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Agile and Design Thinking at IBM
The document discusses the integration of design thinking and agile methodologies to enhance user-centered design and promote effective solutions. It emphasizes the importance of empathy, collaboration, and iterative processes in both disciplines while highlighting various artifacts and principles that support these approaches. The goal is to prioritize user and business value, ensuring that outcomes are continuously refined and aligned with stakeholder needs.
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Agile and Design Thinking at IBM
- 1. Design Thinking &Agile Presenter: Vera Rhoads
- 2. Origins and Provenance Introductionto Design Thinking Introduction to Agile Methodologies Integrating Thinking & Agile Lessons Learned Questions Session Agenda
- 3. Left Brain –Right Brain
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- 6. Focus on outcomes for users Continuou sdelivery and learning Radical collaboration Individuals and interactions Working deliverables Customer collaboration Responding to change
- 7. A Whole BrainActivity
- 9. … becomes theminimum experience they want everywhere” “The last best experience anyone has anywhere… Bridget van Kraligen Snr. VP –IBM Global Business Services
- 10. Stakeholder Map EmpathyMap Scenario Map Wireframe Technical Prototype Feedback Grid Prioritization Grid Story Map Design Thinking Artifacts
- 11. Stakeholder Map EmpathyMap Scenario Map Wireframe/Prototype Product User Stories Task Board Story Map Some examples of Design Thinking and Agile artifacts
- 12. Trust Opennes s Respect CourageEmpathy Design Thinkingand Agile share the same five key values: Shared Values 12UXPIN: Design Thinking and Agile
- 13. Shared Principles Begin withclarity about the outcome, and let it guide every step along the way. Our work is… •Focused on user value and business value. •Outcome-oriented. Listen, iterate, learn and course correct rather than wait until it’s perfect. Our work is… •Iterative and fast. •Flexible, adaptive, and continuously improving. Build teams with the right skills to encourage innovation and accountability. Teams are… •Collaborative, multi-disciplinary, empowered •Provided leadership from a Project Manager Iteration and learning Clarity of outcome Self-directed whole teams 13UXPIN: Design Thinking and Agile
- 14. IBM Design Thinking© 2016IBM Corporation | IBM Confidential Design is the intent behind an outcome.
- 15. Design Thinking mustsolve a specific problem or pursue an opportunity and is evaluated by how effective it is at solving it. Define the Design Challenge
- 16. 1)Focused on asignificant opportunity or business problem 2)Expressed to meet the unique needs of an individual 3)Can be measured (revenue, time, process steps, etc.) Design Thinking can be applied to a wide range of products, services, processes, physical locations… anything that needs to be optimized for human interaction. Define the Design Challenge
- 17. Design ThinkingArtifacts displayed in physical/virtual shared space Revisit over time IBM Design Thinking / Journey Map Agile Delivery Map experience patterns to Epic/User Stories Conduct Sprint Planning/Estimation Continue to involve Client and other stakeholders throughout Agile process Design Thinking and Agile
- 18. Forrester Research Diverge thenconverge…
- 19. Design is notjust what it looks like & feels like. Design is how it works. -Steve Jobs
- 20. Introduction to DesignThinking
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- 22. User Centered Design: Identifyinga specific user problem or opportunity is the single most important factor for success. If you’re addressing the wrong one, you’re not giving your users what they need.
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- 25. Millennials make up50% of workforce and will make up 75% by 2025 Stay Relevant
- 26. This is nota user experience Seat Wheels Frame Handlebar Pedals Chain Brakes People don’t buy bicycles because they want a specific set of components. People buy bicycles because they want a specific user experience.
- 27. This is auser experience Features enable the user, but how users interact with product, service or must be considered in the design. 27
- 28. These are alluser experiences 28
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- 30. A focus onuser outcomes Multidisciplinary teams Restless reinvention
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- 32. Introduction to AgileMethodology
- 33. We are uncoveringbetter ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
- 34. 34 XP Scrum Lean Development (Principles) DSDM Crystal PRINCIPLES/ PRACTICES METHODSMANIFESTO SAFe DisciplinedAgile Delivery Rapid Custom Development Shared vision • Light charter • Backlog of stories • Flexible scope based on evolving requirements Whole teams • Direct business participation • Dedicated resources • Creative collaboration Iterative delivery • Plan, build and verify in small chunks • Reflect • Refine plans Cont. Int. / DevOps • Frequent builds • Early testing • Frequent validation • Flexible environments • Automation CLOSE SOLUTION DEVELOPMENT OPEN SOLUTION DEFINITION PRODUCT BACKLOG
- 35. TRADITIONAL AGILE Fixed Estimated ResourcesTime Features Requirements Resources Time Plan Driven Value Driven We have to do this in real life all of the time...there are only 24 hours in a day, things change, we reprioritize, and shift work and personal tasks. Agile simply applies the same concept to solution delivery
- 36. Example Agile Team(9 or less on each team) 1 - Product Owner / SME 1 – Iteration Manager / Scrum Master 1 Lead Developer 1 - BA / Systems Engineer 4-5 - Developers 1-2 - Test Specialists 2-4 weeks Product Backlog Iteration Backlog Potentially Deployable Capabilities • Story refinement and tasking • Iteration planning • Daily standup meeting / call • Write tests, write code, validate, training (“Done”) • Automated / daily code builds and fixing of “defects” • Iteration demo • Deploy • Retrospective 2 hours for each week of the iteration Two weeks for simpler requirements Four weeks for complex projects with cross-agile team integration 2 hours for each week of the iteration Limited Pre-work One Iteration 24 hrs Daily “Scrum” Meeting
- 37. Discover / SolutionDefinition • Execute IBM Design Thinking activities • Prioritize and define “minimally viable” Features, Stories • Define and PLAN for “hills” (Releases and iterations) that provide incremental value and minimally viable product (MVP) • Consider external / internal dependencies • Commit to executive stakeholders on the first few “hills” Support many agile teams • Manage / escalate common issues and risks • Work with teams to plan, use and evolve standards and approach (e.g., UX, Design, Architecture, Testing, DevOps) • DevOps – Build, deploy, release and reporting • Support release preparation activities to define the next “hills” to take Support Agile teams 2-4 weeks Product Backlog Iteration / Sprint Backlog Potentially Deployable Capabilities Multiple Iterations / Sprints Agile Team 1 Agile Team n 2-4 weeks 2-4 weeks 2-4 weeks Release Backlog Final Testing and Deployment Prep There are MANY ways to involve THE RIGHT stakeholders (not just one product owner)
- 38. Integrating Design Thinking& Agile
- 39. Design ThinkingArtifacts displayed in physical/virtual shared space Revisit over time IBM Design Thinking / Journey Map Agile Delivery Map experience patterns to Epic/User Stories Conduct Sprint Planning/Estimation Continue to involve Client and other stakeholders throughout Agile process
- 40. From Hills toAgile Delivery…
- 42. 42 Design Sprint SprintSprint Agile Developm ent Design Design Design
- 43. Playbacks With continuous delivery,planning and delivery are parallel-tracked Playback Zero marks the transition to a new delivery initiative Vision, Intent Delivery Vision, Intent
- 44. Playbacks The story evolvesacross milestones and brings clients into the process Client Playbacks Playback 0 Delivery PlaybacksHills Playback Vision, Intent Delivery
- 45. Key questions forany Delivery Playback • Is the team still focused on the same outcomes (Hills)? • Are you seeing things that aren’t in the Hills? • Did things get refined based on learning about users? • Do we need to throw out a Hill? 1 2 3 “MVP” “MVP” 1 3 OR
- 46. Key Takeaways: • Makethe users the North Star!! • Practice Empathy • Solve difficult problems through engaged divergent and convergent thinking • Co-create with clients
- 47. Design Thinking andAgile: A Successful Partnership to Deliver Effective Solutions to Users!
Editor's Notes
- #10 Advent and ubiquitous presence of Mobile Devices is the great leveler in our digital economy.
- #15 Before we begin, let’s make sure everyone understands what we mean when we say “design”: Design is the purpose, planning, and intent behind an action, fact, or material object. In other words: Design is the intent behind an outcome. Nothing more, nothing less.
- #18 Map experience patterns to Epic/User Stories Conduct Sprint Planning/Estimation Continue to involve Client and other stakeholders through the Agile Sprint process
- #24 We use Design Thinking to create solutions for clients by focusing on their users needs, and use strategy andthe hottest technology to accomplish our goal. Why now?
- #25 You have to pivot
- #27 This is not a user experience. This is a product –a set of features and functions, integrated into a “solution”. But people don’t buy bicycles because they want a specific set of components. People buy bicycles because they want a specific user experience.
- #40 Map experience patterns to Epic/User Stories Conduct Sprint Planning/Estimation Continue to involve Client and other stakeholders through the Agile Sprint process
- #41 NOTE: You can skip this slide if you like. It was added because people get hung up thinking a Hill is an Epic and it’s not necessarily the case. A Hill can have more than one Epic. From Hills to Stories… The work defined in the Product Backlog is informed by the Hills, more specifically, the Scenarios that describe the Hill or Sub-Hills. While the example above shows a specific breakdown of Scenarios to Epics, it’s possible that a Hill can be an Epic, or a Hill can be a Story - it just depends on the amount of work involved. The thing to remember is that the breakdown of work needs to be clear in order to assign the right amount or Stories and Tasks to each Sprint. Note: Epics are basically containers of Stories and are too large to be completed in one Sprint. A Story should be small enough to be completed in one Sprint. http://advancedtopicsinscrum.com/glossary-agile-scrum-terms/epic/
- #43 NOTE: You can skip this slide if you like. It was added empathize that Hills carry forward from the visioning through delivery. Hills focus the team in the vision phase and force alignment and scope management through delivery.
- #44 If your project follows a continues delivery model, you will be moving from vision to delivery back to vision, and back to delivery. IBM Design Thinking is an excellent framework to support that process.
- #45 This slide shows the transition from Vision to Delivery via Playback 0. At the PB0 EVERYONE must agree to the vision and ability to deliver the project in the planned timeframe.
- #46 Sizings are hard Agile favors velocity measures At your playback how is it looking? What’s your investment allocation? Can you still make MVP for each Hill? Better to blow a Hill early than late. Better to drop a whole Hill than ship some half Hills. Focus on Integrity of stories. Docked as much for building stuff that isn't in a Hill as for not building stuff that was asked
- #47 We have a very simple formula which is people plus places plus practices equals outcomes. Let’s talk a little about each.