Operationalizing service design
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Utilize service design methods, processes, and tools for DesignOps Roadmapping, 2×2 prioritization, and data analysis all sound too familiar for product development teams; these are the same essential skills for running a successful Design operation org, especially if we are the DesignOps team-of-one. The product management skills create stability, scalability, and maps out a process. Care personally and challenge directly is what Kim Scott taught people managers; this is the heart of a DesignOps manager, even if we are the DesignOps team-of-one who doesn’t manage any reports. We lead the entire design team with influence, and we care for the design team with empathy. How to choose if we had to make a hard decision between people and process? This talk tells my story of transitioning from a product-lead to a DesignOps-lead and lessons I’ve learned in my day-to-day decisions while leading and supporting my design team.
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Operationalizing service design
- 1. Operationalizing Service Design Changying (Z Zheng June, 2021
- 2. Designer Design Operations Design Manager Design Strategist Design Educator Design Researcher Consultant Writer Product Manager Program Manager Technical Product Manager Different backgrounds Different Jobs Different Experiences Venturing into uncharted area is exciting Psychologist Linguist Entrepreneur Educator
- 3. wide range of skills Design Operations requires
- 4. Adapt quickly Being a design practice lead enables me to Shapes the way I think about designOps
- 5. Service Design Design Operations Is Apply the Service Design Mindset Utilize the methods, processes, and tools, but operationalize them
- 6. Service Design Operationalize Is complex • Greater impact • Inclusive
- 9. Onboarding Team Building Process Team Rituals Communication Hiring Training Off boarding Evangelize the value of design, connect designers to opportunities Culture HUMAN CENTER Millions challenges no matter what is the size of the designOps team Focus + Prioritize Day-to-day
- 10. HUMAN CENTER Hard to describe what are the focuses for designOps. People > Processes
- 11. HUMAN CENTER Connecting with people, creating value. Common vs. Unique Tackle all challenges systematically.
- 12. Start with a Vision Aligns the team Visualizes the goal Helps the team to focus Helps the team to prioritize FOCUS Template credit:Wujec, T. (n.d.). Wicked Problem Solving | PMI. Retrieved May 1, 2021, from https://www.pmi.org/wicked-problem-solving
- 13. DesignOps Vision For product designers and design leaders who need a better way to scale design practice, to develop designers and their skills, and to advocate the value of design, the designOps is a function that boosts confidence and skills to untangle problems, that provides tools and processes for the design org. Unlike other operation organizations such as TPM and dev ops, designOps adapts to the design maturity of a company, focuses on the core human needs of the designers, weights people over process, weights outcome over output. FOCUS Template credit:Wujec, T. (n.d.). Wicked Problem Solving | PMI. Retrieved May 1, 2021, from https://www.pmi.org/wicked-problem-solving
- 14. Roadmap Documentation Framework FOCUS Template credit:Wujec, T. (n.d.). Wicked Problem Solving | PMI. Retrieved May 1, 2021, from https://www.pmi.org/wicked-problem-solving
- 15. High impact Low impact High feasibility Low feasibility Improve process to reduce workload so that designers can focus on deep thinking Recognition (internal and external) Rapid scale the team to meet the demand Product design team members have a better understanding of how to level up Product Design Leadership is able to consistently communicate with the team to set realistic expectations and ensure confidence in strategy. Product design team members have resources and software(s) to be successful in our roles Folks at CF begin to understand what does product design team do, and how our members make our contributions to the business FOCUS Ruthless prioritization
- 16. FOCUS High impact Low impact High feasibility Low feasibility Improve process to reduce workload so that designers can focus on deep thinking Recognition (internal and external) Rapid scale the team to meet the demand Product design team members have a better understanding of how to level up Product Design Leadership is able to consistently communicate with the team to set realistic expectations and ensure confidence in strategy. Product design team members have resources and software(s) to be successful in our roles Folks at CF begin to understand what does product design team do, and how our members make our contributions to the business Ruthless prioritization
- 17. COLLABORATIVE Celebrate balanced team approach on delivery teams Engineers Understand the Technology Product Manager Understand the Business Designer Understand the Customers
- 18. COLLABORATIVE Nuances of delivery team (ICs) vs. people managing team Engineers Understand the Technology Product Manager Understand the Business Product Managers TPM Engineers Engineer Managers PM Directors Designer Understand the Customers Designer Design managers Design Directors Engineering Directors
- 19. Engineers Understand the Technology Product Manager Understand the Business COLLABORATIVE Product Managers TPM Engineers Engineer Managers PM Directors Engineering Directors HR Recruiting Team Finance IT Sourcing Procurement Event Facility Education D&I Understand the complexity of the company, how this machine operates Designer Understand the Customers Designer Design managers Design Directors
- 20. COLLABORATIVE Designer Understand the Customers Operationalize it Model behavior, teach and facilitate the team to work as balanced team Build infrastructure for teams to collaborate Project Intake Collaboration with TPM/PM/EM Allocation) Team Norming Stakeholder check in Team Retro Product Requirement Documentation Critique
- 21. COLLABORATIVE Operationalize it Run workshops to encourage teams to come up with their own collaboration process.
- 22. COLLABORATIVE Design Pairing/ Design Rotation Experience Regions Domain Knowledge Operationalize it Encourage design pairing and pair designing. Facilitate design rotation through allocation planning Years of experience 16 Locations 40 Products
- 23. HUMAN CENTERED FOCUS COLLABORATIVE Understand the needs of our designers and design leaders Highest prioritized task at hand Collaborate with people and teams
- 24. SEQUENCE ITERATIVE HOLISTIC How do we know if we achieved our outcome?
- 25. SEQUENCE ITERATIVE HOLISTIC How do we know if we achieved our outcome?
- 26. SEQUENCE ITERATIVE HOLISTIC Improve hiring process 43 days to fill the position vs. 92 days 900 minutes total time spent for designers vs. 1500 minutes Introduce new research tools Research synthesis time reduced by 65% 900 unmoderated studies run in 2/weeks Invest in design system 3,956 component imports 48%of all UI tickets use the Component Library Measure designOps KPI Increasing operational efficiency
- 27. 40% 13% 33% 13% 22% 12% 51% 15% 0% 50% 0% 50% 100% I have opportunities to learn and develop in my career ● I have confidence in our senior leadership team ● I see myself working here a year from now ● The resources and tools I have enable me to be successful in my role ● I receive the cross-functional support I need to do my job well ● I feel appreciated and recognized for my contributions SEQUENCE ITERATIVE HOLISTIC Measure designOps Success— Team Health DesignOps’ impact is more that the time saved, more than the money saved.
- 28. SEQUENCE ITERATIVE HOLISTIC Think beyond one vertical, beyond one balanced team
- 29. Final thoughts
- 30. Care Personally Quality of DesignOps Leaders To make the team the best they can be
- 31. Build→Measure→Learn The same service design principle applies to design operations.
- 32. HUMAN CENTER FOCUS COLLABORATIVE ITERATIVE SEQUENCE HOLISTIC Demonstrate the value of our works.
- 33. We can apply the same definition for service design from the UK design council to designOps: Make our DesignOps service: useful, usable, efficient, effective and desirable.
- 34. DESIGNOPS This is As service design
- 35. Thank You ! https://www.linkedin.com/in/changyingz/ Z@cloudflare.com We are hiring! https://www.cloudflare.com/careers/
- 36. Resources
- 37. Template credit:Wujec, T. (n.d.). Wicked Problem Solving | PMI. Retrieved May 1, 2021, from https://www.pmi.org/wicked-problem-solving Examples credit: Members of product design team at Cloudflare TEMPLATE & EXAMPLES
- 39. © Copyright Cloudflare, Inc. Tool Kit
- 40. TOOL KIT Operationalize it Build templates Whiteboarding https://miro.com/miroverse/
- 41. TOOL KIT Operationalize it Build libraries Design https://www.figma.com /community
- 42. TOOL KIT Operationalize it Build tools Accessibility https://color.clo udflare.design/
- 43. Operationalize it— Build tools TOOL KIT Operationalize it Utilize tools Research https://dovetaila pp.com/ http://maze.co
- 44. TOOL KIT Operationalize it Visualize operations Operation https://www.smartsheet.com/
- 45. Rachel Posman: A pocket Guide to Design Operations DesignOps 101 The Essential Guide to Design Operations- 2022 By Kristin Skinner