Trio of Trouble - Design Thinking, Lean, and Agile
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First presented at Agile Australia, June 2017. Which way is right? They all are. This talk untangles what these movements, mindsets, and approaches mean, and helps teams and leaders to choose the right bits at the right times, and bring it all together into one big happy collaboration.
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Trio of Trouble - Design Thinking, Lean, and Agile
- 1. ` 1 THOUGHTWORKS PRESENTS Understanding Design Thinking, Lean, and Agile. @jonnyschneider
- 4. Designers don’t search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they converge upon their proposal. —Donald Norman 4
- 6. navigate ambiguity empathetic learning synthesise information fast experimentationconcrete and abstract learn from others DESIGN IS AN ABILITY We get better by practicing craft things intentionally communicate deliberately bit.ly/carter-stop-processCarissa Carter,
- 8. LEAN
- 9. IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT control…
- 10. IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT control… humans don’t like it
- 11. IT’S ABOUT SYSTEMS OF WORK
- 12. Manage flow to optimise value IT’S ABOUT SYSTEMS OF WORK
- 13. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Quality is a outcome, not an activity
- 14. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Learning and adapting over analysis and prediction
- 15. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Empowered people are happier and achieve better outcomes
- 16. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Outcomes over outputs
- 18. AGILE
- 19. IT’S ABOUT HOW WE DO SOFTWARE Individuals and interactions over processes and tools
- 20. IT’S ABOUT HOW WE DO SOFTWARE Working software over comprehensive documentation
- 21. IT’S ABOUT HOW WE DO SOFTWARE Customer collaboration over contract negotiation
- 22. IT’S ABOUT HOW WE DO SOFTWARE Responding to change over following a plan.
- 23. AGILELEAN Systems of work continuous flow demand based ‘pull’ repetitive (manufacturing) Software iterations value-based prioritisation always changing (software)
- 26. DESIGN THINKING Explore the problem LEAN Build the right things + by @jonnyschneider
- 27. AGILE Build the thing right +DESIGN THINKING Explore the problem LEAN Build the right things + by @jonnyschneider
- 31. PUBLISHED 13 JULY 2017 You can read it later. Get it at http://jonnyschneider.com/free-book BEST OF ALL, IT’S FREE!
- 32. PURPOSE, ALIGNMENT, AUTONOMY Be stubborn on the vision, but flexible on the details. —Jeff Bezos Guideline
- 33. Purpose starts with customers
- 35. Design Thinking isn’t about loop diagrams, squiggles and process Our ability to respond to adversity determines whether we achieve the goal, not planning or strategy.
- 36. By Mike Rother
- 37. MEASURE THINGS THAT MATTER If a measurement matters at all, it is because it must have some conceivable effect on decisions and behavior. —Douglas W. Hubbard Field lesson Lesson Learned
- 38. MEASUREMENT COMMENT Customers will be delighted Too vague Net Promoter Score (NPS) will increase Subject to external factors, hard to attribute to a specific initiative 6 customer features completed Measures output, not outcome Goal: Customers can easily find what they are looking for
- 39. MEASUREMENT COMMENT Customers will be delighted Too vague Net Promoter Score (NPS) will increase Subject to external factors, hard to attribute to a specific initiative 6 customer features completed Measures output, not outcome Conversion from results page to product detail page increases by 3% month-on-month Good! Basket-size for returning customers increases on average from quarter-to-quarter Good! Average time-on-site per item purchase reduced by 6% quarter-to-quarter Good! Goal: Customers can easily find what they are looking for
- 41. MAKE DECISIONS BASED ON LEARNING Don't look for facts or answers — look for better questions. It's the questions we ask, and the meaning we explore, that will generate the insights most useful to strategy. —Dr. Jason Fox Guideline
- 44. bias codex To get things done, we tend to complete things we’ve invested time and energy in To stay focused, we favour the immediate, relatable thing in front of us We simplify probabilities and numbers to make them easier to think about We favour simple-looking options and complete information over complex, ambiguous options —Buster Benson, John Moonigan et al. http://bit.ly/cog-bias-sheet
- 45. Define your beliefs and assumptions Decide the most important thing to learn Design experiments that can deliver learning
- 46. THE PROBLEM ASSUMPTION MODEL by Jonny Schneider and Barry O’Reilly bit.ly/udtla
- 47. MONDAY Frame the challenge and explore some options TUESDAY Decide what to learn WEDNESDAY Design the experiments THURSDAY Conduct the research FRIDAY Analyse the results and decide what next
- 48. WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 orientation 39 intercepts 65 survey responses campaign design campaign launch pilot plan 20 customer intercepts 5 student surveys 4 gym interviews 11 intercepts 10 intercepts
- 49. DESIGN THE RIGHT EXPERIMENTS, TO LEARN THE RIGHT THINGS. Lesson Learned
- 50. CHOOSING WHAT AND HOW TO LEARN COST •Time •Effort •Resources •Financial cost CONFIDENCE •Accuracy of data or insight •Usefulness to inform decisions
- 51. 48 evolved version of hypothesis template 30 AWARE, INFORMED AND ON-BOARDED We believe that Better informing travellers about Tax Free Refund steps and process ! Will result in an increase in repeated usage of the Global Blue app We will know we’ve succeed when IN PROTOTYPE REAL Number of ‘active/engaged’ users increases by Accuracy of submitted forms increases by PLAN Acquisition 6% 30%
- 52. ACCEPT UNCERTAINTY, EMBRACE FAILURE LEARNING. (Optimise for being wrong) Lesson Learned
- 55. MANY MINDSETS, ONE TEAM. Guideline
- 60. AGILE Build the thing right LEAN Build the right things +DESIGN THINKING Explore the problem + by @jonnyschneider
- 61. DUAL TRACK, NOT DUEL TRACK. By Jeff Patton bit.ly/patton-dual-track
- 62. 59
- 63. 59 Aspirational Customer Journey Product Hypotheses Design Experiments
- 64. 59 Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map Data/feedback
- 65. LEARN YOUR WAY TO BETTER PRACTICES Lesson Learned
- 67. SUSTAIN incremental continuous fact-based decisions EXPLOIT demonstrate value evidence to continue confidence to scale small bets safe to fail rapid learning EXPLORE https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/
- 68. SUSTAIN incremental continuous fact-based decisions EXPLOIT demonstrate value evidence to continue confidence to scale small bets safe to fail rapid learning EXPLORE https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/ You’re probably really good at this not so good at this
- 69. AIM FOR PURPOSE ALIGNED AUTONOMY MAKE DECISIONS BASED ON LEARNING MANY MINDSETS, ONE TEAM 1. Start with customers 2. Measure things that matter 3. Visual management helps 4. Design the right experiments, to learn the right things. 5. Accept uncertainty, embrace learning. 6. Embrace your differences and work together. Lessons LearnedGuidelines