The problem isn't waterfall. It's not deliverables. And, big upfront design is a big, straw bogey man trotted out to scare young UXers. Agile and lean promise fundamental changes to your process, so you can improve your outcomes. Like other approaches, agile and lean bring their own sets of problems and barriers. Oddly, for bringing such fundamental change, they often bring the same problems and barriers your teams faced before they were agile and lean. This is because agile and lean don't really change your process. They change your focus. I'll say that again because I think it's important: agile and lean don't change your process; they change your focus. And the problems inherent with your process don't have to do with focus. You won't fix your problems by becoming agile or lean. You fix your problems by understanding when to be agile, when to be lean, and when to focus on the experience. In this presentation, we'll tear agile and lean and UX apart to see what makes them work, and what makes them fail. We'll explore the universal activities teams use to get products out the door. And we'll understand the constraints that drive the effectiveness of those activities. Once we're done, you'll go back to work knowing how to adjust what your team does. But more important, you'll know when to make what adjustment when. You'll be able to create better teams, better products, and better experiences.

1. ABANDONING AGILE,
LEAVING LEAN,
DESIGNING BETTER
EXPERIENCES
by
Austin Govella
www.thinkingandmaking.com
@austingovella
Slides available on slideshare: http://www.slideshare.net/austingove"a/abandon-agile
Hashtag: #newux
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

2. From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

3. Introductions
SHARE • TRUST • BELIEVE • QUESTION
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

4. INTRODUCTIONS
SHARE
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

5. MIND GAMES
WHAT’S THE COOLEST
THING ABOUT WHERE
YOU WORK?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

6. INTRODUCTIONS
Hi. I’m Austin Govella, an
Experience Design Manager
at Avanade where we’re
re-inventing how enterprises
collaborate.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

7. INTRODUCTIONS
Hi. I’m { Name } , an
{ Title, Role, or Whatever }
at { Company } where we’re
{ the coolest thing about where
you work }.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

8. INTRODUCTIONS
TRUST
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

9. MIND GAMES
THE CUSTOMER IS
ALWAYS RIGHT.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

10. Section Title
MANIFESTO
• Designers don’t really design anything. Organizations
design everything.
• Instead of changing what you do, change how you do it.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

11. Section Title
INSPIRATION
Don’t look for the next
opportunity.
The one you have in hand is
the opportunity.
— Paul Arden
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

12. Agile
BUILDING CERTAINTY
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

13. Section Title
AGILE
AGILE MANIFESTO
• Individuals and interactions over processes and tools.
• Working software over comprehensive documentation.
• Customer collaboration over contract negotiation.
• Responding to change over following a plan.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

14. Section Title
AGILE
REAL MANIFESTO
• Real people doing work over models of people
doing work.
• Real software over models of software.
• Real collaboration over models of collaboration.
• Real learning over models of learning.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

15. AGILE
• Agile
focuses on certainty around what will
be built.
• Agile seeks to minimize unnecessary change.
• Agilevalues the build over everything else. The
build represents certainty.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

16. AGILE
AGILE PROCESS
• Agile pursues velocity
REVIEW through the review, plan,
build loop.
PLAN
• Agile relies on the plan to
create build.
• Agile velocity through the
BUILD loop reduces the risk you
build the wrong thing.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

17. AGILE
Agile is obsessed with the
question:
Is this what you wanted?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

18. Lean
LEARNING CERTAINTY
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

19. LEAN
• Leanfocuses on certainty around learning what
is most valuable.
• Lean seeks to maximize necessary change.
• Leanvalues learning over everything else.
Learning represents certainty.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

20. LEAN
LEAN PROCESS
• Lean pursues velocity
BUILD through the build,
measure, learn loop.
MEASURE
• Lean relies on what was
measured in order to learn.
• Lean velocity through the
LEARN loop increases the risk you
build the right thing.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

21. LEAN
Lean is obsessed with the
question:
Is this the most valuable thing?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

22. Design
MEASURING CERTAINTY
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

23. DESIGN
• Design is focused on identifying uncertainty.
• Design seeks to identify change.
• Design
values measuring over everything else.
Measuring represents certainty.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

24. DESIGN
DESIGN PROCESS
• Design pursues velocity
THING through the think, make,
check loop.
MAKE
• Design relies on what was
made to measure.
• Design velocity increases
CHECK the risk you measure the
right thing.
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

25. DESIGN
Design is obsessed with the
question:
Is this what we thought it was?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

26. Unified Process
DESIGNING CERTAINTY
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

27. UNIFIED PROCESS
AGILE LEAN DESIGN
PLAN LEARN THINK
BUILD BUILD MAKE
REVIEW MEASURE CHECK
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

28. UNIFIED PROCESS
Plan
Review
Build
UNIFYING THE DESIGN PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

29. UNIFIED PROCESS
Learn
Plan
Review
Measure
Build
Build
UNIFYING THE DESIGN PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

30. UNIFIED PROCESS
Think
Plan
Learn
Review
Measure
Check
Build
Make
UNIFYING THE DESIGN PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

31. UNIFIED PROCESS
But what are we
think » make » checking?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

32. UNIFIED PROCESS
Think
Plan
DATA Learn
MODELS
Review
Measure
Check
Build
ARTIFACTS Make
UNIFYING THE DESIGN PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

33. UNIFIED PROCESS
AN
LE
Think
Plan
DATA Learn
MODELS
Review
Check
SIGN
Measure
DE
Build
ARTIFACTS
Make
A
G
IL
E
THE UNIFIED PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

34. UNIFIED PROCESS
The Wrong Questions:
Agile is obsessed with the question:
Is this what you wanted?
Lean is obsessed with the question:
Is this the most valuable thing?
Design is obsessed with the question:
Is this what we thought it was?
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

35. UNIFIED PROCESS
The Right Questions:
Data
How do we create Models
Artifacts
} Deliverables
Think
How do we Make
Check
} Activities
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

36. UNIFIED PROCESS
The Key Issues:
THE MODEL THE AUDIENCE
What do we need to model? Who are we sharing with?
What kind of model will work best? When are we communicating with them?
THE FIDELITY Where are they?
How faithful should it be? (visual and THE ITERATION
functional fidelity) How fast can we go through the loop?
(velocity)
THE ANNOTATION
How fast should we go through the loop?
What does the audience need to know? (next batch size)
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

37. UNIFIED PROCESS
How it plays out:
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012

38. UNIFIED PROCESS
Think
Plan
DATA Learn
MODELS
Review
Check Measure
Build
ARTIFACTS
Make
THE UNIFIED PROCESS MODEL
From “Abandoning Agile, Leaving Lean, and Designing Better Experiences” by Austin Govella, Oct 11, 2012