Build the Product the Market Wants - Integrating UX and Agile Ways of Working

©
2012-‐2015
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©
2012-‐2015
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-‐2-‐
$600
Million
IT
Budget
88%
of
the
client’s

software
functionality

was
rarely
or
never

used

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2012-‐2015
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-‐3-‐
There
Has
To
Be
A
Better
Way!

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Devin
Hedge
• Eliassen
Group’s
Agile
Practice
– Regional
Delivery
Lead
– Agile
Coaching
– Training
– Executive
Coaching
and
Mentoring
– Career
Coaching
– Enterprise
Digital
and
Agile
Transformation
– Product
Focused
• 25
years
of
IT:
small
co-‐located
teams
to
multi-‐national
enterprises,
government/
• Taught
Agile
techniques
to
thousands
of
people
• Programmer
to
Program
Manager
to
Entrepreneur
to
Change
Leader
and
Mentor
• Defense,
Telecom,
Government,
Intelligence
Community,
Banking,
Financial
Services,

Insurance,
Healthcare,
Pharma,
Aviation
@agiledevin
dhedge@eliassen.com
http://www.egagile.com

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Eliassen
Group
Overview
Vital Statistics
• 25
year
old
privately
held
company
• $200
Million
in
Revenue
• 13
offices
• 1,200
consultants
(160
@
Fidelity)
Agile Experts
• Agile
practice
established
in
2008
• Core
team
comprised
of
industry
experts
• Serving
entire
US
with
international
coverage
as
needed
• Scalable
Agile
transformation
approach
• Enterprise
wide
Agile
curriculum
• Vast
coaching
network
with
local
coverage
in
most
places
• 150
currently
on
engagement
Agile Offerings
• Coaching
– Executive,
Program,
Team,
Technical
• Training
– Leadership,
Technical,
CSM,
CSPO,
CST,
SAFe
• Advisory
– Industry
benchmarking
&
Consulting

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Sample
of
our
200+
Agile
Clients

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Brief
History
of
UX

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Early
User
Experience
(UX)
Design
THAT’S
WHAT
I
WANT!!!

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Then
Came
Formal
Study
of
Human
User
Interaction

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THEN
CAME
USER
CENTRIC
DESIGN
(UCD)
AND
DESIGN
THINKING

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-‐11-‐
Delighted
Customer
slow
to
market

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Overview
of
UX
Product
Discovery
Methodology

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TYPICAL
UX
CYCLE
(EXAMPLE
1)
6
to
9
months rush
to
get
it
done

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-‐14-‐
TYPICAL
UX
CYCLE
(EXAMPLE
2)

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-‐15-‐
TYPICAL
RESULTS
YOU

COULDN’T

HIRE
A

DESIGNER?
IT
TOOK
YOU

NINE
MONTHS
TO

BUILD
THIS?

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Overview
of
Scrum
and
Kanban
Product
Development
Methodology

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AGILE
VALUES
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
collaborationover
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.
Source:
http://agilemanifesto.org

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-‐18-‐
AGILE
VALUES
AS
TYPICALLY
INSTALLED
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
comprehensivedocumentation
Customer
collaborationover
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.
Source:
http://agilemanifesto.org
no
hacking together some stuff
mostly
mostly guessing
not
no
BAD
THINGS
HAPPENED

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12
AGILE
PRINCIPLES
1. Our
highest
priority
is
to
satisfy
the
customer

through
early
and
continuous
delivery
of

valuable
software.

2. Welcome
changing
requirements,
even
late
in

development.
Agile
processes
harness
change

for
the
customer's
competitive
advantage.

3. Deliver
working
software
frequently,
from
a

couple
of
weeks
to
a
couple
of
months,
with
a

preference
to
the
shorter
timescale.

4. Business
people
and
developers
must
work

together
daily
throughout
the
project.

5. Build
projects
around
motivated
individuals.

Give
them
the
environment
and
support
they

need,
and
trust
them
to
get
the
job
done.

6. The
most
efficient
and
effective
method
of

conveying
information
to
and
within
a

development
team
is
face-‐to-‐face

conversation.

7. Working
software
is
the
primary
measure
of

progress.

8. Agile
processes
promote
sustainable

development.
The
sponsors,
developers,
and

users
should
be
able
to
maintain
a
constant

pace
indefinitely.

9. Continuous
attention
to
technical
excellence

and
good
design
enhances
agility.

10.Simplicity-‐-‐the
art
of
maximizing
the
amount
of

work
not
done-‐-‐is
essential.

11.The
best
architectures,
requirements,
and

designs
emerge
from
self-‐organizing
teams.

12.At
regular
intervals,
the
team
reflects
on
how

to
become
more
effective,
then
tunes
and

adjusts
its
behavior
accordingly.

Source:

Agile
Manifesto
http://agilemanifesto.org/

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-‐20-‐
! WHERE
DOES
UCD
HAPPEN?

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-‐21-‐
KANBAN
! WHERE
DOES
UCD
HAPPEN?
1. Identify
Value
2. Map
the
Value
Stream
3. Create
Flow
4. Establish
Pull
5. Seek
Perfection
LEAN
THINKING
KANBAN
STEPS
1. Visualize
The
Flow
2. Limit
Work
in
Process
3. Measure
&
Manage
Flow
4. Make
Process
Policies
Explicit
5. Use
Models
to
Recognize

Opportunities

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-‐22-‐
Overview
of
Lean
UX
integrated
with
Scrum

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-‐23-‐
TWO-‐TRACK
SYSTEM
UCD
TEAM
FEATURE
TEAM

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-‐24-‐
NOT
SOPHISTICATED
ENOUGH

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-‐25-‐
Problem
/
Solution
Fit

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-‐26-‐
Product
/
Market
Fit

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-‐27-‐
Product
/
Market
Fit
Problem
/
Solution
Fit

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-‐28-‐
PROJECTS
=
EXPERIMENTS

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-‐29-‐
REQUIREMENTS
=
HYPOTHESES

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-‐30-‐
REQUIREMENTS
=
HYPOTHESES
Be Prepared
to Change

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-‐31-‐
Minimum Viable
Minimum
Viable
Product
Source:
Adapted
from
Eric
Ries
The
Lean
Startup
To
find
a
problem/solution
fit,
you’ll
need
to
build
an
MVP
to
learn
about
your
customers.

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-‐32-‐
Valuable
Usable
&
Desirable
Feasible
How
does
the

business
paying

for
the
software

benefit?
To
get
benefit

from
the

software,
it
must

be
used
To
get
benefit
from
the

software,
it
must
be
cost

effective
to
build
©
2010
Jeff
Patton,
all
rights
reserved,
www.AgileProductDesign.com
Finding
the
Sweet
Spot
The
“Sweet
Spot”

Of
Market
Differentiation

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-‐33-‐
Concept
from
©
2010
Jeff
Patton,
all
rights
reserved,
Balance
Product
Discovery
with
Delivery
Delivery
Discovery
Understanding
the
right
product

to
build
Building
product
right

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-‐34-‐
Image
Source:
Eric
Ries
The
Lean
Startup
Ideas
Build
Product
Measure
Data
Learn

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-‐35-‐
Ideas
Build
Product
Measure
Data
Learn
Image
Source:
Eric
Ries
The
Lean
Startup
start

here

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-‐36-‐
Ideas
Build
Product
Measure
Data
Learn
Image
Source:
Eric
Ries
The
Lean
Startup
Stay
the
Course?
Or
Pivot?

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-‐37-‐
PIVOT
“A
CHANGE
IN
STRATEGY
WITHOUT

A
CHANGE
IN
VISION”

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-‐38-‐

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Three
Tiers
of
Experimentation
Portfolio
Product
Feature
Team

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Five
Levels
of
Planning
Visioning
User
Personas/Empat
hy Maps
Business
Model
Canvas/Lean
Canvas
Experiment Map Vision Statement
Product
Roadmap
Release
Sprint
Daily
Feature
Map
(Working Skeleton)
Story Map Release Map
Sprint Backlog
Release Backlog
Product Backlog

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-‐41-‐
The
Five
Levels
of
Planning

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Steps
of
Tier
1
Experimentation
(Business/Portfolio)
2-‐Week
Time
Box
Build
Measure
Learn
Customer
Identification
Build
Measure
Learn
User
Journey
Build
Measure
Learn
Business
Model
Build
Measure
Learn
Business
Capability
Model

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-‐43-‐
Tools
of
Tier
1
Experimentation
Business
Model

Canvas
Empathy
Map Experiment
Map
User
Journey Business
Capability

Model

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-‐44-‐
©
2009-‐2011
Jeff
Patton,
all
rights
reserved,
Jeff
Patton’s
Pragmatic
Personas
35

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-‐‹#›-‐
45

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-‐‹#›-‐
Empathy
Map
-‐ eStudentLS
http://estudentls.files.wordpress.com/2012/11/the-‐empathy-‐map2.jpg

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-‐47-‐
Using
the
BMC
to
Discovery
Your
Vision

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-‐48-‐
Business
Model
Canvas
-‐ eStudentLS
41
http://estudentls.files.wordpress.com/2012/11/the-‐empathy-‐map2.jpg

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-‐49-‐
Steps of
Tier
2
Experimentation
(Product/Feature)
2-‐Week
Time
Box
Build
Measure
Learn
Business
Capability
Model
Build
Measure
Learn
PretotypeTesting
Build
Measure
Learn
Feature
Testing
Pe rson
wants
to
se nd

a
happy
birthday
card,
a
vale ntin
e’s
d
ay

card,
or
a
Christmas
card
with
a
gift

card
using
e ithe r
Fe dex or
UPS

ove rnight
or
ground
Pe rson
wants
to
se nd
a

happy

birthday
card
Pe rson
wants
to
se nd
a

vale ntine ’s

day
card
Pe rson
wants
to
se nd
a

Christmas

card
Pe rson
wants
to
se nd
a
gift

card
Pe rson
wants
to
se nd
via

UPS
ground
Product
Backlog

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-‐50-‐
Tools
of
Tier
2
Experimentation
• Surveys
• Alpha-‐Group
Test
Lab
• Focus
Groups
• Prototyping
Tools
• Remote
Desktop
Sharing
Tools

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-‐51-‐
Tools
of
Tier 3
Experimentation
(Feature/User
Story)
2-‐Week
Time
Box
Prioritized
Backlog
Potentially
Shippable
Product
Build-‐It
Multivariate
Testing
(Narrow)
Build
Measure
Learn
Multivariate
Testing
(Wide)
Build
Measure
Learn

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-‐52-‐
Tools
of
Tier
3
Experimentation
Use
the
Appropriate
Tool
Based
on
the
Product/System
Maturity
Level

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-‐64-‐
Situation
• Super
Regional
Financial
Services
Corp
• Great
Design
Chops
• Faced
with
Banking
Centers
going
the
way
of
the
Baby

Boomers
• THREE
years
behind
schedule
on
Strategic
Initiatives

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-‐66-‐
Instrument
the
Entire
User
Journey
• Social
Media/Traditional
Media
through
Acquisition
• Paths
through
the
Application
• What
is
useful
to
the
User?
(Which
features
are
used?)
66

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-‐67-‐
PIRATE
METRICS
• Dave
McClure’s
Startup
Metrics
for
Pirates
is
a
good
framework
for
thinking
about
macro
metrics:
• Acquisition
• Activation
• Retention
• Revenue
• Referral

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-‐68-‐
PIRATE
METRICS
• Focus
on
them
in
this
order:
• 1.
Activation,
Retention
(happiness)
• 2.
Revenue
(sustainability)
• 3.
Acquisition,
Referral
(virality)

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-‐69-‐
Results
New
Client
Portal
Experience
in
4
Months
Still
Awaiting
Retention
Goals
Results
(it
takes
a
while)
Bank
Industry
Awards
for
Client
Experience
and
Customer
Satisfaction

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-‐70-‐
The
importance
of
DevOps
in
this
Process
• Using
Scrum:
Product
Idea
Product

Vision
Shippable

Product
Visioning Realization
• Just
enough
to
get
started
• Not
necessarily
sprints
but
time-‐
boxing
is
a
good
idea
• Not
required
by
Scrum
One
or
more
sprints
Initial

Product

Backlog
Source: Agile
Product
Management
With
Scrum by
Roman
Pichler
Potentially
Releasable
Product

Increments
Sprint
0

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-‐71-‐
The
Important
of
DevOps in
this
Process
DevOps protects
CycleTime and
LeadTime to
Market
per
Feature
• They
focus
on:
– Continuous
Integration
– Continuous
Delivery
71

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-‐73-‐
CYCLE
TIME 1-‐CLICK

DEPLOY
Enterprise
Agility
in
Action
AGILE
OFFICE
I3
I2
I1
LOB

CUSTOMERS
ESCALATION
CONSULTATIVE

ARCHITECTURE
MVI’s
LOB

BUSINESS
LEADERS
DELIVERY

BASED

METRICS
PORTFOLIO

O
F

P
ROGRAMS
CAPACITY

B
ASED

I
NVESTMENT
AGILE

PROJECT

MGMT
AGILE
SCM
RELEASE

TEAM
/
OPS
DELIVERY

BASED

MANAGEMENT
FUNDING

DECISIONS

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-‐74-‐
SUMMARY
Three
Principles
• It’s
about
Products
and
Product
Portfolios,

not
Projects
and
Programs
• Focus
on
Product
Features,
not
requirements

or
User
Stories
(though
the
later
is

important,
too)
• Instrument
your
decisions:
Pirate
Metrics
• Do
the
right
experiments
in
context
Two
Structures
• You
need
a
data
analytics
infrastructure
• You
need
a
DevOps
team
• These
are
no
longer

optional!

©
2012-‐2015
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-‐76-‐
References
• Blank,
Steve
(2013-‐10-‐02).
The
Four
Steps
to
the
Epiphany.
K&S
Ranch.
Kindle
Edition.
• Collins,
Jim
(2011-‐09-‐06).
How
the
Mighty
Fall:
And
Why
Some
Companies
Never
Give
In.
Harper
Collins,
Inc..
Kindle
Edition.
• Gothelf,
Jeff
(2013-‐02-‐22).
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience.
O'Reilly
Media.
Kindle
Edition.
• Gunderson,
Lance
H.
and
Holling,
C.
S.
(2012-‐09-‐26).
Panarchy:
Understanding
Transformations
in
Human
and
Natural
Systems.
Island
Press.
Kindle
Edition.
• Hohmann,
Luke
(2006-‐08-‐28).
Innovation
Games:
Creating
Breakthrough
Products
Through
Collaborative
Play.
Pearson
Education.
Kindle
Edition.
• Kim,
Gene;
Behr,
Kevin
;
Spafford,
George
(2013-‐01-‐10).
The
Phoenix
Project:
A
Novel
About
IT,
DevOps,
and
Helping
Your
Business
Win.
IT
Revolution
Press.
Kindle
Edition.
• Larman,
Craig;
Vodde,
Bas
(2008-‐12-‐08).
Scaling
Lean
&
Agile
Development:
Thinking
and
Organizational
Tools
for
Large-‐Scale
Scrum.
Pearson
Education.
Kindle
Edition.
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