design Plan Build
  35. 35. RAPIDPROTOTYPINGANDUSERRESEARCHISSUPERLEAN. Our batches are smaller. ••
  36. 36. IMMERSIONANDOBSERVATION:SOLEAN! ••
  37. 37. USEACANVASTOCAPTUREASSUMPTIONS ••
  38. 38. PRIORITISEFEATUREIDEASWITHIMPACTMAPS Goal How How How Who How What What What
  39. 39. Use social proof stats and stories to drive action Make calculator easier to understand Add a video More customers choose to invest with us More customers complete purchase Customers choose to invest more Customers disinvest less First time investors R100m
 of customer money invested
  40. 40. TURNREQUIREMENTSINTOHYPOTHESES
 ABOUTOUTCOMES We believe that 
 building this feature 
 for these people 
 will achieve this outcome. We will know this is true when we see this quantitative measure 
 AND this qualitative response. •• We believe that 
 building A SOCIAL PROOF PANEL
 for NEW, inexperienced investors 
 will achieve An increase in customer acquisition from the landing pages. We will know this is true when we see A 20% increase in people starting and finishing signup AND All users show a neutral or positive response in user testing. >60%FAIL
  41. 41. UXDESIGNERS:FULLPARTICIPATION Design and analysis Implement Evaluate Implement Design and analysis Design and analysis Implement Evaluate Evaluate • Refinement: Interface design and hypothesis creation for upcoming stories. • Sprint Planning: The interface is put along side the user stories as they go onto the sprint backlog. • Evaluation: Evaluation workshops and user testing observation • Sprint review: Review what was built and discuss latest analytics and hypotheses. • Retrospective: Discuss how to optimise the design process, not just the dev process. •••
  42. 42. UXCRITERIAINTHEDEFINITIONOFDONE Definition of done (universal) • the code is well-written. • the code is checked in. • the code comes with automated tests at all appropriate levels. • the code has been reviewed. • appropriate documentation has been completed. Acceptance criteria (per story) • user is logged in only when proper credentials are provided • a "remember me" option is available • user can request a password reminder • user is locked out after three failed attempts Interface conforms to: • the product’s design principles • the style guide • your selected UX heuristics (Norman, Cooper, Deloitte Digital… ) Interface conforms to the wireframe and UI notes. + + ••
  43. 43. LOGANDPRIORITISEUXDEBT Unintentional debt “We didn’t know people did that/ wanted that/needed that. Intentional debt “People can live with it. Let’s spend the time on this other new feature.” Consequences Designers have to work harder to make the system intelligible. Users see increasing complexity or diminishing utility. •••
  44. 44. WHATTODOWITHUXDEBT Debt Story Story Debt Story There’s a wonderful place to put all the UX issues that haven’t been addressed. The product backlog. Get UX debt in there and help prioritise it appropriately. issues
  45. 45. DOUSABILITYTESTSINEVERYSPRINT Just tell the recruiter to 
 “bring us 5 users every second Thursday.” Evaluate Implement Design and analysis Design and analysis Desi Implement Evaluate Evaluate Design and analysis Implement ••
  46. 46. TESTAMIXOFSTUFFWITHUSERS PAST FUTUREPRESENT Interviews about past experiences Testing working software Testing mockups and concepts
  47. 47. MEASUREBETAUSEROUTCOMES ACQUISITION ACTIVATION ACTIVITY RECOMMENDATION REVENUE ••• PIRATE METRICS GOOD FOR MEASURING PRODUCT MARKET FIT
  48. 48. MOMENTUM,TEAM,HECTIC,AWESOME
  49. 49. THECUSTOMERINTERFACEGOESFASTEST SYSTEMSOFINNOVATION SYSTEMSOFDIFFERENTIATION SYSTEMSOFRECORD Gartner’s pace layers application strategy It’s your job not to let the slower layers stop you innovating.
  50. 50. “It’s good to be first. It’s better to be good. It best to be both.
  51. 51. THANKS.pbarrett@deloitte.co.za

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