The story of what it's like being a UXer part of a large organisational transformation journey from Waterfall to Agile practices, and the "in-progress" view of the process looks like.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Product discovery involves an iterative process of understanding customer needs, setting priorities, and testing solutions. Agile product discovery emphasizes shared learning among the team through activities like stakeholder interviews, prototyping, and usability testing. It focuses on understanding the problem rather than jumping to solutions. Prioritization considers factors like value, cost, risk, and learning potential.
The document discusses product management lean methods used by companies like Amazon, Target, and JP Morgan. It outlines the goals of being a product manager as advocating for customers and guiding a product from start to finish with an agile team. Key lean product management methods discussed include design thinking, dual track scrum with discovery and delivery phases, empathy mapping, lean product cycles of ideating and testing minimum viable products. Examples are provided of brainstorming techniques, opportunity modeling, and MVP usability testing.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document provides an agenda for an upcoming meetup group meeting. It includes details about the event such as the date, time, location, and topics to be discussed. The agenda outlines that the meeting will cover the differences between invention and innovation. It provides definitions and examples of each term from various sources. It also asks attendees to identify a product failure example and the reasons for it failing. Overall, the document outlines the schedule and content planned for an upcoming meetup group event.
Product Owners need Super Powers to unlock the creative potential to innovate in the context of their organisation. The #PoDojo is the place to get your level up.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Product discovery involves an iterative process of understanding customer needs, setting priorities, and testing solutions. Agile product discovery emphasizes shared learning among the team through activities like stakeholder interviews, prototyping, and usability testing. It focuses on understanding the problem rather than jumping to solutions. Prioritization considers factors like value, cost, risk, and learning potential.
The document discusses product management lean methods used by companies like Amazon, Target, and JP Morgan. It outlines the goals of being a product manager as advocating for customers and guiding a product from start to finish with an agile team. Key lean product management methods discussed include design thinking, dual track scrum with discovery and delivery phases, empathy mapping, lean product cycles of ideating and testing minimum viable products. Examples are provided of brainstorming techniques, opportunity modeling, and MVP usability testing.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
This document provides an agenda for an upcoming meetup group meeting. It includes details about the event such as the date, time, location, and topics to be discussed. The agenda outlines that the meeting will cover the differences between invention and innovation. It provides definitions and examples of each term from various sources. It also asks attendees to identify a product failure example and the reasons for it failing. Overall, the document outlines the schedule and content planned for an upcoming meetup group event.
Topics covered :
Product Discovery – a concept to identify basic need
Design Direction, User Persona
Understanding of MVP, MVE and MLP with examples
How we can do prioritization – A brief with real time examples on each
How we can Feature identification
How we can do mapping to user stories
Agile at Enterprise Scale: The Tricky BitsBernie Maloney
Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
The document discusses the role of the product owner/manager in an agile development process. It outlines 10 key responsibilities including maintaining the product backlog, prioritizing features, conveying vision and goals, accepting completed work, and communicating status. It also discusses how product owners build the backlog by interviewing stakeholders, prioritizing needs using MoSCoW criteria and the 5 Ws, and writing clear user stories using INVEST and SMART criteria. The document notes that while agile favors working software over documentation, user stories still include acceptance criteria and visual depictions support documentation in a lean way.
The Scrum Product Owner needs to bring creative thinking to the team and to the product development. This was presented at the Atlanta Scrum Gathering 2012.
Consulting Services companies goes through multitude of challenges in its Sales cycle, Delivery Cycle and over all Competency building and maintaining cycle. In this 2 part blog, I write about the various issues, Well whats the point in discussing problems with out a solution, Worry Not, The blog culminates with a tried and tested solution.
Tried Architecture as Shared Services? Felt like Abstracting the best of the resources, while encapsulating them well within at the same time? Tried creating COE’s? Have the management shot back stating it is overused/abused concept, tried and failed? Yes there are lot of reasons to fail when NOT done right.
This blog entry documents the RIGHT way, tried and tested Recursively
The document summarizes an agile testing meetup that covered various agile testing techniques. It began with introductions from attendees and an overview of agile testing approaches. Key points included testing being part of development with whole team involvement. Techniques covered were unit testing, test driven development, acceptance testing, and behaviour driven development. Unit testing tests smallest parts while acceptance tests verify features. Test driven development focuses on writing tests first before code. Behaviour driven development uses scenarios to define features from a business perspective. The meetup concluded with a Q&A session.
This slide deck showcase various usage of Atlassian Products for Collaboration, Support and Maintenance and Portfoli Management. In this slide deck we have discussed about out of the box features of Atlassian tools, how we can use product portfolio other than software application management. How atlassian has evolved product concept for HR, legal, producrement etc. team to have in-built flows and standard template utilization.
Eventually, we can look for metrics that can be taken directly out of Jira Product portfolio, thier OOTB and how we can derive using JQL data for more metrics.
The document outlines an agenda for a two-day workshop on business models and customer development. Day one covers introducing customer development, developing a value proposition and identifying customer segments. Students work on an initial business model canvas and present it. Day two focuses on customer relationships, revenue streams, partners, resources/costs, and concludes with a customer development manifesto. The agenda emphasizes learning customer development strategies through hands-on exercises and student presentations of their business model canvas and customer discovery plans.
N uvention web for McCormick Advisory CouncilTodd Warren
NUvention Web is a course at Northwestern that teams up undergraduates from across the university to develop web or mobile product startups over the course of two academic quarters using the Lean Startup methodology. Students work in interdisciplinary teams to develop a minimum viable product, validate customer needs, iterate and improve their product, and launch a soft-launch of their product by the end of the course. The course is led by faculty and draws on an advisory board of industry professionals to provide mentorship and guidance to student teams.
The document discusses the customer's role in agile projects. It describes how the customer is expected to take on more of a product owner role by defining requirements, prioritizing features, and collaborating continuously with the development team. As product owner, the customer is responsible for the product vision and ensuring that development delivers business value. Regular delivery of working software allows customers to provide feedback and guide the team's work to best meet needs.
Creating Virtual Reality Training Using Interactive 360 Videos and Images wit...Margaret Roth
We’ve all heard that VR training experiences have a proven higher retention rate, with retention gains reaching 75 percent in comparison to standard video, eLearning, or textbook training. What we need to know is how to create and deploy VR training quickly and cost effectively, with the systems we have today. This session will cover the creation, editing, publishing, and tracking of VR training using 360 video.
In this session, you will learn about the creation, editing, publishing, and tracking of VR training using 360 video. You will explore the potential learning applications for using VR, and how it can be integrated into your current learning environment.
These slides were originally presented in San Jose, CA on June 26, 2018 at the Realities360 conference as part of the launch of CenarioVR.
An introduction to the heart, mind, and soul of Product Management: Customer Obsession, Metrics, and Product Sense. Presented at Product School Bellevue.
This document provides information for mentors of the ENGR 245 course at Stanford University. It outlines the course goals of teaching students how to build venture-scale businesses through customer development and testing business model hypotheses. It describes the student teams, 10-week schedule, and expectations for mentors to meet with their assigned student team every two weeks to provide guidance. Mentors are asked to help students select viable business opportunities and get experience validating their ideas with customers.
The Product owner is the main stakeholder in any agile software development project. The product owner is one of the four roles (scrum master, agile team, Product Owner & stakeholder) of the scrum framework for agile project management.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
The document provides an overview of an Agile Project Management workshop being conducted by Abhishek Prasoon, Chief Scrum Master at Coforge. The workshop agenda includes introductions to Agile concepts, simulations of Scrum meetings like sprint planning, daily standups, demos and retrospectives. The goal is to help participants understand Scrum rituals and artifacts, roles and responsibilities, estimation techniques, and career opportunities in Agile project management.
Is Lean UX Agile’s Brain? How Lean UX Fixes Common Agile ChallengesFITC
Agile development methods are sweeping the software industry, but reconciling UX, Agile and stakeholder demands for certainty are a struggle for many companies.
Expanding on a (in)famous “Agile doesn’t have brain” quote, Nick Van Weerdenburg, founder of Rangleio, shares his insights from 60+ modern front-end JavaScript projects on how Lean UX can drive the conversations that drive the creation of the right solution for the right audience.
Objective
Show the audience how Lean UX practices can drive the conversations that drive the effective adoption of Agile in companies small and large.
Target Audience
Managers, designers, developers and anyone who has a vested interest in build the right software for the right audience in the most effective manner.
Assumed Audience Knowledge
A basic knowledge User experience and Agile development.
Five Things Audience Members Will Learn
How to connect the user to the Agile development process
How to use Lean UX to drive Agile prioritization
How Lean UX creates the right conversations and eliminates the wrong ones
How to avoid UX design become a defacto waterfall process
How to use Lean UX to help drive effective enterprise transformation to Agile practices
Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile.
If you build websites for a living, you know the pressure. Drupal sites can be complex beasts with thousands of moving parts. Clients have high demands – changing demands. Budgets have never been tighter. If you are going to keep the sites you manage ahead of the competition, you have to innovate – continually. And everything has to be done at the breakneck speed of web time.
The results: the average software project is 45% over budget, delayed by 63% and missing 1/3 of the promised functionality. Failure has become the norm – but there is a better way.
Agile is a radically different processes for improving development efficiency, minimizing risk and enhancing innovation. In the ten short years since the Agile Manifesto was penned it has taken over traditional software and game development. The world’s web leaders such as Google, Amazon, Microsoft, Yahoo!, Twitter and Saleforce.com have embraced agile methodologies. Many top Drupal shops have also made the leap.
Come learn what all the buzz is about.
Technical Excellence Doesn't Just Happen - AgileIndy 2016Allison Pollard
This document summarizes a presentation about igniting a craftsmanship culture through technical excellence. It introduces the presenters and defines technical excellence as both delivering value today and building an adaptable product. It discusses how technical debt occurs and how continuous attention to quality enhances agility. Several practices are discussed that were tried to improve quality, such as test-driven development training, code clinics, and code reviews. It emphasizes that technical excellence requires ongoing learning and discipline to achieve long-term viability.
Created & presented by Mohammad Faiz & Daniel Monahan.
Objectives:
Understand the background and definition of Scrum
Understand how to better manage offshore projects with Scrum
Understand some of the pitfalls of Scrum and how to avoid them
Share best practices and experiences
Topics covered :
Product Discovery – a concept to identify basic need
Design Direction, User Persona
Understanding of MVP, MVE and MLP with examples
How we can do prioritization – A brief with real time examples on each
How we can Feature identification
How we can do mapping to user stories
Agile at Enterprise Scale: The Tricky BitsBernie Maloney
Agile thrives with individual teams, yet even Ken Schwaber asserts 75% of organizations using scrum won't succeed in getting the benefits they hope for from it. Many such organizations have been structured by default along hierarchical lines, rather than by design for iterative work. A set of established and emerging ideas to address organizational impediments point to a future where Agile introductions Go Big, rather than Go Home.
How to structure, implement and evaluate an innovation management programmeBarry Magee
This document summarizes lessons learned from two innovation programmes at IBM:
1. Sales Collaboration programme achieved 80% idea progression through implementation and identified barriers like employee silos and lack of business skills. It demonstrated the value of cultural assessment, quick wins, and a sustainable approach.
2. Client Value Innovation programme yielded 27% idea submissions over workshops/clinics and identified strengths like cross-division engagement but weaknesses in team formations, mentor selection, and showcase format. It provided lessons around innovation cycle timing and design thinking education.
The document discusses the role of the product owner/manager in an agile development process. It outlines 10 key responsibilities including maintaining the product backlog, prioritizing features, conveying vision and goals, accepting completed work, and communicating status. It also discusses how product owners build the backlog by interviewing stakeholders, prioritizing needs using MoSCoW criteria and the 5 Ws, and writing clear user stories using INVEST and SMART criteria. The document notes that while agile favors working software over documentation, user stories still include acceptance criteria and visual depictions support documentation in a lean way.
The Scrum Product Owner needs to bring creative thinking to the team and to the product development. This was presented at the Atlanta Scrum Gathering 2012.
Consulting Services companies goes through multitude of challenges in its Sales cycle, Delivery Cycle and over all Competency building and maintaining cycle. In this 2 part blog, I write about the various issues, Well whats the point in discussing problems with out a solution, Worry Not, The blog culminates with a tried and tested solution.
Tried Architecture as Shared Services? Felt like Abstracting the best of the resources, while encapsulating them well within at the same time? Tried creating COE’s? Have the management shot back stating it is overused/abused concept, tried and failed? Yes there are lot of reasons to fail when NOT done right.
This blog entry documents the RIGHT way, tried and tested Recursively
The document summarizes an agile testing meetup that covered various agile testing techniques. It began with introductions from attendees and an overview of agile testing approaches. Key points included testing being part of development with whole team involvement. Techniques covered were unit testing, test driven development, acceptance testing, and behaviour driven development. Unit testing tests smallest parts while acceptance tests verify features. Test driven development focuses on writing tests first before code. Behaviour driven development uses scenarios to define features from a business perspective. The meetup concluded with a Q&A session.
This slide deck showcase various usage of Atlassian Products for Collaboration, Support and Maintenance and Portfoli Management. In this slide deck we have discussed about out of the box features of Atlassian tools, how we can use product portfolio other than software application management. How atlassian has evolved product concept for HR, legal, producrement etc. team to have in-built flows and standard template utilization.
Eventually, we can look for metrics that can be taken directly out of Jira Product portfolio, thier OOTB and how we can derive using JQL data for more metrics.
The document outlines an agenda for a two-day workshop on business models and customer development. Day one covers introducing customer development, developing a value proposition and identifying customer segments. Students work on an initial business model canvas and present it. Day two focuses on customer relationships, revenue streams, partners, resources/costs, and concludes with a customer development manifesto. The agenda emphasizes learning customer development strategies through hands-on exercises and student presentations of their business model canvas and customer discovery plans.
N uvention web for McCormick Advisory CouncilTodd Warren
NUvention Web is a course at Northwestern that teams up undergraduates from across the university to develop web or mobile product startups over the course of two academic quarters using the Lean Startup methodology. Students work in interdisciplinary teams to develop a minimum viable product, validate customer needs, iterate and improve their product, and launch a soft-launch of their product by the end of the course. The course is led by faculty and draws on an advisory board of industry professionals to provide mentorship and guidance to student teams.
The document discusses the customer's role in agile projects. It describes how the customer is expected to take on more of a product owner role by defining requirements, prioritizing features, and collaborating continuously with the development team. As product owner, the customer is responsible for the product vision and ensuring that development delivers business value. Regular delivery of working software allows customers to provide feedback and guide the team's work to best meet needs.
Creating Virtual Reality Training Using Interactive 360 Videos and Images wit...Margaret Roth
We’ve all heard that VR training experiences have a proven higher retention rate, with retention gains reaching 75 percent in comparison to standard video, eLearning, or textbook training. What we need to know is how to create and deploy VR training quickly and cost effectively, with the systems we have today. This session will cover the creation, editing, publishing, and tracking of VR training using 360 video.
In this session, you will learn about the creation, editing, publishing, and tracking of VR training using 360 video. You will explore the potential learning applications for using VR, and how it can be integrated into your current learning environment.
These slides were originally presented in San Jose, CA on June 26, 2018 at the Realities360 conference as part of the launch of CenarioVR.
An introduction to the heart, mind, and soul of Product Management: Customer Obsession, Metrics, and Product Sense. Presented at Product School Bellevue.
This document provides information for mentors of the ENGR 245 course at Stanford University. It outlines the course goals of teaching students how to build venture-scale businesses through customer development and testing business model hypotheses. It describes the student teams, 10-week schedule, and expectations for mentors to meet with their assigned student team every two weeks to provide guidance. Mentors are asked to help students select viable business opportunities and get experience validating their ideas with customers.
The Product owner is the main stakeholder in any agile software development project. The product owner is one of the four roles (scrum master, agile team, Product Owner & stakeholder) of the scrum framework for agile project management.
This document provides an agenda and slides for a training on Agile Project Management. The training covers topics such as Scrum roles and processes, scaling Agile to multiple teams, user stories and estimation techniques, and empowering teams through delegation. Managing requirements and dependencies between teams when scaling Agile is also discussed. Examples from companies like Spotify, DeLaval, and Tele2 are used to illustrate how Agile principles can be applied at different levels from teams to programs.
The document provides an overview of an Agile Project Management workshop being conducted by Abhishek Prasoon, Chief Scrum Master at Coforge. The workshop agenda includes introductions to Agile concepts, simulations of Scrum meetings like sprint planning, daily standups, demos and retrospectives. The goal is to help participants understand Scrum rituals and artifacts, roles and responsibilities, estimation techniques, and career opportunities in Agile project management.
Is Lean UX Agile’s Brain? How Lean UX Fixes Common Agile ChallengesFITC
Agile development methods are sweeping the software industry, but reconciling UX, Agile and stakeholder demands for certainty are a struggle for many companies.
Expanding on a (in)famous “Agile doesn’t have brain” quote, Nick Van Weerdenburg, founder of Rangleio, shares his insights from 60+ modern front-end JavaScript projects on how Lean UX can drive the conversations that drive the creation of the right solution for the right audience.
Objective
Show the audience how Lean UX practices can drive the conversations that drive the effective adoption of Agile in companies small and large.
Target Audience
Managers, designers, developers and anyone who has a vested interest in build the right software for the right audience in the most effective manner.
Assumed Audience Knowledge
A basic knowledge User experience and Agile development.
Five Things Audience Members Will Learn
How to connect the user to the Agile development process
How to use Lean UX to drive Agile prioritization
How Lean UX creates the right conversations and eliminates the wrong ones
How to avoid UX design become a defacto waterfall process
How to use Lean UX to help drive effective enterprise transformation to Agile practices
Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile.
If you build websites for a living, you know the pressure. Drupal sites can be complex beasts with thousands of moving parts. Clients have high demands – changing demands. Budgets have never been tighter. If you are going to keep the sites you manage ahead of the competition, you have to innovate – continually. And everything has to be done at the breakneck speed of web time.
The results: the average software project is 45% over budget, delayed by 63% and missing 1/3 of the promised functionality. Failure has become the norm – but there is a better way.
Agile is a radically different processes for improving development efficiency, minimizing risk and enhancing innovation. In the ten short years since the Agile Manifesto was penned it has taken over traditional software and game development. The world’s web leaders such as Google, Amazon, Microsoft, Yahoo!, Twitter and Saleforce.com have embraced agile methodologies. Many top Drupal shops have also made the leap.
Come learn what all the buzz is about.
Technical Excellence Doesn't Just Happen - AgileIndy 2016Allison Pollard
This document summarizes a presentation about igniting a craftsmanship culture through technical excellence. It introduces the presenters and defines technical excellence as both delivering value today and building an adaptable product. It discusses how technical debt occurs and how continuous attention to quality enhances agility. Several practices are discussed that were tried to improve quality, such as test-driven development training, code clinics, and code reviews. It emphasizes that technical excellence requires ongoing learning and discipline to achieve long-term viability.
Created & presented by Mohammad Faiz & Daniel Monahan.
Objectives:
Understand the background and definition of Scrum
Understand how to better manage offshore projects with Scrum
Understand some of the pitfalls of Scrum and how to avoid them
Share best practices and experiences
- The document discusses positive design impact and provides insights from exercises on what makes people happy, soft skills for UX practitioners, and empathy.
- It also touches on understanding organizations, immersing yourself, being elastic, and sharing stories to demystify the design process.
- The document concludes by discussing characteristics like awareness, leadership, and habits UX professionals should cultivate to have more global impact.
This document discusses adapting UX practices for agile development. It begins by explaining the limitations of traditional waterfall development and benefits of agile. It then outlines challenges UX faces in agile, like lack of big upfront design. Methods discussed for agile UX include lean UX principles, rapid prototyping and testing, collaborative design, and representing users through personas and story mapping. The document emphasizes adapting UX to be integrated, iterative and focus on delivering working software over documentation.
This document discusses adapting UX practices for agile development. It begins by explaining the limitations of traditional waterfall development and benefits of agile. It then outlines challenges UX faces in agile, like lack of big upfront design. Methods discussed for agile UX include lean UX principles, rapid prototyping and testing, collaborative design, and representing users through personas and story mapping. The document emphasizes adapting practices for quick feedback rather than big documentation, and keeping the focus on customer needs, business goals, and technology realities.
The document discusses various software development process models including waterfall, iterative, spiral, win-win spiral, cleanroom, and hacking. It notes limitations of the waterfall model and how iterative models address risk by coding incrementally, gathering feedback, and reworking. The spiral model specifically focuses on risk assessment at each stage. Win-win spiral seeks to reconcile stakeholder objectives. Cleanroom aims to prevent defects through rigorous testing and reviews. Hacking works for small, low-risk projects.
This document discusses various iterative software development models, including the spiral model, win-win spiral model, and cleanroom methodology. The spiral model is risk-driven and involves iterating through phases of planning, risk assessment, engineering, and evaluation. The win-win spiral model seeks to reconcile stakeholder objectives through negotiation. Cleanroom methodology emphasizes technical reviews, incremental development, and testing to reduce defects. Alternative models like hacking are also discussed for low-risk or disposable projects. Overall, the iterative models attempt to address limitations of the traditional waterfall model by incorporating feedback loops, prototyping, and incremental delivery.
Ace ux hiring with applied design thinkingMalini Rao
The UX field is exploding with an ever increasing demand and there is also a plethora of UX talent. But not all talent is equal. Hiring in the hot UX market today is analogous to committing to a long-term relationship based off of a meeting in a speed-dating event. In both cases, the result is often hit or miss. This talk will encourage managers to be strategic in the rat race that UX talent hiring has become. It will propose the use of design thinking and methods to differentiate themselves to the discerning candidates and also equip their team with top-notch UX talent.
Design and research thinking can be applied to not just evaluate and compare UX talent but also come up with ways of involving the internal product and UX teams to collaboratively but objectively point towards a decision.
Contrary to what most people start with, the first ‘design artifact’ in the ‘hiring design project’ is not the job description. Instead the hiring manager goes through a requirements gathering phase spanning unmet product needs; existing skill set gaps of the team; balancing personality traits and also taking personal preference into account. These requirements then translate into a ‘proto-persona’ of the ideal candidate. A targeted job description can now be written to attract this type of candidate.
Several practical tips will be shared in the talk to cover the various aspects of the hiring process - for e.g, tips about establishing the all important relationship of the hiring manager and the recruiting staff; the definition of a design exercise etc. The talk will also propose the use of objective research measurement techniques to evaluate and compare candidates. The presenter will share an example of a comparative rating scale that can serve to objectively aggregate the ratings of all the people involved in the interview process.
Ultimately, the hiring manager still uses their judgment to make the final call but this considered approach allows for clear thinking and rationalizes the decision and allows it to be shared to the extent necessary.
Agile Requirement Development - A Breathtakingly Quick IntroductionTieturi Oy
The document discusses agile requirement development. It notes that requirements need not be fully defined upfront and that the goal should be delivering working solutions. It discusses positioning requirements within agility and examining the system context. It provides examples of agile practices at different levels including requirement development. Some classic requirement modeling techniques are applicable to agile development. Principles of agile modeling like simplicity and rapid feedback support requirements analysis. Practices like specifying requirements collaboratively, splitting large requirements, and defining acceptance criteria are discussed. The document emphasizes illustrating requirements with examples and using a definition of ready to ensure specifications are developed sufficiently. It suggests continuously improving requirements processes through retrospectives.
Scaling r&d org while maintaining qualityAviran Mordo
As a fast growing company Wix R&D doubles every year. In this talk I will describe how we structured our R&D division, what we are doing to build and keep an "A" team of developers and our dev centric and quality based culture that supports innovation.
Agile and data driven product development oleh Dhiku VP Product KMK OnlineRein Mahatma
Di webinar ini Dhiku akan membawakan materi seputar tips product management, bagaimana proses membangun product digital dengan agile dan data driven. Dimulai dari memahami kebutuhan user, melakukan usability testing, menganalisa data, melakukan prioritas fitur dan perencanaan product roadmap, incremental deployment ke user, sampai evaluasi data untuk pengembangan product yang lebih baik.
Oleh http://www.startupbisnis.com dan http://www.codepolitan.com
Professional Project Manager Should Be Proficient in AgileNitor
This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Product Design in Agile Environments: Making it Work at ProductCamp PittsburghCarol Smith
Can Product Design work in Agile environments? Yes! Balancing people and process can be complicated, and in this talk, Carol will provide you guidance to make it work. You can inform good design with strong user experience (UX) research and support continuous releases in a fast-paced environment. We'll look at ways to achieve a flexible approach that meets the needs of these seemingly conflicting efforts. Participants will come away with the tools they need to successfully integrate design thinking methods, in an Agile environment, one sprint at a time.
Selected for presentation at ProductCamp Pittsburgh in September 2018 at Carnegie Mellon University (CMU).
What problem are you try to solve. For a variety of reasons agile teams often face situations where product leaders and business stakeholders are handed solutions and requests for features. Problem Canvas is a facilitation method based on LEAN UX to help teams ensure they understand the problem they are trying to solve.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
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Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
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Agile, UX and The Enterprise
1. Agile & The Enterprise
From a UX Perspective
13/03/2015
Presented by: Lexi Thorn & Scott Maywood-Bryant
#agileux15 @ANZ_AU @lexithorn @ScotTheLot
2. Thanks to the awesome speakers
• Ben & Diana – disrupting the disruptor (so meta!), and why agile iterative development
is well suited to a customer centered test and learn approach
• Cameron – agile conversion journey, and overcoming the “cowboys” by not following
agile techniques blindly
• Sophie – we need to go High Definition with our communication, trust needs to be in
the room with distribution
• Ruth & Simon – how not to be dicks to each other – awesome
• Megan – hands on practical advice for conducting diary studies, love the
hand-craftiness too
• Karen – Fadgile -> Wagile -> Radgile and your amaze-gile puns
• Warwick – on setting UXpectations and a framework for measuring the quality of
experience over time
• Jake – the importance of having a Vision, and valuing agility over Agile with a capital A
2
20. Three workshops covered:
Workshop 1 – Product landscape
• Review of Product Strategy and roadmap
• What will make this project a success from a Product point of view?
• What are the best ways of working together?
Workshop 2 – Overarching Vision and Principles
• What do we collectively know about the customer and their needs?
• What is our Vision for the product?
• CX and Content principles
Workshop 3 – Visual Design Principles
• What attributes should our customers use to describe our design?
• How can we articulate the visual design Vision?
• How should the site look and feel to our customers?
We have also revisited previous knowledge gathered e.g. Digital Sales and Marketing analytics,
branch and contact centre visits etc.
20
1.1 Vision: Stakeholder workshops
Goal: Shared understanding of the vision, business context and design challenges
23. 1.1 Vision: We then created a clear brief
Contains:
• Our Vision for the project, and the drivers of success
• Playback of business context gathered to date
• Design challenges:
• They are actionable and meaningful
• I can make design decisions off these
• I can check my design work against these
• …to confirm that I’m heading in the right direction
• We describe what we are aiming to solve rather than how we are solving it
30. 1.3 Concepting & Prototype
30
Q. What’s the output
at this stage?
31. 1.3 Concepting & Prototype: Artefacts
31
Prototypes
Attribute: http://www.paulnobles.com/wp-content/uploads/2011/08/axure-prototype1.png
• Breadth of the system
• Tricky interactions
…deferring detailed design
decisions to the last responsible
moment (within Sprint cycles)
• Interaction framework
• Allows us to estimate
46. 3. Delivery: UX as part of the delivery team
46
IT -1 IT IT +1
2 weeks 2 weeks 2 weeks
Working together with the BA’s
to detail our design ready to
support the development team
throughout the sprint.
Up-front design In-flight design
Working together with the devs
and system test team in the
nuts and bolts of the code,
supporting and making minor
design decisions/tweaks on the
fly as things come to life.
Working together with the UAT
team to make sure the design
meets business acceptance
criteria.
Design acceptance
47. …we could wear one of any three hats in an iteration
IT +1
2 weeks
IT
IT -1
IT +1
2 weeks
IT
IT -1
IT +1
2 weeks
IT
IT -1
49. Moving from a model of solving problems linearly…
49
Attribute: https://farm6.staticflickr.com/5495/9629749173_962f61f5af.jpg
Requirements > Design > Development > Testing
50. …to solving problems as a team
50
https://lh5.googleusercontent.com/-
ZYzhnCG8Gak/Uy24FWTmKEI/AAAAAAAAAFQ/d89KwykVFKA/w654-h654/lego_group.png
55. 4. Supporting elements: Resourcing
• Our CX team are resourced in a way that can work with this process
• People that can do heavy lifting during discovery
• Then have people (1 UX, 1 Designer) that sit alongside the delivery team
55
65. Discussion topics
• Has anyone else got a perspective that they’d like to share?
• Enterprise or other?
• What are the biggest challenges you’ve had to overcome in your Agile projects?
• How does your Iteration 0 planning/discovery process work?
• Do you do one?
• What are the ratios of people in your teams? Product/BA/UX/Visual/FE/BE/Test
• What kinds of research to you do? How do you weave this in?
• How do you manage all of this in “Sprints”
• Do you work, one, two, three or more sprints ahead?
65
Editor's Notes
Thanks!
We’re both part of the Digital Customer Experience team at ANZ based in Melbourne
We have in our team a bunch of highly talented…
User Experience Designers, Visual Designers, UI Prototypers, Researchers and Accessibility Specialists
Our talk today is about Agile and the Enterprise
…as well as the collaborative, cross-functional teams, that make this way of working a success.
…or in real life at ANZ, here we are in our project team
Let’s start by asking Why Agile?
In traditional waterfall, we often “Gold plate” the system so not many features are actually used when we finally get to the end.
Often times when you go through a large project in an enterprise you want to include ALL of the features because usually it’s your ONLY chance to get them into a product (Phase 2 is often something that happens over the rainbow)
One of the best parts about agile is the fact that you get feedback on your work in small incremental phases (rather than in a “big bang” in 6 months time)
This applies to feedback not only from our stakeholders but our customers too – which is why we include research at multiple stages in the process
This is something we really believe in, and helps us to bring everyone (including stakeholders) along on the journey of creating a product
And it’s also awesome working in a great team culture…
Underpinned by cross-functional, collaborative, autonomous teams, working towards a common goal – is where we want to be
Great, so now we’ve discussed the “Why”…
…we’ll look at our “flavour” of agile at ANZ.
This is an “in progress” view as we’re going through this cultural transformation at the moment
So moving on to the outline of our talk today
We wanted to structure this session around the Agile process that we generally follow at ANZ.
1. The first phase being Discovery, where we set the foundation for the project
So that we all have a clear Vision about what we’re trying to achieve
2. Followed by Planning phase (where we break down the work into chunks and prioritise),
3. and then the Delivery phase (where we build and release in iterations)
4. We also wanted to chat a bit about the elements that are really helpful to support this way of working
Such as the workspace, tools, and stuff like that
Let’s deep dive into each of these phases.
Generally two broad things happen in our iteration 0 or Foundation phase –
The first is “Business readiness” - where the goal is to have a shared understanding of the Vision for what are we going to create, and what success looks like for the project.
We also make sure we involve the Accessibility specialists in our team up front
…and from a UX perspective the output of this phase is a prototype which demonstrates the “shape of the thing we’re going to deliver” – we’ll explain more about that a bit later
2. The second is “Technology readiness” – which is getting everything in place in order to build it e.g.
Environments (Development, Test, UAT, Sandbox)
Tooling (Continuous integration e.g. Bamboo)
System architecture
Browser Device OS – what’s our list
Devices – getting the physical devices to test on
While it’s important that the project team is across both, we can use our unique skillsets to divide and conquer and get stuff done.
Looking at this from a UX angle, the 2 key areas we thought would be most interesting to talk about in our Discovery phase are…
1.1 Vision – and what we do in order to create the Vision
1.2 Concpeting and prototype phase – what’s our micro-process within here and what artefacts we create at the end of this process (or what the outputs look like)
To begin with our Vision.
With any “great thing” we build we need to start with a solid foundation.
And in a large enterprise that foundation often starts with People, having a common idea of where we want to head
…because when this comes unstuck or is not aligned that’s when things can start to become a bit wobbly
Generally when a new team is formed on a project we often have different “mental models” of what success looks like (or what we are trying to achieve)
It isn’t too hard to understand why, because people come to the project from different perspectives, and success may mean different things to different people
So we want to try and move from this…where the team has different ideas of success… to…
…to something more like this
Where everyone’s view of success is aligned
and we all have a common (or shared) vision of what we’re going to create
On a recent project that we’ve been working on
we really took the time to get the team together and understand the Business context, Project Vision and priorities – as well as the challenges for design.
We did this through series of workshops (with lots of post it notes of course)
And under these areas we brainstormed and captured everyone’s thoughts and understanding around a set of focus questions (some of them are up there)
Our workshops covered:
Product landscape: Where the Product Owner gave us a great brief on the lay of the land, helping to form context for the project
Overarching Vision and Principles: Where we had a knowledge sharing session about customer research gathered to date, as well as establishing our Vision and Principles
…and then a deep dive into Visual design or aesthetic goals
The other benefits of doing these sessions were:
…it brought everyone in the team together right at the start
Everyone could listen, share and ask questions
…and that ultimately meant we could all share the same view of what success looked like
Stakeholder workshops can be really helpful in unearthing existing insight. We began by gathering and synthesising the research the business has already undertaken.
One of the benefits of being in a larger enterprise is that we have vast amounts of data collected and research undertaken by different parts of the business.
The challenge can be in emerging the insight out of all of that data and determining what is useful and what is not.
It is also during this time that we identified specific questions that still needed answering and we began to plan further research help us do that.
Following these workshops we then synthesised the outputs and documented them in a brief
…good old affinity diagraming (and you can see that happening here in our workspace).
We then created a clear brief which contained a playback of the business context (re-iterating what we understood)
It can be read as a series of design challenges:
Each design challenge was written in a way that followed these guidelines making them actionable and meaningful (see slide)
The more clearly you can articulate the problem, the easier it is to find a solution
The outcome of this process – We all have a common goal and shared vision
It can be easy to underestimate the importance of this part in the process, or just dive straight in and start designing…
But when everyone on the team has the same vision, they are all on the same page for what it takes to succeed.
So now we have a clear Vision / Foundation, we then move on to our process of exploratory design
We start by referencing our Brief and design challenges then go through an:
Exploratory phase = Divergent thinking – explore the problem space. This is often in the form of sketches, rough concepts that answer the design challenges
Refinement phase = Convergent thinking – where we take the strongest ideas and refine them into a prototype
In terms of research
During our divergent thinking phase we often do things like Contextual Inquires
And when we move into refinement we tend to do more tactical 1-on-1 usability testing
…taking a bit of a deeper dive into each:
Upfront research enables us to decide “what is the right design”, by listening to our customers out in the field
Otherwise we often jump straight into research, or bring customer feedback in too late, which happens during the design phase (think traditional usability testing)
So we want to take a step back to properly listen and understand the problem space
This might take a form of contextual inquiry where we’ve gone out into people’s homes and workplaces
This doesn’t have to take a long time, on a recent project we did this in about a week.
It brought home a rich wealth of insight for the team to work from in their first round of design iterations
Based on this insight… and the design challenges we established in our brief
…we do tons of sketches to respond to some of the insights we’ve uncovered during our divergent thinking research
…and as we start to feel as though we’ve exhausted the range of possible ideas, we then find that’s a good place to start refining
…And as we refine, we make sure we get lots of feedback from our customers and stakeholders to do this
We hold these types of sessions regularly
As we we start to refine more and more we then converge the designs, and work them into a prototype
…so what kind of output are we aiming for at this stage?
What are we working towards in our refinement?
At the end of the discovery phase we’d normally have a clickable Axure prototype that communicates the product at a high level
We’re not looking for something highly detailed, we’re looking for something that shows
Breadth of the system: Key user journeys, core pages and modules
Tricky interactions (things we might want to Spike in code at the start to see if they’re going to work)
Framework: How things “fit” together, and how we might scale
Estimating: Allows the developers and testers to estimate their effort
- We’re not trying to solve all of the design problems up front, we can defer some decisions “to the last responsible moment”
From a Visual Design point of view we’ll also create a:
Lightweight style guide
Grid system (particularly important for responsive)
At this point, for design, we’re thinking about those foundation things that might be harder to change later… and things that the Front End developers are really happy about if we’ve thought about them up front.
So the idea is to move from a large detailed upfront design specification to… as needed deliverable documentation
Or you could think of it more like a Foundation or a Interaction Framework for the solution. Think of it like the framework of a house - where you can render in your rooms later on.
…rather than over-designing upfront
Once we’ve completed our discovery phase the next step is to take our Prototype into Planning out our backlog and releases
How do we move from…
…a basic prototype, into user stories that are prioritised and ready for development?
First we look across the prototype we’ve created …then…
Break down the prototype into common components, modules or features
And look at what are all of the building blocks that make up the product (or system)
At this stage we’d work with the Business Analysts to add some acceptance criteria
and we need to provide enough information so they can be estimated by the development team at a high level
Then we begin our estimation with the delivery team:
1 point = 1 good working day (need a baseline to start off) …and then our points become abstracted comparative measurements
Our estimates also include test effort
Now that we have an understanding of size and rough scope…
…we then work with the Product Owner to prioritise our modules in order of build
At this stage it’s so IMPORTANT that everyone has a common understanding of the DETAIL of the backlog AND the priority order before we start delivery
getting the right decision makers in the room is VITAL at this stage.
So moving on to delivery… let’s recap what we’ve got to work with
A great foundation or Vision
Our prototype or framework
Our components or modules
We know our priority of delivery for these
As we move into delivery we start to focus on detailing what we need to support the development team throughout the sprint.
So at this point…
Our lower priority items we model in less detail, because we’re not too worried about those at this stage
BUT we make sure we have “focus” on the items at the top of our backlog, these are the things we model in greater detail, and get ready for build
…but sometimes as you’re designing the options A might be just as good as B, so this is where… (next)
…we can design for OPTIMISATION in mind.
So when we go LIVE we can think about the key things we want to test when we launch, and solve through quantitative analysis.
We’re really lucky because we already have a great Test and Target program that supports this.
Digging deeper into how our UX practice works when it comes to delivery....we have to wear a number of hats.
Prior to an iteration commencing…
This is where we may take a module and do all of the final design / interaction work required, this is our polish. We want to make sure we’ve done everything we can to set the sprint up for success (we’re not changing our minds about design within the sprint)
During an iteration…
We make minor design decisions / tweaks on the fly, together with developers, as things come to life
Post iteration
We make sure the design meets business acceptance criteria, so we can help with this phase too
…but as things really get going and we start delivering we could wear one of any three hats in an iteration – it’s a balancing act
We always try and put our hands up for anything that we can lend a hand to.
After all, we’re a team, working towards a common goal.
To sum up the whole process, we’re really trying to move from a model where we
Solve problems linearly (to)
…to solving problems as a team
We might be a motley crew, but we get it done together
Where we have a highly communicative environment that alleviates the need for work being passed up and down a chain
Let’s have a look at some of the supporting elements that make this way of working a success
Most importantly, working in a team environment, that has a sense of momentum and achievement makes for a great workplace and a happy team
….in an enterprise, great spaces!
We have an open environment where we can bring all of our stakeholders down for our showcases and workshops. It’s a great space for encouraging honest collaborative feedback
We have a workspace that is malleable/reconfigurable
We have lots of wall space
We have pod where we can go for quite huddles
We have comfortable couches
So it’s a really cool space that our team finds comfortable working in and showcasing our work
Resourcing: Our CX team are resourced in a way that can work with this process
as a result is that it has allowed us to work in a truly cross-functional way
The right digital tools are really important
We currently use JIRA and Confluence
…and we put effort in for the the whole team being trained on how to use them
Help to shield team from noise.
Communicate progress up and out to more senior stakeholders if need be. Keep momentum going
Someone embedded in the project team gets to communicate at Governance level so they can clarify any issues
Particularly as you are moving through organisational transition
A great Agile coach that can keep you honest and questioning your process as you go
Probably one of the most important things…
In large environments going through transition we need a culture of support. If you’re a new team going through this transition – be cool, be kind to each-other
Build a culture that supports learning rather than finger pointing
…and have fun
Team culture is so important and not to be underestimated
So we can have happy, collaborative teams…
To create great things.
Questions are our favourite part, so we wanted to leave lots of time for this (or beer?)