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![[MM.DD..YY] [PRESENTER]
Nov 19, 2011 Building results-oriented web projects
Maximize Results:
The Lean
Agile Approach
flickr.com/photos/cuppini/2719863711](https://image.slidesharecdn.com/resultsorientedwebagileintermediate-130514083322-phpapp01/75/Maximizing-Results-The-lean-approach-to-driving-innovation-user-delight-and-business-value-1-2048.jpg)
![User stories: format
As a [user role]
I want [a feature or goal]
so that [a benefit or reason]
* so that is optional
A user story is a documented
requirement and a note to discuss later](https://image.slidesharecdn.com/resultsorientedwebagileintermediate-130514083322-phpapp01/75/Maximizing-Results-The-lean-approach-to-driving-innovation-user-delight-and-business-value-42-2048.jpg)
Uploaded byTom McCracken
Maximizing Results: The lean approach to driving innovation, user delight, and business value.
The document discusses a lean agile approach to web project management, emphasizing the importance of maximizing organizational returns, optimizing user experience, and reducing waste. It contrasts traditional web development processes with agile methodologies, advocating for user-centered planning and continuous innovation through iterative design and feedback mechanisms. Key strategies include user role modeling, prioritizing user stories, and focusing on delivering tangible benefits rather than merely features.
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Maximizing Results: The lean approach to driving innovation, user delight, and business value.
- 1. [MM.DD..YY] [PRESENTER] Nov 19,2011 Building results-oriented web projects Maximize Results: The Lean Agile Approach flickr.com/photos/cuppini/2719863711
- 2. Why do weplan? • Look and feel • Features Stakeholder utility • On time • On budget • In Scope Certainty • Emotional branding • Content • Features • Usability & Experience End user utility • Increased revenue • Reduced cost • Increased goodwill Organizational returns
- 4. Why should weplan? certainty stakeholder utility user experience returns waste 1. Maximize organizational returns 2. Optimize user experience 3. Reduce waste
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- 6. Traditional web developmentprocess Requirements • Concept • High-level requirements • Requirements gathering • Requirements spec Design • Product (UI) Design • Wireframes • Detailed Design • Functional specs Implementation • Creative design • Content • Development Verification • Unit testing • Acceptance testing • Beta testing Maintenance planning development live
- 7. Big Design UpFront certainty stakeholder utility user experience returns waste 6 months $
- 8. Mid Design UpFront certainty stakeholder utility user experience returns waste 6 weeks $
- 9. Where to go certainty $ value waste cost$ $ AgileBig DUFMid DUF
- 10. A better approach Requirements Design Implementation Verification website 6months waterfall Requirements Design Implementation Verification features 2 weeks agile
- 11. Planning for certainty source:blogs.msdn.com/b/dannawi/archive/2009/05/15/2009-standish-chaos-report-we-are-successful-in-the-failure.aspx certainty waste = certainty no long term value =
- 12. Getting what youwant vs. knowing what you want time innovation high level requirements design & architecture mockups validation live Freedom to innovate Insight to innovate certainty less value = value more money = $
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- 14. The McCracken UncertaintyPrinciple The higher the feature velocity of a project, the less precise the resources needed can be predicted
- 15. Redefining success traditional projectmanagement focuses on being on time and on budget scope timebudget value constraints quality results oriented focus on building the right thing and driving innovation
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- 17. Results oriented lightweight planning certainty stakeholder utility user experience returns waste 4 weeks $ $
- 18. The plan online results a.k.a moreof the right stuff agile project management results oriented user-centered planning more stuff the right stuff
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- 20. title adopt a results orientedvision flickr.com/photos/airiklopez/7028608799 1.
- 21. The right vision flickr.com/photos/ncreedplayer/5403123930flickr.com/photos/masoncooper/456641277
- 22. Do only whatprovides the most value only do what provides the most value 1i. flickr.com/photos/whiskeytango/2098182380
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- 32. Models Artifacts • User rolemodels • User stories • Content models • Results models
- 33. User role modeling Process •Brainstorm • Organize • Consolidate & refine • Define • Prioritize Definition: a collection of defining attributes that characterize a population of users and their goals, needs and intended interaction with the site
- 34. User role modeling:brainstorm local newspaper sports blogger website administrator hotels that need bikes for guests people from out of town fans staff new bike rider bike shoppers person who wants to upgrade their bike competitive rider bike owners job seekers new mom/parent casual bikers tour guide
- 35. User role modeling:organize local newspaper sports blogger people from out of town fans staff bike shoppers person who wants to upgrade their bike bike owners job seekers new mom/parent website administrator hotels that need bikes for guests tour guide competitive rider casual bikers new bike rider
- 36. User role modeling:consolidate & refine local newspaper sports blogger fans staffbike shoppers bike owners job seekers new mom/parent website administrator tour guide casual bikers new bike rider person who wants to upgrade their bike enthusiasts shoppers staff renters people from out of town hotels that need bikes for guests owners competitive rider job seekers
- 37. User role modeling:define owners Demographics • Age: 25-55 • Gender: 65% male • Location: within 10 miles of store Psychographics • Active lifestyle • Prefers being outdoors • Green Behavioral • Significant web usage including search engines and social media • Research purchases online before buying • Significant use of mobile devices Brand • Custom service is significant driver for brand loyalty • Likely to buy again from same store. Typically 1 bike every 4 years. Site • Proficient web user • Likely to have high speed internet access
- 38. User role modeling:personas renter
- 39. User role modeling:prioritize enthusiastsshoppers staffrenters owners job seekers Primary Secondary Tertiary
- 40. User stories Process • Brainstorm •Organize & refine • Prioritize Definition: describes a features and functionality of the site from the viewpoint of a user role
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- 42. User stories: format Asa [user role] I want [a feature or goal] so that [a benefit or reason] * so that is optional A user story is a documented requirement and a note to discuss later
- 43. User stories: brainstorm Asa Bike Enthusiast, I would like to • read the latest bike shop news/blog • comment on the blog • share content through email and social media • see a calendar of events, classes, races • sign up for newsletter and alerts • see special offers • get contact information • see location and hours of operation
- 44. User stories: prioritize MoSCoWapproach • Must haves – we need these stories in order to launch the project • Should haves – these are of high importance, but are not show stoppers for the next release • Could haves – If we get a couple of these in it would be nice, but they can be moved easily to the next release • Wants – These are not a priority but we want to keep track of them as possibilities for future releases.
- 45. Results modeling Process • Brainstorm •Organize • Consolidate & refine • Prioritize Definition: the benefits stakeholders want to achieve with the site.
- 46. Results modeling: typesof results models objectives valued events goals
- 47. Results modeling: brainstorm increasebike sales become a recognized leader in the local biking community Show the pictorial history of results bikes The site should be intuitive and easy to navigate The site should have a clean and professional look Be more viral To increase traffic to the site Increase bike rentals by 100% Reduce routine customer call inquires by 50% Sell more bike repair services Sell more bikes online Double our mailing list Staff should be able to add and edit content Expand our digital footprint Get 500 “Likes” on Facebook Visitors should be able to find what they want in no more than 3 clicks
- 48. Results modeling: organize increasebike sales become a recognized leader in the local biking community Show the pictorial history of results bikes The site should be intuitive and easy to navigate The site should have a clean and professional look Be more viral To increase traffic to the site Increase bike rentals by 100% Reduce routine customer call inquires by 50% Sell more bike repair services Sell more bikes online Double our mailing list Staff should be able to add and edit content Expand our digital footprint Get 500 “Likes” on Facebook Visitors should be able to find what they want in no more than 3 clicks
- 49. Results modeling: consolidate increasebike sales become a recognized leader in the local biking community Show the pictorial history of results bikes The site should be intuitive and easy to navigate The site should have a clean and professional look Be more viral To increase traffic to the site Increase bike rentals by 100% Reduce routine customer call inquires by 50% Sell more bike repair services Sell more bikes online Double our mailing list Staff should be able to add and edit content Expand our digital footprint Get 500 “Likes” on Facebook Visitors should be able to find what they want in no more than 3 clicks Goals Objectives FeaturesValued events
- 50. Results modeling: refine increasebike sales Goals Objectives Valued events Increase by sales by 50% a month within 6 months Bike purchase Value = 40% of the retail price
- 51. Results modeling: prioritize increasebike sales become a recognized leader in the local biking community The site should be intuitive and easy to navigate The site should have a clean and professional look Be more viral To increase traffic to the site Sell more bike repair services Sell more bikes online Expand our digital footprint Primary Secondary Tertiary
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- 54. Five Disciplines ofa Learning Organizations 1. Personal mastery – commitment by an individual to the process of learning (driven by creative tension) 2. Mental models – assumptions (best practices) held by individuals and organizations. Models must be challenged. 3. Shared vision – creates a common identity that provides focus and energy for learning. Built on the individual visions of staff at all levels. 4. Team learning – ability of the team to learn and think as a whole where the sum is greater than the parts. Driven by open dialogue, discussion, shared meaning and shared understanding. 5. Systems thinking – A conceptual framework that allows people to study businesses as a bounded objects (close systems). Created by making all characteristics apparent at once, in particular connections between cause and effect (feedback). http://www.flickr.com/photos/rytc/282673909
- 55. How Scrum drivesinnovation •Personal mastery •Learning accountability: held accountable to the team on a daily and sprintly basis •Cannot do things half way; must meet the definition of done • Mental models •Challenged and adapted on a regular basis in sprint retros •Allows and encourages frequent observation •Shared vision •Develops from sprint planning and backlog grooming •Tuned in daily standups •Team learning •Paired development; work is highly collaborative. •Dialoging is encouraged in sprint planning, daily standups and sprint retros •Systems thinking •Sprint reviews enable continuous inspection and adaption on the product •Sprint retro enables continuous inspection and adaption on the process
- 56. listen to yourteam resultsvision (3-6 months) • Technical • Results Team
- 57. listen to yourusers (customers) resultsvision (3-6 months) • Behavior • Opinions Team Users
- 58. listen to youremployees resultsvision (3-6 months) • Feedback • Interview Team Users Employees
- 59. Listen and think •Tyranny of the ones • Statistically significant • User roles and results models as guides
- 60. Experiments refinement learning driven critical thinking breakthrough inspirationdriven creative thinking
- 61. five disciplines ofweb leaders best practices hypothesize experimentmeasure refine
- 62. Summary 1. Don’t obsessover certainty, you will get more done. 2. Software is for the end users, get out of your head and into theirs 3. It is about benefits, not features. Results should be a continual focus. 4. Launch quickly & improve continually 5. Always be experimenting 90% refinement, 10% breakthroughs
- 63. thank you! Tom McCracken LevelTenInteractive Director Phone: 214.887.8586 Email: tom@leveltendesign.com Twitter: @levelten_tom Blog: getlevelten.com/blog/tom LinkedIn: linkedin.com/in/tommccracken
Editor's Notes
- #2 Whenever I present I always like to get a feel for who is in the room.How many people here are owners of Drupal website?How many are builders of Drupal websites?How many are thinking about getting into Drupal?How many have done SEO on a Drupal site?How many people are new to Drupal SEO?How many people don’t even know what SEO is?
- #3 You might be saying wow that is a lot of planning. Why is it important to do that planning
- #5 So the question is how to you get to the top of the food chain?[do the speel]
- #6 There is a
- #8 This is how a traditional process for building a website. Or I should say, this is how a traditional website is supposed to be planned. Many larger sites are planned this way, but often to save cost steps might be skipped.
- #9 Our first web project at LevelTen back in 1999 was truly a big design up front. Planning took 6 months. Numerous meetings, interviews, surveys, user focus groups, wireframes, UML based functional specs.
- #10 Then then 2001 recession hit. People no longer wanted to spend six figures on project planning. The shift was on to compressed planning phases. I call this mid design up front. The primary focus of MDUF was quickly gathering the stakeholders requirements and engineering just enough to get a reasonable estimate for budgets and timelines.
- #13 So how successful do you think these the big and midsized design up front process was at brining projects in on time, on budget, and in scope?[show slide]Pretty horrible. The average project is 45% over budget, 63% late and missing 1/3 of the originally promised features.…We already know that we are not getting long term value from the certainty we are generating. But it turns out that we are not even getting certainty. Which of course means we are spending time that is actually just a waste.
- #14 There is another significant problem with traditional waterfall processes. We force stakeholders to make the big decisions when they know the least amount about the best solution. So certainty also means that stakeholders get less of what they want.So how do we fix these problems? How do we get better certainty in our projects with more accurate estimates, understand better what the stakeholders want? More planning right?
- #15 So here is the typical project. Stakeholder recognizes that people like Facebook. Thinks, ah ha, what if we had a company extranet like Facebook, people would like us. Puts together a few pages of things facebook does, mashes in some linkedin, Twitter, and YouTube. Sends the project out for bit to a half dozen companies.
- #17 Install DAMP, import OE Core
- #18 You might be saying wow that is a lot of planning. Why is it important to do that planning
- #20 Agile processes are
- #21 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #24 So the question is how to you get to the top of the food chain?[do the speel]
- #35 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #36 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #37 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #38 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #39 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #40 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #41 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #42 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #43 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #44 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #45 There is a general perception that website requirements are something that exist somewhere out in the ethos and all we have to do is go out and gather them. The reality is that not all requirements are known at the beginning of a project. Most certainly not the best ways of build things is understood at the beginning of a project.The process we are going to use for rapid, light-weight requirements gathering is like trawling for fish. We start by casting out a wide net with a wide mesh. We are looking to quickly capture the big, most important requirements. We can then later use a finer mesh net to capture more detailed requirements.The important thing to remember is that agile requirements are not something that is done once at the beginning of a project and set in stone. The are revisited periodically throughout the project and iterated over. Don’t waste time adding details till just befom you really need it.Robertson and Robertson (1999) from User Stories Applied p 43
- #46 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #47 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #48 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #49 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #50 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #51 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #52 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #53 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #54 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #55 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #56 Backlog is constantly reprioritize so that the most valuable tasks are done first. The job of agile is to fuel the backlog with innovative ideas and be excellent at executing.Artifacts:Product backlog, sprint backlog, sprint burndown, releaseburndownTimeboxes: Sprint planning, sprint, daily standup/scrum, sprint review, sprint retro, release planning
- #60 Backlog is constantly reprioritize so that the most valuable tasks are done first. The job of agile is to fuel the backlog with innovative ideas and be excellent at executing.Artifacts:Product backlog, sprint backlog, sprint burndown, releaseburndownTimeboxes: Sprint planning, sprint, daily standup/scrum, sprint review, sprint retro, release planning
- #61 Backlog is constantly reprioritize so that the most valuable tasks are done first. The job of agile is to fuel the backlog with innovative ideas and be excellent at executing.Artifacts:Product backlog, sprint backlog, sprint burndown, releaseburndownTimeboxes: Sprint planning, sprint, daily standup/scrum, sprint review, sprint retro, release planning
- #62 Backlog is constantly reprioritize so that the most valuable tasks are done first. The job of agile is to fuel the backlog with innovative ideas and be excellent at executing.Artifacts:Product backlog, sprint backlog, sprint burndown, releaseburndownTimeboxes: Sprint planning, sprint, daily standup/scrum, sprint review, sprint retro, release planning
- #63 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.
- #64 There are two sides to innovation. The first is emboded in the concept of Kaizen, which is Japanese for continual improvement.
- #65 TODO: discuss customer champion pyramid
- #66 It powers some of the world’s top websites such as whitehouse.gov, The Economist and Examiner, all of Sony / BMG’s mission websites.