III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement, Nuno Seixas, PT Inovação

Portugal
Human Centered Process
Improvement

Nuno Alexandre Seixas
Transformation Project Manager, CMMI-DEV Certified Instructor
PT Inovação

2013-10-17

Human Centered Process Improvement

© 2013 CMMI Portugal Conference Series – All Rights reserved.

Agenda

1. Motivation

2. Contextual Design – the theory
3. Cool stuff – hands on
4. Wrap up

2



Agenda

1. Motivation

4. Wrap up

3



Who am I?

4



Motivation

Innovation is not…
rocket science
an Eureka moment
It is getting closer to
an emotional analysis
5



Motivation

6



Motivation

Give customers what
they want need

7



Motivation

Give customers what
they want need

Build processes for
with people
8



Motivation
Process Improvement
What’s in it for me?

9



Motivation
5 different views on process improvement
Process improvement as a simple “certification”

Process improvement as a top-down strategy
Process improvement as a quest for efficiency

Process improvement the holy grail
?

10

Motivation

Process improvement from a CMMI perspective:

Image credit: http://www.icesi.edu.co/wiki/images/2/22/Ideal2.jpg

11


Do you ask


customers
Motivation
what they
want?

12


Do you ask


customers
Motivation
what they
want?

Get reasonable answers from who truly wants to help

Will indicate incremental improvements to products and services

13



Motivation

“If I’d asked my customers what they wanted, they would have
said a faster horse.”
Henry Ford

14



Motivation
What is lacking in the usual strategies?
Why does so many CMMI implementations fail?

15

Process improvement initiatives are too focused on the

Motivation
parameters and attributes and specifications of the outcome,

rather than the shape, size and emotion of the needs and
gaps.

16

Process improvement initiatives are too focused on the

Motivation
parameters and attributes and specifications of the outcome,

rather than the shape, size and emotion of the needs and
gaps.

This is a qualitative analysis.
It is important to understand:
• the depth of the need
• the reason for the work-around

• the failures and frustrations the gaps create

17


Know the needs…

Motivation
Trust instincts

Give little credit to interaction

18

To innovate and create truly new and value added products and services


it
Motivation is fundamental to leave the office.

19

To innovate and create truly new and value added products and services


it
Motivation is fundamental to leave the office.

Identify:
The main barriers, challenges, problems and failures for the client to accomplish his/her goal

Where we can act

20

Give the client what he/she wants
Motivation

is fundamental, but most of all it


matters to help him/her reach the
desired goals.

21



Motivation

Think outside the box
It’s an entire new discipline
22

Motivation

Companies tend to focus on product innovations

…but the best value creation opportunities are often elsewhere

23



Motivation
The truth is not out there to be discovered, so
work your way through innovation, in process

improvement also

24

Motivation

Bring customer insight to help
Empathize

Test

Prototype

Define

Ideate

Specify and follow a process that helps getting sistematic results
25



Motivation

Show, don’t tell
Communicate your vision in na impactful and meaningful way

Focus on human values
Empathy for the people and provide feedback

Craft clarity
Produce a coherent vision out of messy problems

26

Motivation

Human centered process improvement

Specify and follow a

process that helps getting
sistematic results

27

Motivation



28

Motivation


Application of
Contextual Design


29



Motivation

Why contextual design?

30



Agenda

1. Motivation

4. Wrap up

31



Agenda

1. Motivation

4. Wrap up

32



Contextual Design – the theory
A user centered metodology for
systems analysis and design
– The goal is to give answers for the
needs and not for what they asked

Why is this important?
– Integrate in the product what the
user values
– To rationalize the effort and costs
for the product development

33


Advantages
• Identification of most valuable requirements
• Higher quality on the proposed solution
• Less development time and cost (clear
understanding of right requirements)

• Possibility of reducing “fat” – low valuable
requirements and therefore a potential cheaper

product – global competitiveness increase

34


Difficulties

• Cultural change
• Greater effort in problem
understanding

• Greater involvement from end
user
• Needs coordination from
business, marketing and
technical teams
35




36


What’s in it for me?
Understand the real needs
– Able to satisfy the needs not just
from business but also from user
Meaning we understand the problems
– Hereby reference as breakdowns

37




38


•Observation – Contextual Inquiry

•Interpretation
•Data consolidation
•Visioning

•Storyboarding
•User Environment Design
•Prototyping

39

Observation – Contextual Inquiry (1/2)

Made in the work place and based on observation. Master –
apprentice relationship

– Not an interview. “You don’t know what you don’t know”
– One observer per master
We want to understand how the user does it, why he/she does it
and what problems he/she has

– Not a tipycal interview 
40


Observation – Contextual Inquiry (1/2)



Some guidelines:
– Make sure the user understands that we are there to
understand their needs, not to judge him/her
• Important to ask the user to teach us how to do the job

– Assure that all data is confidential and destroyed after the
consolidation
– Ask the user for the most problematic aspects (identifying
the breakdowns)
– Ask for a short description of all the tools the user uses
– Ask for a general view on everything the user has to do
(related with the analysis)
– At the end, the observer should go through all their notes
41
to check if they are coherent with the user ideas and
needs

Interpretation (1/6)
• Done at the most 48h after the observation
– Ideally involving multidisciplinary teams – marketing,
product, technical)

• The goal is to develop an agreed understanding
of all the observations
– The observer presents the results and the data is
placed on the adequate models

• Normally 5 models are used (although none is
mandatory)
– For each observation the team builds one set of
models
42


Flow Model
• Coordination
• Comunication
• Interactions
• Roles
• Responsibilities

43


Sequence model
• What steps are taken to
accomplish the task
44


Artifact Model
• What artifacts the user creates and
uses
• Also visible in Flow Model…
45

Cultural
Model
• Politics
• Influences
• Pressures

46

Physical
Model
• User physical
environment
• Desk
• Computer
•…

47

Data consolidation (1/2)
• Consolidating all the previously produced
models
– Patterns found and merged
– Relevant details should be identified and
registered

• Used for developing the persona concept,
mapping all the relevant profiles
• Very usefull as a starting point for the
visioning
48

Data consolidation(2/2)
• Consolidated flow models identify the real roles,
responsibilities and workflows
• Consolidated sequence models represents o the
process for a given task and the used strategies
• Consolidated artifact models ilustrate the overall use
of artifacts and not just from a user point of view
• Consolidated cultural models show values, pressures
and policies common in the organization

• Os consolidated physical models reveal some physical
environment aspects that everyone feels
49

Visioning (1/2)
• The endpoint for the problem and the
starting point for defining the solution
• An informal design that:
– Shows people in roles
– Describes how the system can be used
– Made from a user point of view

• Needs to address the collective view
(management, marketing, technical)
50



Agenda

1. Motivation

4. Wrap up

52



Agenda

1. Motivation

4. Wrap up

53

Time to put your hands in action!!!
Follow instructor instructions to setup teams
Each team observes a video
Let’s simulate an observation
Pay atention
Act as an apprentice
Register as much as you can

54

Cool Stuff – hands on

Interpretation explained
•
•
•
•
•
•
•
•
•
•

Realizada até 48 horas depois da entrevista
Duração até 2 a 3 horas
Papéis envolvidos:
Entrevistador
Desenhador dos modelos
Responsável por tirar notas
Moderador
Outros participantes
Pode dividir-se em equipas mais pequenas
É obrigatório partilhar resultados

55


Interpretation alphabet

Groups
Communication
and action

Profile and
responsabilities

Artefacts
Flow

Places

Breakdowns
56


• Coordination
• Communication
• Interaction
• Function

• Responsibilities

57

58

Each team reviews the notes
Let’s produce the different artifacts:
Flow model

58

Sequence model details
Intent
(The real goal)

Trigger
Breakdown

Sequence Flow

Step

•Detailed steps for

performing the work
59

60

Flow model
Sequence model

60

Cultural model details

•Rules, influences
•Large arrows represent
large influences
61

Cultural model details

Pervasive
culture

•Types of influences:

• Standards
Cultural influence

• Power

• Emotional
• Values
• Preferences

Influencer
(Job title)

Influencer

•…

Influencer
Breakdown

• Based upon what:

Equal relationship

• is seen

• is hurd
62

63

Flow model
Sequence model
Cultural model

63

Artifact model details

Needed artifacts for doing the work
• Information: artifact content

• Structure: how info is organized
• Notes

• Presentation: colors, underline
• Breakdowns – problems when using the artifact

64

65

Flow model
Sequence model
Cultural model
Artifact model

65

Physical model details
How the physical environment
affects the work
•Places:
•Structures:
• Wallss
• Secretaries
• Utilization/movement
• How people move
• How people move things
•Layout:
• How things are put
• Relationships

66

67

Flow model
Sequence model
Cultural model
Artifact model
Physical model

67


Consolidation explained
•Consolidation of individual diagrams produced in
interpretation phase
• Pattern merge
• Relevants details should be maintained
•Develop the concept of persona
•Starting point for a solution

68


Affinity Diagram
• Writing down major ideas into post-its
• Place it in the wall. Surround by similar
ideas
• Identify groups (different colours, marks)
• Define small, detailed groups
• Use decomposing strategy
• Build a mind map, based on the major
ideas and major groups

69

70

Each team reviews the notes and models
Place ONE breakdown, idea, suggestion in each
post-it
Place the post-it on the wall
Let’s do an affinity diagram over the post-it

70

Vision explained
End of problem understanding phase and start of solution definition
•Informal design

• Reflects people in its roles
• Describe the use of the process
• Defined from a user point of view
•Must be built taking in account different views (management,
marketing, engineering, support)

71

72

Gather all the information
Build a vision of a process and tools that can
address the identified needs

72



Agenda

1. Motivation

4. Wrap up

73



Agenda

1. Motivation

4. Wrap up

74



Wrap up
Let’s hear from you
What are your thoughts on this

experience?
Where do you see it to be applicable?

75



Wrap up
• Easy to implement if correctly focused
• Flexible methodology
• Increases:
• Needs’ identification (the 20%
requirements that provide 80% value)
• Client satisfaction
• Time to market

• Reduces costs
• Improves internal processes

Overall, it brings true competitive
advantage
76

III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement, Nuno Seixas, PT Inovação

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III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement, Nuno Seixas, PT Inovação