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Design Thinking & Agile
Presenter: Vera Rhoads
Origins and Provenance
Introduction to Design Thinking
Introduction to Agile Methodologies
Integrating Thinking & Agile
Le...
Left Brain – Right Brain
In Common
Focus on
outcomes
for users
Continuou
s delivery
and
learning
Radical
collaboration
Individuals
and
interactions
Working
d...
A Whole Brain Activity
… becomes the minimum
experience they want
everywhere”
“The last best
experience
anyone has
anywhere…
Bridget van Kraligen...
Stakeholder Map Empathy Map Scenario Map
Wireframe Technical
Prototype
Feedback Grid Prioritization Grid
Story Map
Design ...
Stakeholder Map Empathy Map
Scenario Map Wireframe/Prototype Product
User Stories Task Board
Story Map
Some examples of De...
Trust
Opennes
s
Respect CourageEmpathy
Design Thinking and Agile share the same
five key values:
Shared Values
12UXPIN: De...
Shared Principles
Begin with clarity about
the outcome, and let it
guide every step along
the way.
Our work is…
•Focused o...
IBM Design
Thinking© 2016 IBM Corporation | IBM
Confidential
Design is the intent
behind an outcome.
Design Thinking must solve a
specific problem or pursue an
opportunity and is evaluated by
how effective it is at solving ...
1)Focused on a significant opportunity or business problem
2)Expressed to meet the unique needs of an individual
3)Can be ...
 Design Thinking Artifacts displayed in
physical/virtual shared space
 Revisit over time
IBM Design Thinking / Journey M...
Forrester Research
Diverge then converge…
Design is not just what it
looks like & feels like.
Design is how it works.
-Steve Jobs
Introduction to Design Thinking
Design Thinking at IBM
User Centered Design:
Identifying a specific user problem
or opportunity is the single most
important factor for success.
...
Why Now?
Stay Agile
Millennials make up 50% of workforce and will make up 75% by 2025
Stay Relevant
This is not a user experience
Seat
Wheels
Frame Handlebar
Pedals
Chain
Brakes
People don’t buy bicycles because they want ...
This is a user experience
Features enable the user, but how users interact with product, service or must be considered in ...
These are all user experiences
28
Observe Reflect Make
A focus on user
outcomes
Multidisciplinary
teams
Restless
reinvention
Hills Playbacks Sponsor users
Introduction to Agile Methodology
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come ...
34
XP
Scrum
Lean Development (Principles)
DSDM
Crystal
PRINCIPLES/
PRACTICES
METHODSMANIFESTO
SAFe
Disciplined Agile Deliv...
TRADITIONAL AGILE
Fixed
Estimated Resources Time Features
Requirements Resources Time
Plan
Driven
Value
Driven
We have to ...
Example Agile Team (9 or less on each team)
1 - Product Owner / SME
1 – Iteration Manager / Scrum Master
1 Lead Developer
...
Discover / Solution Definition
• Execute IBM Design Thinking activities
• Prioritize and define “minimally viable” Feature...
Integrating Design Thinking & Agile
 Design Thinking Artifacts displayed in
physical/virtual shared space
 Revisit over time
IBM Design Thinking / Journey M...
From Hills to Agile Delivery…
42
Design Sprint Sprint Sprint
Agile
Developm
ent Design Design Design
Playbacks
With continuous delivery, planning and delivery are parallel-tracked
Playback Zero marks the transition to a new...
Playbacks
The story evolves across milestones and brings
clients into the process
Client Playbacks
Playback 0 Delivery Pla...
Key questions for any
Delivery Playback
• Is the team still focused on the same outcomes (Hills)?
• Are you seeing things ...
Key Takeaways:
• Make the users the North Star!!
• Practice Empathy
• Solve difficult problems through
engaged divergent a...
Design Thinking and Agile: A Successful
Partnership to Deliver Effective Solutions
to Users!
Agile and Design Thinking at IBM
Agile and Design Thinking at IBM
Agile and Design Thinking at IBM
Agile and Design Thinking at IBM
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Agile and Design Thinking at IBM

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You'll learn:

- How to transition through through inspiration, ideation, and implementation with a global team
- How to turn “statements of intent” into prioritized user stories.
- How to increase team velocity without sacrificing usability

Published in: Design
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Agile and Design Thinking at IBM

  1. 1. Design Thinking & Agile Presenter: Vera Rhoads
  2. 2. Origins and Provenance Introduction to Design Thinking Introduction to Agile Methodologies Integrating Thinking & Agile Lessons Learned Questions Session Agenda
  3. 3. Left Brain – Right Brain
  4. 4. In Common
  5. 5. Focus on outcomes for users Continuou s delivery and learning Radical collaboration Individuals and interactions Working deliverables Customer collaboration Responding to change
  6. 6. A Whole Brain Activity
  7. 7. … becomes the minimum experience they want everywhere” “The last best experience anyone has anywhere… Bridget van Kraligen Snr. VP –IBM Global Business Services
  8. 8. Stakeholder Map Empathy Map Scenario Map Wireframe Technical Prototype Feedback Grid Prioritization Grid Story Map Design Thinking Artifacts
  9. 9. Stakeholder Map Empathy Map Scenario Map Wireframe/Prototype Product User Stories Task Board Story Map Some examples of Design Thinking and Agile artifacts
  10. 10. Trust Opennes s Respect CourageEmpathy Design Thinking and Agile share the same five key values: Shared Values 12UXPIN: Design Thinking and Agile
  11. 11. Shared Principles Begin with clarity about the outcome, and let it guide every step along the way. Our work is… •Focused on user value and business value. •Outcome-oriented. Listen, iterate, learn and course correct rather than wait until it’s perfect. Our work is… •Iterative and fast. •Flexible, adaptive, and continuously improving. Build teams with the right skills to encourage innovation and accountability. Teams are… •Collaborative, multi-disciplinary, empowered •Provided leadership from a Project Manager Iteration and learning Clarity of outcome Self-directed whole teams 13UXPIN: Design Thinking and Agile
  12. 12. IBM Design Thinking© 2016 IBM Corporation | IBM Confidential Design is the intent behind an outcome.
  13. 13. Design Thinking must solve a specific problem or pursue an opportunity and is evaluated by how effective it is at solving it. Define the Design Challenge
  14. 14. 1)Focused on a significant opportunity or business problem 2)Expressed to meet the unique needs of an individual 3)Can be measured (revenue, time, process steps, etc.) Design Thinking can be applied to a wide range of products, services, processes, physical locations… anything that needs to be optimized for human interaction. Define the Design Challenge
  15. 15.  Design Thinking Artifacts displayed in physical/virtual shared space  Revisit over time IBM Design Thinking / Journey Map Agile Delivery  Map experience patterns to Epic/User Stories  Conduct Sprint Planning/Estimation  Continue to involve Client and other stakeholders throughout Agile process Design Thinking and Agile
  16. 16. Forrester Research Diverge then converge…
  17. 17. Design is not just what it looks like & feels like. Design is how it works. -Steve Jobs
  18. 18. Introduction to Design Thinking
  19. 19. Design Thinking at IBM
  20. 20. User Centered Design: Identifying a specific user problem or opportunity is the single most important factor for success. If you’re addressing the wrong one, you’re not giving your users what they need.
  21. 21. Why Now?
  22. 22. Stay Agile
  23. 23. Millennials make up 50% of workforce and will make up 75% by 2025 Stay Relevant
  24. 24. This is not a user experience Seat Wheels Frame Handlebar Pedals Chain Brakes People don’t buy bicycles because they want a specific set of components. People buy bicycles because they want a specific user experience.
  25. 25. This is a user experience Features enable the user, but how users interact with product, service or must be considered in the design. 27
  26. 26. These are all user experiences 28
  27. 27. Observe Reflect Make
  28. 28. A focus on user outcomes Multidisciplinary teams Restless reinvention
  29. 29. Hills Playbacks Sponsor users
  30. 30. Introduction to Agile Methodology
  31. 31. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  32. 32. 34 XP Scrum Lean Development (Principles) DSDM Crystal PRINCIPLES/ PRACTICES METHODSMANIFESTO SAFe Disciplined Agile Delivery Rapid Custom Development Shared vision • Light charter • Backlog of stories • Flexible scope based on evolving requirements Whole teams • Direct business participation • Dedicated resources • Creative collaboration Iterative delivery • Plan, build and verify in small chunks • Reflect • Refine plans Cont. Int. / DevOps • Frequent builds • Early testing • Frequent validation • Flexible environments • Automation CLOSE SOLUTION DEVELOPMENT OPEN SOLUTION DEFINITION PRODUCT BACKLOG
  33. 33. TRADITIONAL AGILE Fixed Estimated Resources Time Features Requirements Resources Time Plan Driven Value Driven We have to do this in real life all of the time...there are only 24 hours in a day, things change, we reprioritize, and shift work and personal tasks. Agile simply applies the same concept to solution delivery
  34. 34. Example Agile Team (9 or less on each team) 1 - Product Owner / SME 1 – Iteration Manager / Scrum Master 1 Lead Developer 1 - BA / Systems Engineer 4-5 - Developers 1-2 - Test Specialists 2-4 weeks Product Backlog Iteration Backlog Potentially Deployable Capabilities • Story refinement and tasking • Iteration planning • Daily standup meeting / call • Write tests, write code, validate, training (“Done”) • Automated / daily code builds and fixing of “defects” • Iteration demo • Deploy • Retrospective 2 hours for each week of the iteration Two weeks for simpler requirements Four weeks for complex projects with cross-agile team integration 2 hours for each week of the iteration Limited Pre-work One Iteration 24 hrs Daily “Scrum” Meeting
  35. 35. Discover / Solution Definition • Execute IBM Design Thinking activities • Prioritize and define “minimally viable” Features, Stories • Define and PLAN for “hills” (Releases and iterations) that provide incremental value and minimally viable product (MVP) • Consider external / internal dependencies • Commit to executive stakeholders on the first few “hills” Support many agile teams • Manage / escalate common issues and risks • Work with teams to plan, use and evolve standards and approach (e.g., UX, Design, Architecture, Testing, DevOps) • DevOps – Build, deploy, release and reporting • Support release preparation activities to define the next “hills” to take Support Agile teams 2-4 weeks Product Backlog Iteration / Sprint Backlog Potentially Deployable Capabilities Multiple Iterations / Sprints Agile Team 1 Agile Team n 2-4 weeks 2-4 weeks 2-4 weeks Release Backlog Final Testing and Deployment Prep There are MANY ways to involve THE RIGHT stakeholders (not just one product owner)
  36. 36. Integrating Design Thinking & Agile
  37. 37.  Design Thinking Artifacts displayed in physical/virtual shared space  Revisit over time IBM Design Thinking / Journey Map Agile Delivery  Map experience patterns to Epic/User Stories  Conduct Sprint Planning/Estimation  Continue to involve Client and other stakeholders throughout Agile process
  38. 38. From Hills to Agile Delivery…
  39. 39. 42 Design Sprint Sprint Sprint Agile Developm ent Design Design Design
  40. 40. Playbacks With continuous delivery, planning and delivery are parallel-tracked Playback Zero marks the transition to a new delivery initiative Vision, Intent Delivery Vision, Intent
  41. 41. Playbacks The story evolves across milestones and brings clients into the process Client Playbacks Playback 0 Delivery PlaybacksHills Playback Vision, Intent Delivery
  42. 42. Key questions for any Delivery Playback • Is the team still focused on the same outcomes (Hills)? • Are you seeing things that aren’t in the Hills? • Did things get refined based on learning about users? • Do we need to throw out a Hill? 1 2 3 “MVP” “MVP” 1 3 OR
  43. 43. Key Takeaways: • Make the users the North Star!! • Practice Empathy • Solve difficult problems through engaged divergent and convergent thinking • Co-create with clients
  44. 44. Design Thinking and Agile: A Successful Partnership to Deliver Effective Solutions to Users!

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