Design is all about value. It helps transfer value from one person to another. Design insures you have an experience: that at the end, you’re different than when you started. Design makes this difference, and like Babbage’s Difference Engine of yore, specific knobs and levers control how much value you can create with design.
In this presentation, we’ll learn how five levers — models, fidelity, audience, annotation, and velocity — work together. We’ll see how agile, lean, and waterfall teams apply these levers differently at different times to create different value from design.
Friday at work, you won’t be able to stop yourself from asking five, simple questions. You’ll be maximizing design value for every project you encounter.
User Experience Architecture in a Cross-Channel WorldAustin Govella
One of the dirty secrets about cross-channel user experience is that we've always worked cross-channel. What's changed is how much—and how well—we can impact the experience across these channels.
In this presentation, we’ll examine three guiding principles for working cross-channel. With those principles in mind, we’ll look at four tools you can use to help guide and improve cross-channel user experiences at your organization.
BOOM Units: Four steps to turn you team into a lean, product development machineAustin Govella
In the agricultural age, it took 182 years to build Notre Dame cathedral. In the industrial age, it took Bell Labs 22 years to design the push-button telephone. In the design age, you can build big, huge systems as fast as you can connect different frameworks. You no longer have 22 years — much less 182 years. To succeed in the design age, product development has to evolve.
Successful product teams have evolved into something akin to an emergency service:
Triage to identify what needs fixing
Treat acute, urgent problems as quickly and safely as possible
Prescribe actions to prevent future problems
Successful teams launch new products with big impacts quickly like a bomb going off: Boom. Successful teams are B.O.O.M. Units. In this presentation, we’ll examine the four attributes of these high-performing teams:
Balanced teams: activate the talents of every team member
Outcome-focused: teams focus relentlessly on the experience
On-time delivery: each team member delivers their part just-in-time
Maximized impact: team members choose the smallest change that creates the largest impact
To illustrate these behaviors, we’ll look at four stories that show BOOM Units in action, and for each behavior, we’ll look at a tool you can start using when you go back to work on Monday morning.
For developers, UXers, and project managers who want to deliver more innovation, you can transform your team for the inside out into high-performing BOOM Units.
In this presentation, learn how to hack UX Zombies to pieces using two tools: models and fidelity. You’ll be introduced to how to control the fidelity of our models, to hack UX for the right design.
User Experience Architecture in a Cross-Channel WorldAustin Govella
One of the dirty secrets about cross-channel user experience is that we've always worked cross-channel. What's changed is how much—and how well—we can impact the experience across these channels.
In this presentation, we’ll examine three guiding principles for working cross-channel. With those principles in mind, we’ll look at four tools you can use to help guide and improve cross-channel user experiences at your organization.
BOOM Units: Four steps to turn you team into a lean, product development machineAustin Govella
In the agricultural age, it took 182 years to build Notre Dame cathedral. In the industrial age, it took Bell Labs 22 years to design the push-button telephone. In the design age, you can build big, huge systems as fast as you can connect different frameworks. You no longer have 22 years — much less 182 years. To succeed in the design age, product development has to evolve.
Successful product teams have evolved into something akin to an emergency service:
Triage to identify what needs fixing
Treat acute, urgent problems as quickly and safely as possible
Prescribe actions to prevent future problems
Successful teams launch new products with big impacts quickly like a bomb going off: Boom. Successful teams are B.O.O.M. Units. In this presentation, we’ll examine the four attributes of these high-performing teams:
Balanced teams: activate the talents of every team member
Outcome-focused: teams focus relentlessly on the experience
On-time delivery: each team member delivers their part just-in-time
Maximized impact: team members choose the smallest change that creates the largest impact
To illustrate these behaviors, we’ll look at four stories that show BOOM Units in action, and for each behavior, we’ll look at a tool you can start using when you go back to work on Monday morning.
For developers, UXers, and project managers who want to deliver more innovation, you can transform your team for the inside out into high-performing BOOM Units.
In this presentation, learn how to hack UX Zombies to pieces using two tools: models and fidelity. You’ll be introduced to how to control the fidelity of our models, to hack UX for the right design.
Dr.* Truemper, Or: How I learned to Stop Being Wasteful and Love Lean UXJake Truemper
Introduction to Lean UX, presented Nov 15 2013 at the St. Louis Days of .Net
In this presentation, Jake ("Dr. Truemper") speaks to Lean UX: what it is, why it should matter to you, basic tenants, and how it can be applied.
This is a full day workshop on applying Agile thinking to UX practice and integrating UX into Agile projects. The workshop is part of the Rosenfeld Media workshop series.
What is a Minimum Viable Product? How does it relate to and impact UX practice? And what are some strategies we can apply in designing them. MVPs are, in my view, core to an effective Agile/Lean UX practice, and in this talk I offer an introduction to what an MVP is and provide some strategies for how to go about designing an effective MVP. I gave this talk at IA Konferenz 2013 in Berlin. It's an updated version of a talk I gave at Hackers & Founders in Barcelona in 2012.
Presented at WebVisions May 2013 in Portland, OR.
What happens when you take teams that have traditionally not worked together closely? Teams that are used to the "delivery mindset" and instead try to bring great experiences to life in a collaborative manner?
All hell breaks loose!
We are all creatures of habit and we all bring baggage to the table. And events conspire to tear our teams apart. This talk takes the flip side of how teams work together well and instead looks at behaviors and events that can stifle team collaboration for Lean UX teams. 18 anti-patterns are used to sensitize you for what to watch out for as well as strategies to overcome each.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
UX + Agile: The Good, The Bad, and The UglyJoshua Randall
There's a rumor going around that user experience (UX) and Agile don't play well together. In this talk, I'll explain that they do -- most of the time! I will draw on my experiences at three large Cleveland companies.
It can be difficult building a user experience strategy and championing a UX-driven culture in any organization, especially if you alone have been tasked with leading the charge. To create a clear role for UX within a company, you need to establish an identity deriving from the purpose of user experience and what it can deliver.
Our three presenters have been tasked with building a UX brand. Two presenters have done so within different divisions of the same Fortune 100 company. Our third presenter has led the UX function of a global leader in application security.
Our presenters will share their successes (and failures) that have enabled them to establish strong UX brands:
* Creating core principles
* Evolving core processes
* Standardizing hiring practices and job families
* Running training sessions to demystify UX
* Establishing a UX community
* Developing a visible presence
* Collaborating with teams outside your division
* Demonstrating UX success to executives
Creating and Scaling an Enterprise Design Systemuxpin
You'll learn:
- How to create a unified design language for a complex organization.
- How to use the most efficient processes and tools for maintaining the design system.
- How to scale code and interaction patterns across platforms and products.
Enterprise Usability: The Olive Garden PrincipleDylan Wilbanks
In enterprise UX we find ourselves trying to be "a little better" than everyone else. But what do we need to do to be truly great at design? Dylan Wilbanks explains the journeys he's been on and how he's worked to make design better.
Real World Lessons Using Lean UX (Workshop)Bill Scott
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal — a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
Harvey Wheaton spoke at ProductTank October 2011 and shared his experiences of building and running Agile teams at his games studio Supermassive Games.
What if you could go back in time, and join up with Alan Cooper, Jared Spool, Don Norman, Jakob Nielsen, and others to help forge the UX community into what it is today? What would it be like to be a founding member of the driving force behind virtually every (decent) product on Earth? Guess what, you kind of can!
Where the traditional role of UX has been to fight for the user by designing usable & functional software and websites, in the age of the IoT (Internet of Things) every experience of soft and hardware bleeds into the next. The wares we design (and unfortunately those we don't) are no longer isolated elements, but a network of experiences and combinations. Service Design is the present, and future of bringing all of these isolated elements together under one design umbrella. Service Design is the future of UX, and probably your next career move!
Make User Experience Part of The KPI Conversation With Universal MeasuresUserZoom
Join Dr. Andrea Peer and learn:
-How Universal Measures makes tangible the abstract concept of experience for your organization
-How practitioners can make experience a critical KPI for their organization
-Ways to establish experience score goals for all lines of business
-The benefits Universal Measures brings to executives and stakeholders
The future belongs to a very different kind of person who understands where design really fits in the web process. When it comes to Universal Design and Accessibility, we should be asking 'why not?' rather than 'why?' This session will discuss ways Universal Design overcomes the obstacles in basic human communication and interactions in order to move people to action. Learn to overcome the limitations of the traditional definition of design, engage people, as well as communities, and create meaningful 'organizational stories' that relate to people regardless of their abilities.
Dr.* Truemper, Or: How I learned to Stop Being Wasteful and Love Lean UXJake Truemper
Introduction to Lean UX, presented Nov 15 2013 at the St. Louis Days of .Net
In this presentation, Jake ("Dr. Truemper") speaks to Lean UX: what it is, why it should matter to you, basic tenants, and how it can be applied.
This is a full day workshop on applying Agile thinking to UX practice and integrating UX into Agile projects. The workshop is part of the Rosenfeld Media workshop series.
What is a Minimum Viable Product? How does it relate to and impact UX practice? And what are some strategies we can apply in designing them. MVPs are, in my view, core to an effective Agile/Lean UX practice, and in this talk I offer an introduction to what an MVP is and provide some strategies for how to go about designing an effective MVP. I gave this talk at IA Konferenz 2013 in Berlin. It's an updated version of a talk I gave at Hackers & Founders in Barcelona in 2012.
Presented at WebVisions May 2013 in Portland, OR.
What happens when you take teams that have traditionally not worked together closely? Teams that are used to the "delivery mindset" and instead try to bring great experiences to life in a collaborative manner?
All hell breaks loose!
We are all creatures of habit and we all bring baggage to the table. And events conspire to tear our teams apart. This talk takes the flip side of how teams work together well and instead looks at behaviors and events that can stifle team collaboration for Lean UX teams. 18 anti-patterns are used to sensitize you for what to watch out for as well as strategies to overcome each.
Get hands-on advice for rapid Agile prototyping in a product team.
You'll learn:
- How to determine the right depth and breadth for MVP prototypes.
- How to prioritize use cases for prototyping.
- How to elicit the right stakeholder and user feedback.
- How to correctly annotate prototypes for dev and QA.
UX + Agile: The Good, The Bad, and The UglyJoshua Randall
There's a rumor going around that user experience (UX) and Agile don't play well together. In this talk, I'll explain that they do -- most of the time! I will draw on my experiences at three large Cleveland companies.
It can be difficult building a user experience strategy and championing a UX-driven culture in any organization, especially if you alone have been tasked with leading the charge. To create a clear role for UX within a company, you need to establish an identity deriving from the purpose of user experience and what it can deliver.
Our three presenters have been tasked with building a UX brand. Two presenters have done so within different divisions of the same Fortune 100 company. Our third presenter has led the UX function of a global leader in application security.
Our presenters will share their successes (and failures) that have enabled them to establish strong UX brands:
* Creating core principles
* Evolving core processes
* Standardizing hiring practices and job families
* Running training sessions to demystify UX
* Establishing a UX community
* Developing a visible presence
* Collaborating with teams outside your division
* Demonstrating UX success to executives
Creating and Scaling an Enterprise Design Systemuxpin
You'll learn:
- How to create a unified design language for a complex organization.
- How to use the most efficient processes and tools for maintaining the design system.
- How to scale code and interaction patterns across platforms and products.
Enterprise Usability: The Olive Garden PrincipleDylan Wilbanks
In enterprise UX we find ourselves trying to be "a little better" than everyone else. But what do we need to do to be truly great at design? Dylan Wilbanks explains the journeys he's been on and how he's worked to make design better.
Real World Lessons Using Lean UX (Workshop)Bill Scott
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal — a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
Harvey Wheaton spoke at ProductTank October 2011 and shared his experiences of building and running Agile teams at his games studio Supermassive Games.
What if you could go back in time, and join up with Alan Cooper, Jared Spool, Don Norman, Jakob Nielsen, and others to help forge the UX community into what it is today? What would it be like to be a founding member of the driving force behind virtually every (decent) product on Earth? Guess what, you kind of can!
Where the traditional role of UX has been to fight for the user by designing usable & functional software and websites, in the age of the IoT (Internet of Things) every experience of soft and hardware bleeds into the next. The wares we design (and unfortunately those we don't) are no longer isolated elements, but a network of experiences and combinations. Service Design is the present, and future of bringing all of these isolated elements together under one design umbrella. Service Design is the future of UX, and probably your next career move!
Make User Experience Part of The KPI Conversation With Universal MeasuresUserZoom
Join Dr. Andrea Peer and learn:
-How Universal Measures makes tangible the abstract concept of experience for your organization
-How practitioners can make experience a critical KPI for their organization
-Ways to establish experience score goals for all lines of business
-The benefits Universal Measures brings to executives and stakeholders
The future belongs to a very different kind of person who understands where design really fits in the web process. When it comes to Universal Design and Accessibility, we should be asking 'why not?' rather than 'why?' This session will discuss ways Universal Design overcomes the obstacles in basic human communication and interactions in order to move people to action. Learn to overcome the limitations of the traditional definition of design, engage people, as well as communities, and create meaningful 'organizational stories' that relate to people regardless of their abilities.
Wake-up Series: Empathy in a Business ContextOctavian Mihai
This is a short talk I gave about empathy in a business context.
more about me at www.octavianmihai.com and my company at www.jaimecandy.com
(CC) (BY:) do whatever you want and Attribution would be nice.
Implementing a national vision. DigitalNZ presentation slides for JISC/UKOLN Survive or Thrive conference, Manchester, June 8th & 9th, 2010. Presented by Andy Neale
In business and in life, we pursue the good stuff and champion people who are known for their good ideas. But when we place too strong an emphasis on just the good, we may neglect to consider the bad ones. In design and in brainstorming, deliberately seeking out bad ideas is a powerful way to unlock creativity. Generating bad ideas can reveal our assumptions about the difference between bad and good, and often seemingly bad ideas turn out to be good ones. Jotly and Cow Clicker were jokes or parodies—that is, not good ideas—that have been surprisingly successful. Neil Young and Crazy Horse have covered folk songs. An action blockbuster features a US president swinging a silver axe against vampires. In this talk, Steve will explore how opening up the bad idea valve can lead unexpectedly to the kind of success we aim for with our good ideas.
Digital Conversations - Agile Creative TechnologyReading Room
The next phase of the digital communications revolution; the great collision of open source cloud technologies with agile, creative delivery", we will explore how digital leaders in government around the world are driving down costs and improving engagement by;
• employing new rapid digital delivery models in favour of the "big bang"
• applying user-centric thinking
• embracing open source tools for digital personalisation, optimisation and increased engagement
• personalising content for anonymous website visitors without the cost of big commercial software
The Right Stuff: What's in YOUR Portfolio?Lane Goldstone
Presented at Tech Jobs LA at Blankspaces, July 21, 2012
The growth of the Web and proliferation of mobile devices has created a huge opportunity for people who can design the look and behavior of digital products. This work spans single-person-single-device interactions through experiences that include multiple people, devices and locations. User Experience Designer (UXD), Interaction Designer (IxD), Information Architect (IA), Web Designer (WD)--whichever way you pitch your skill-set, this is truly a GREAT time be working in our field.
But--How do you showcase your talents succinctly and persuasively? What do recruiters and hiring managers look for in a great portfolio? This presentation shows you how
Going from Here to There: Transitioning into a UX Careerdpanarelli
A lot of people are curious about transitioning into the field of User Experience Design (UX). In this talk, I talk about a few different ways that you can transition into a UX career, be it grad school, night classes, or the ol' school of hard knocks, backed up by case studies. This talk was given at NoVA UX Meetup in the offices of AddThis, hosted by organizer Jim Lane.
[1 hr Lecture] Designing a Culture of Co-CreationTeresa Brazen
My talk at the Big (D)esign Conference 2012. Synopsis below.
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
Teresa Brazen will draw from her experience bringing this holistic outlook to the design process. Pulling from methods used in filmmaking, fine art, design research, facilitation, improv, and UX design, she crafts “intentional environments” for her teams and clients. These literal and figurative environments cultivate work that is actionable, co-created, co-owned, and much more likely to succeed in the world.
She’ll discuss the benefits of intentional environments, walk you through how to design them and share methods for keeping them activated throughout the design process. You’ll walk away understanding how to cultivate intentionality and inspire teams and clients along the way. But more importantly, you’ll have a powerful new framework that will enrich your entire design process.
For the Profit of Many – Designing Better For-Profit CompaniesChris Pallé
Talk was originally given at the RE:DESIGN Conference in Brooklyn, NY 4-28-2014 (redesignconference.com/conferences/uxd/)
The demand on businesses to think “socially” is evolving at a rapid pace. What was once good marketing to include something about a social cause on your Web site is no longer as impactful as threading it into the fabric of how you do business today. Come share in this conversation about B-Corporations and the implications pursuing this designation will have on your organization.
Presented by Mary Lukanuski at the Balanced Team Sunday Salon April 14, Pivotal Labs in NYC.
On the heels of The LeanUX Conference (#leanux14), Balanced Team held a one-day synthesizing symposium to share ideas, socialize, and continue the conversation.
For an event write-up, see http://pivotallabs.com/balanced-team-sunday-salon/
www.balancedteam.org
Start Empathy is a global
network of social entrepreneurs, educators, thought leaders, parents, young people, business leaders, journalists, universities, philanthropists and others who are connecting, collaborating, and aligning knowledge and resources to make empathy learning a norm, particularly in childhood.
Bulletproof Communication Techniques; A UX Strategist's GuidesSarah B. Nelson
The practice of user experience has grown more sophisticated, produced higher quality online products, and gained wider acceptance beyond the design community. Still, so many potentially wonderful experiences disappoint and many talented design teams are excluded from decisions that fundamentally affect the experience. Why? Two words: ineffective communication.
Attendees will learn specific, proven techniques that can be applied in their own work environment to streamline communication and build more team cohesion. Sarah will present a variety of tools and strategies that have proven useful and highly effective for building arguments, communicating clearly with stakeholders, building trust, and gaining a seat at the strategic table.
Attendees will leave empowered to apply these techniques in their own practice and develop their own tools to suit their personality and work environment.
Part I of the deck of slides from my workshop at UX Australia 2013 on place-making in cross-channel user experiences, previously a slightly different workshop at UX Lisbon 2012.
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.
How do you extend a product vision statement such that it remains aspirational but is specific enough to clarify intention and make difficult decisions easy? Enter "Design Tenets"
The most in-demand skill in today’s business is creativity. In general, creativity is a thing done that is outside of common boundaries or expectations. It is achieved when teams are agile but face problems, discomfort, and tension. In business creativity and design are the most paired duo. When it comes to agile creativity and designs go hand in hand as agile started with software development and any development requires creativity.
Building Character: Creating Consistent Experiences With Design Principles- ...Mad*Pow
Inconsistency is one of the most common points of breakdown and frustration in the interactions and experiences we have. Whether we’re interacting with other people, applications, our bank, our doctor, our government, anyone, we form expectations and understandings of what someone or something will do based on our previous experiences and their past behaviors. When something happens that doesn’t fit with those expectations–that seems out of character–we’re caught off guard. What do we do next? What should we expect now?
Principles act as rules that guide how we think and act. Formed by our motivations, values, and beliefs, we use them as “lenses” through which we examine information in order to make decisions on what to do. And because of their persistent influence on our behavior, they influence other’s views and expectations of us. Using these same kinds of constructs throughout the design process we can design interactions and consistent behaviors that set and live up to expectations for our audiences.
Ann Rich: The Slow Hunch - Cultivating Customer Centric Acceleration through ...Service Design Network
The Adobe Hive accelerates customer centricity through collaboration. We break silos. We build trust. We get customers in the room. We give teams stories needed to move the needle. Learn about the journey to build a capability, team, and scalable methodology with C-Suite visibility.
Designing a new end-to-end grant experience from ground up, from outside in.
In November 2014, SG Enable started a design sprint project with Outsprint to envision a new end-to-end experience for their new grant. This project tapped on human-centered design tools and techniques to help SG Enable better understand the needs and challenges faced by grant applicants, grant makers and other partners. This report captures the findings and ideas generated from the project.
SG Enable | SG Enable is an agency dedicated to enabling persons with disabilities.
https://www.sgenable.sg/
Outsprint | The fastest way to innovate public policy & social services.
http://outsprint.io
Jane Austin - All the Things You Need When You Want Great DesignTuring Fest
A look at the processes and structures that support commercially successful product design. Jane will draw on her experiences from across her career, focusing specifically on The Telegraph and MOO. She will present four case studies from The Telegraph, each one emphasizing a particular aspect of design methodology. They will exemplify how her processes evolved to allow her team to ship well designed software at speed, maximising their effectiveness while minimising waste. Jane will then turn to her experiences at MOO, explaining how to lead an effective design team in an organisation that is scaling Agile. She will present the structures, the day-to-day processes and the lessons she has learned.
[from AgileUX Italia 2012]
Agile was supposed to inspire innovation and reduce waste. However all too often, the actual development process more closely resembles the waterfall approach that we were trying to escape all along. So how do you effectively integrate experience design within an agile environment, to solve problems, drive innovation and make impactful changes?
The experience your customers have with your products is a critical component of success. Valuable products can solve real human needs, fulfill desires, and improve the quality the of life. This goes beyond just building more features, or making things look pretty. It involves understanding and empathizing with your customers, and involving them in the design process.
How do we do this? And how do we do this in a way that fits into the operational rhythms of Agile development? These perspectives are shared by a long-time UX designer who has recently moved into Agile.
When Austin teaches how to run great workshops, designers worry most about facilitation. What if participants won’t join the discussions? What if attendees won’t participate? What if you can’t manage the room?
But facilitation skills are rarely the problem. Regardless of the type of workshop you want to run, good workshops depend almost entirely on how you structure the activities.
In this presentation, we’ll look at two strategies that maximize participation and guarantee clear outcomes and decisions. Attendees walk away with two checklists: one for guiding facilitation and another for structuring workshop activities.
Weber, Kai - Why you need a tech comm mission statement - tekom 131107amelio
Why you need a Tech Comm Mission Statement and How To Get One
A mission statement is a central cornerstone of a successful content strategy. It gives documentation direction, describes its purpose and benefits and helps to set goals and standards.
The presentation encourages technical communicators and their managers to draft a mission statement to "future-proof" their documentation and to gain support for it.
Attendees will learn
- What a mission statement is
- How to draft one for technical communication
- How to derive other strategic goalposts from it
- How to benefit from it in daily work
Darden School of Business professor Jeanne Liedtka continues her webinar series on 'Evaluating the Impact of Design Thinking', this time as part of MURAL Imagine, focusing on the ‘social technology’ aspect of design thinking.
Darden Business School professor Jeanne Liedtka continues her webinar series on 'Evaluating the Impact of #DesignThinking', this time as part of #IMAGINE2020, focusing on the ‘social technology’ aspect of design thinking.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
18 Experts on Balancing Process, Creativity, & ProductivityWorkfront
This presentation is a compilation of 18 creative leaders of agencies and in-house teams discussing their methods and best practices for balancing process, creativity, and productivity and getting the best out of their teams.
18 Expert Creative Leaders Share Best Practices for How to Get the Best Out of Your Creative Team.
With the generous support of Workfront, we have attempted to find the answer by posing the following question to 18 seasoned creative professionals:
Consistently and efficiently getting the best work out of your creative team can be tough. How have you created just enough process to enhance both creativity and productivity? Please share a personal story.
In reading the experts’ responses to this question, it’s clear that there are many ways to build and manage creative teams. Striking a balance between process and creativity is essential, and these experts provide valuable insights into ways they define and sustain that balance throughout a creative endeavor.I found their stories fascinating, and I’m sure anyone whose work depends on creative output will appreciate the experiences and wisdom of the creative professionals who have contributed to this e-book.
All the best,
David Rogelberg
Architect Taxonomy Systems to Support Organizational ChangeAustin Govella
A global Fortune 500 company needed an experience marketing platform that would support any number of business units marketing any number of products to any number of customers across multiple channels with an unknown mix of static and dynamic content and complex personalization yet to be determined—because the company knew it was in transition, the platform would need to evolve without any new development. How do you design a sustainable information architecture when organization, labels, navigation, and metadata are guaranteed to change? Hear lessons from designing this and other flexible organizational systems, and learn approaches to use when architecting sustainable, complex, enterprise platforms.
There’s a dirty secret in the turf war between agile, lean, and waterfall: they each use the same product development process. What’s different isn’t their process, but how they apply design activities in different ways to eke out different design value.
So how can you alter the design process? Even better, how can you customize the process to provide more value for the way your organization works? How should you change the design process from sprint to sprint to get the most value out of your design activities?
How do you hack user experience?
A Guide to Farming Miracles (for UX teams in tough environments)Austin Govella
Designers don't really design anything. Organizations design everything. So, what if your organization sucks? Seriously. What do you do then? And then -- while you're at it -- do it "agile". Do it "lean".
Organizations face seven barriers when trying to design create better products and services: value, focus, time, memory, quality, understanding, and improvement.
We'll look at seven approaches you'll be able to use on Monday to help your company overcome these seven barriers. Instead of changing what you do, you'll learn to change how you do it. It's changing the how that enables better design. You'll be able to build better, more balanced teams, better interfaces, and better experiences.
Presented at the Big Design conference in Dallas, TX on Friday, July 15th, 2011 at 1:00pm.
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
In this slides I explain how I have used storytelling techniques to elevate websites and brands and create memorable user experiences. You can discover practical tips as I showcase the elements of good storytelling and its applied to some examples of diverse brands/projects..
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
1. THE
DESIGN AGE
a young designer’s primer
for maximizing value
in agile and lean teams
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
2. Introduction
Design is all about value. It helps transfer value from
one person to another. Design insures you have an
experience: that at the end, you’re different than when
you started. Design makes this difference, and like
Babbage’s Difference Engine of yore, specific knobs
and levers control how much value you can create
with design.
In this presentation, we’ll learn how five levers —
models, fidelity, audience, annotation, and velocity —
work together. We’ll see how agile, lean, and waterfall
teams apply these levers differently at different times
to create different value from design.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
3. INTRODUCTION
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
4. Introduction
The Goal
Change how
you practice
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
5. Introduction
The Goal
Change how
you think about
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
6. Introduction
The Goal
Change how
you understand
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
7. Introduction
Three Discussions
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
8. Introduction
1. Why?
Why are agile,
lean, and waterfall
the same thing?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
9. Introduction
1. Why?
Why are agile,
lean, and waterfall
the same thing?
This is called
the process.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
10. Introduction
2. What?
What are design’s
four concerns?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
11. Introduction
2. What?
What are design’s
four concerns?
This is called
the discipline.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
12. Introduction
3. How?
How do we
conduct design?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
13. Introduction
3. How?
How do we
conduct design?
This is called
the practice.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
14. Introduction
Three
Discussions
1. The process
2. The discipline
3. The practice
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
15. Introduction
The Walk Away
Five questions
that guide
how you
practice design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
16. Mind Game
What’s the coolest, most
awesome thing about
where you work?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
17. Mind Game
Hi, I’m Austin Govella, an
Experience Design Manager
at Avanade where we’re
re-inventing how enterprises
collaborate.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
18. Mind Game
Hi, I’m Austin name
your Govella, an
Experience Design Manager
your title
at company where we’re
Avanade
r e-inventing howawesome
the coolest, most enterprises
thing about where you work
abut about about elaborate.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
19. A MANIFESTO FOR
USER EXPERIENCE
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
20. Manifesto
Designers don’t design anything.
Organizations design everything.
Just as your best thinker improves
everything, that one person in your
group who doesn’t understand user
experience creates a drag on every
product or service you produce.
To create better experiences, you
have to create better organizations.
You have to improve your organ-
ization’s design literacy. You have to
improve the design literacy of
everyone in the group.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
21. Manifesto
Organizations face common barriers
to designing better experiences.
These barriers — value, focus, time,
memory, talent, process, and
improvement — represent the
distance between you and the
balanced teams your organization
needs to create better experiences.
Sometimes these cultural barriers
are codified into your organization’s
process. Sometimes they exist as
hidden assumptions in your team
member's minds.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
22. Manifesto
Don’t change what you do.
Change how you do it.
Your design activities don’t change.
Change how you work with your
team. Change how you work, so your
goal is always a better organization
instead of a better product. Change
how you accomplish the design, so
that you are always improving your
team’s design literacy.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
23. Manifesto
The Inspiration
Don’t look for the next
opportunity.
The one you have in hand is
the opportunity.
— Paul Arden
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
24. HOUSEKEEPING
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
25. Housekeeping
The Presentation
A diverse range of
material from over
a decade that is
still evolving
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
26. Housekeeping
Questions
If something isn’t
clear, raise your
hand and ask.
Questions and discussion at the end
won’t be as useful. Grab a drink with
me afterward!
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
27. Housekeeping
Get The Slides
Available on
SlideShare:
http://slideshare.net/austingovella/design-age
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
28. Housekeeping
Contact Me
ag@agux.co
@austingovella
www.thinkingandmaking.com
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
29. Mind Game
The Customer is
always right.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
30. Mind Game
Whenever you hear something you
don’t agree with, tell yourself:
“The customer is always right.
I just don’t understand.”
Then, ask a question to help
you understand.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
31. AGILE
building certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
32. Agile
Manifesto for Agile Software Development
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
33. Agile
Manifesto for Agile Software Development
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
34. Agile
Manifesto for Agile Software Development
Individuals and interactions over models of people doing work
Working software over models of software
Customer collaboration over models of collaboration
Responding to change over models of change
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
35. Agile
Manifesto for Agile Software Development
Real people doing work over models of people doing work
Real software over models of software
Real collaboration over models of collaboration
Real change over models of change
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
36. Agile
But What Is Real?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
37. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
38. Agile
Agile Context
Known Unknown
Problem f
Solution f
Resources f
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
39. Agile
“Divination also becomes
progressively more difficult with
time, as circles of probability in
imaginary time enlarge.”
Peter Carroll, Psybermagick: Advanced Ideas in
Chaos Magick, New Falcon Publications, 2000.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
40. Agile
The Futures
Are Messy
Certainty Uncertainty/Waste
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
41. Agile
Agile Builds
Certainty
‣ Agile focuses on certainty
around what will be built.
‣ Agile seeks to minimize
unnecessary change.
‣ Agile values the build over
everything else. The build
represents certainty.
‣ Agile captures value by
reducing waste.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
42. Agile
Agile Process
REVIEW
1. Review the present.
PLAN
2. Plan the future.
3. Build the plan.
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
43. Agile
Agile Outcomes
Rely on the plan to
REVIEW create build.
Pursue velocity through the
PLAN
review, plan, build loop.
Quick reviews (velocity)
through the loop reduces
BUILD
risk you build the
wrong thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
44. LEAN
learning certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
45. Lean
“[Lean UX is] the practice of
bringing the true nature of our work
to light faster, with less emphasis on
deliverables and greater focus on the
actual experience being designed.”
Jeff Gothelf, Lean UX, presentation, Jan 2011.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
46. Lean
“[Lean UX is] the practice of
bringing the true nature of our work
to light faster, with less emphasis on
deliverables and greater focus on the
actual experience being designed.”
Jeff Gothelf, Lean UX, presentation, Jan 2011.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
47. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
48. Lean
Lean Context
Known Unknown
Problem f
Solution f
Resources f
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
49. Lean
The Futures
Are Expensive
Design loses money Design makes money
Out of cash
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
50. Lean
Lean Learns
Certainty
‣ Lean focuses on learning what is
most valuable.
‣ Lean seeks to maximize necessary
change.
‣ Lean values learning over
everything else. Learning
represents certainty.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
51. Lean
Lean Process
BUILD
1. Build the solution.
MEASURE
2. Measure the value.
3. Learn a new solution.
LEARN
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
52. Lean
Lean Outcomes
Pursue velocity through the
BUILD build, measure, learn loop.
Rely on what was measured
MEASURE
in order to learn.
Velocity through the loop
increases risk you build the
LEARN
right thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
53. DESIGN
measuring certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
54. Design
Design is a modeling discipline. The design process
creates models we use to validate predictions about a
system. Design validates what we expect against what
we perceive. We architect systems that engender
expectations and perceptions. Experience is the gap
between expectation and perception. We design this
gap. We design experience.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
55. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
56. Design
Design Context
Known Unknown
Problem ? ?
Solution ? ?
Resources ? ?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
57. Design
The Futures
Are Possible
Unknown problems/solutions Known problems solutions
Discover Model Validate
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
58. Design
Design Measures
Certainty
‣ Design focuses on discover
uncertainty.
‣ Design models change.
‣ Design values measuring over
everything else. Measuring
represents certainty.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
59. Design
Design Process
DISCOVER 1. Discover the problem
and/or the solution.
MODEL
2. Model the solution.
3. Validate your model.
VALIDATE
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
60. Design
Design Outcomes
Pursues velocity through
DISCOVER the discover, model,
validate loop.
MODEL
Measure what was made
against expectations.
Velocity increases the risk
VALIDATE
you measure the right thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
61. THE PROCESS
designing certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
62. The Process
The Same
Process
AGILE LEAN DESIGN
Plan Learn Discover
Build Build Model
Review Measure Validate
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
63. The Process
Agile Process
PLAN
REVIEW
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
64. The Process
Lean Process
LEARN
Plan
Review
MEASURE
Build
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
65. The Process
Design Process
DISCOVER
Plan
Learn
Measure
Review
VALIDATE
Build
MODEL
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
66. The Process
But what do we discover? Model? Validate?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
67. The Process
The Unified
Process
DISCOVER
Plan
DATA Learn
MODELS
Measure
Review
VALIDATE
Build
ARTIFACTS MODEL
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
68. The Process
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 “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
69. The Process
Data
How do we create Models
Artifacts } Deliverables
Discover
How do we Model
Validate } Activities
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
70. THE MODELS
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
71. The Models
Design is a modeling discipline. The design process
creates models we use to validate predictions about a
system. Design validates what we expect against what
we perceive. We architect systems that engender
expectations and perceptions. Experience is the gap
between expectation and perception. We design this
gap. We design experience.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
72. Mind Game
What does design model?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
73. Mind Game
If design models, what four things
does design model?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
74. The Models
o
Users
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
75. The Models
p
Interfaces
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
76. The Models
Interactions
o p
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
77. The Models
Systems
o p
o p
o p
o p
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
78. The Models
We validate our models by showing them to people.
Who do we validate our models with?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
79. The Models
Audience
AUDIENCE
Yourself Your team Organization Your users
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
80. The Models
How realistic must our models be
in order to be validated?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
81. The Models
Fidelity
VISUAL
None Low Medium High
BEHAVIOR
None Low Medium High
CONTENT
None Low Medium High
CONTEXT
None Low Medium High
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
82. The Models
What does our audience need to know in order to
validate the models?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
83. The Models
Annotation
IMPLICIT - What can the audience intuit? (Affordances)
None Low Medium High
EXPLICIT - What do we need to tell them? (Instructions)
None Low Medium High
TACIT - What do they already know? (Culture)
None Low Medium High
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
84. The Models
How will we communicate the models?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
85. The Models
Communication
TIME - When are you communicating with the audience?
Synchronous Asynchronous
PLACE - Where is the audience?
Co-located Remote
USE - How will it be communicated?
Private Shared
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
86. THE FIVE
QUESTIONS
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
87. The Models
The Five
Questions
1. What model are we validating?
2. Who is the audience?
3. What fidelity do we need?
4. What annotation do we need?
5. How is it communicated?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013