Download to read offline
Uploaded byJimmy Campos
Agile experience design part 3
The document discusses iterative development in agile experience design. It explains that in iterative development, the product owner requests a valuable feature to be developed in a short iteration. The team then analyzes, designs, codes, tests, and shows the feature to the product owner for confirmation. Core iteration activities include planning, stand-ups, design reviews, coding, testing, and retrospectives. The document also mentions tools like prototyping, pairing, analytics, documentation with photos, customer testing, and stand-ups for working in iterations.
Agile experience design part 3
- 1. AGILE EXPERIENCE DESIGN PART THREE Jimmy Campos Blanco Software Engineer @JimACampos Jimmy.campos.b@gmail.com
- 2. Topics • Iterative Development • Working as a team • Tools • Q&A
- 3.
- 5. Parts of aniteration • The product owner asks for something of value to be done. • In a short period of time, it is done • It is shown to the product owner to confirm that it's been done
- 6.
- 7. The ingredients ofa release
- 9. Core iteration Activities •Iteration planning meeting (define stories going play) • Analysis and design • Story planning meeting • Design review meeting • Code • Stand ups • Showcase • Retrospective • Test
- 10.
- 11. Others • Design documentation – Prototype (Axure and Balsamiq) Design in the browser • Working in iterations – Pairing (XP)
- 14.
- 15.
- 16.
- 17.
- 18.
- 19.
- 20.
Editor's Notes
- #7 Visual design: Wireframes, images, html and cssBusiness rules: logic behind systemInteraction behaviour: how customer will interact with the system.Other stuff: writing by copywritersTest: Testing is embedded from the start (TDD)Coding: Code, design. As they learn more to change and evolve their design, they refractor de code.FeedbackShowcase: Present the story
- #9 Por favor, no olvidar el analisis. Muchospiensanqueporser scrum, se programa o disena y no se analiza, esoesfalso. Se tiene q analizar, perodebeser un proceso integral y time-boxed, ajustado al alcance de la semana.
- #10 Showcase: team showcase the completed story back to the stakeholders
- #12 Design documentationPrototype (axure and balsamiq)Design in the browserWorking in iterationsPairing (XP) (With dev/BAs/QA/Other designer)
- #13 Una de lasfases mas importanteses el Test, el test se realizatodos los dias a traves del proceso. No se puededesarrollar hasta queesten los casos de pruebadesarrollado,Tambienexiste BDD queesBehavoir
- #14 Cardwall (poner los stories y el estado, comentarlo y poner una foto)Burn up/down (comentarlo, son los graficos de avance y trabajo real)
- #16 what is it?Analytics are data sets and tools that measure customer, business, and webperformance.why do it?We want to learn from historical data about what has worked well and hasn’tworked so well so we can make informed decisions about the future.when to do it?Do this at the start of a project and as an ongoing activity to see how thepatterns change over time.how to do it?Find out which data tools or data sets your organisation currently uses. Theremight be lots of them buried in less-than-obvious places.n■ Once you’ve identified who holds the data, see if you can get access to thetool itself, then you can decide what’s important.n■ If you can’t get access to the tool, see if you can get some specific reportsrelated to your questions.n■ Look through the data to find trends and anomalies. Where are the spikes andthe dips? See if you can understand what caused them.n■ Focus your data analysis on the activities that you’re hoping to drive. Understandweb analytics such as popular content, entry and exit pages, pages withhigh bounce rates, conversion rates and conversion drop-off points.the agile flavourUnless you have a background in data analysis, this isn’t always an easy task.Try to make it a team activity, not only so you can all share in the understanding,but also because people from different functional areas will look at the data indifferent ways. Project the reports or the tool onto a large screen and discuss.Write key points on sticky notes. They might spot things that you wouldn’t havedone, or offer a perspective on the trends that you might not have consideredon your own.
- #17 camera as documentationwhat is it?It’s using your camera as a documentation tool.why do it?Seriously, who spends time reading epic tomes of documentation? So if no onereads them, why waste your time writing them? If all you need is a record of theactivity, findings, and the outcome, then make the outputs of the activity visualand take a photograph.when to do it?Do it whenever you create something visual that you need to record for prosperity.Everything from a scribble on a sheet of paper to sketches on a whiteboardto process mapping and affinity mapping can be captured with a photograph. Itsaves missing or mistranslating any detail, too.how to do it?n■ Dare we share point-and-shoot? You don’t need a snazzy camera, just onethat can capture the detail well enough that you can read it later.n■ Point your camera, frame your shot, shoot the picture, and—most important—check it before you walk away. Zoom in and check that you’ve the detail andthat it’s not blurry.n■ Download the shots from your camera frequently (daily, or at the end of eachsession) to a central space that the whole team can access. Or you can publishthe pictures to a photo-hosting site and share them with a closed group.n■ If people insist on some level of documentation, use your preferred presentationsoftware, insert the photos, and then annotate by pulling out the highlights.the agile flavourTo be honest, it doesn’t get much more agile than this, except to say that everyonecan take photos and share: it’s not the responsibility of the project photographer,as long as you all keep checking that someone has captured the moment
- #18 customer testingwhat is it?It’s getting direct feedback from customers who use your product or service.why do it?There’s no better way to understand what your customers truly think of yourproduct than to find out firsthand from the customers themselves.when to do it?Do it throughout the life cycle of the product, especially when considering change.how to do it?There are books devoted solely to customer testing so we’re not doing thesubject justice by giving it one page to talk about four different techniques.However, consider:n■ guerrilla testing: When you’ve little budget or time, simply grab your designsand take them to the nearest person. The idea is that some feedback isbetter than none at all. You could test something as small as a specificinteraction or something as big as a concept.n■ concept testing: Use this method to get feedback on the macro-level ideas ormental models and compare different concepts.n■ moderated usability testing: You need customers who match the targetprofile, test tasks/scenarios, and a prototype or system to test on. Ask thecustomer to complete tasks using the system and probe to understand thecustomer’s behaviours and thought processes. Success or failure is based onthe task completion rate and the customer satisfaction.n■ remote unmoderated testing: Based on the above, however. This uses cloudbasedor client software instead of a moderator. Participants are recruited tomatch the customer profile and are given specific tasks to complete.the agile flavourGuerilla testing is probably the most agile flavour of customer testing as it’s quick,relatively easy to do, and free. Divide the project team into small task forces to getmore feedback from a wider range of people in a shorter amount of time.
- #19 Hot Air Ballon (hacerlo)what is it?A hot air balloon is a visual discovery tool.why do it?It can help you understand the constraints and advantages that might hold backor propel an opportunity.when to do it?Do it at the beginning of a new product development process or at any point inproduct development when you’re considering sizeable change.how to do it?n■ Draw (or print) a large hot air balloon on paper or on a whiteboard.n■ Distribute sticky notes and pens to all participants.n■ Get everyone to brainstorm the ropes—things that hold us back—and thefuel—things that can help us fly.n■ Group the sticky notes into common themes.n■ Talk through the groups and prioritise to understand the key issues, anymitigating factors, and key opportunities that can be acted on.the agile flavourKeep this exercise time-boxed and short. Make it a collaborative effort betweenthe project stakeholders and the cross-functional project team for richer results.
- #20 showcasewhat is it?A showcase usually marks when the team demonstrate the working software.why do it?Do it as a checkpoint to solicit feedback from the product owners, customers,and project stakeholders.when to do it?Toward the end of each iteration, or short period of development, where a small,demonstrable chunk value or working software is showcased.how to do it?n■ Invite your audience, including product owners, stakeholders, and other interestedparties. Also invite members from the project team. It’s good to haveeveryone involved as they can hear the feedback firsthand and have crossfunctionalrepresentation to answer any questions from the product owner orother stakeholders.n■ Set their expectations about what they will see. This is important, as youmight be demonstrating an HTML-only version of working software whereasthe vice principle of marketing might be expecting to see the full visualtreatment.n■ Demonstrate the work developed since the last showcase.n■ Ask for feedback as you go through the demonstration. Give one person theresponsibility of recording the feedback.n■ If appropriate, give a progress report saying what you have or haven’tachieved against the intended plan and highlight any major roadblocks.n■ Explain what you intend to work on for the next development period and whento expect the next showcase.n■ Ask for feedback on the format of the showcase so that you can adapt it tomake it more productive, valuable next time.
- #21 stand-upwhat is it?A stand-up is a short, periodic status meeting for the project team and otherinterested parties. Also known as a scrum or huddle. It’s called a stand-upbecause everyone literally stands for the meeting as an incentive to keep it short.why do it?Do it to connect regularly with the broader team and get a shared understandingof progress and blockers.when to do it?Do it daily throughout the process!how to do it?n■ Decide on a regular time that works for most people.n■ Nominate a talking stick or similar object (balls are good because they can bethrown to random people in the stand-up and create a good sense of energy).n■ The person with the talking stick starts by saying the progress made sincethe last stand-up, what they intend to work on next, and any problems thatare preventing them from making progress. It’s the facilitator’s (or scrummaster’s) job to see if anyone can help with the issue and to decide to takeit offline if it’s going to derail the stand-up meeting.n■ After the first person has finished speaking, they pass the talking stick toanother person, who repeats the process until everyone has had a chanceto speak.n■ The last person with the talking stick keeps it until the following day andbecomes the first person to speak.