1. Applying
UX
Design
in
Agile
Projects
Agile
Principles
>
Scrum
Process
>
Lean
UX
(Design)
Process

2. 2
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

3. 3
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

4. Agile
vs
Waterfall
(1/2)
Source:
Desiree
Sy
&
Lynn
Miller,
AdapOng
Usability
InvesOgaOons
for
Agile
User-­‐Centered
Design,
May
2007,
Journal
of
Usability
Studies
(hUp://
www.upassoc.org/upa_publicaOons/jus/2007may/agile-­‐ucd.pdf)
Agile
Process
Waterfall
Process
4

5. 5
Agile
Waterfall
Pros[1]
Cons[2]
Pros
Cons
More
frequent
so]ware
releases
Developer-­‐centric
versus
user-­‐centric
Supports
more
staOc
designs
e.g.,
avionics
Cannot
adapt
well
to
business
changes
BeUer
ROI
than
Waterfall
May
be
mixed
with
Waterfall
aspects
May
introduce
fewer
errors[3]
May
be
outdated
by
Ome
of
release
Adaptable
to
changing
markets
Business
experts
may
not
be
users
Documents
miOgate
risk
if
people
leave
More
likely
cost
/
Ome
overruns[1]
Agile
vs
Waterfall
(2/2)
Sources:
1)
Denne,
Mark;
Cleland,
Jane,
Huang,
So]ware
by
Numbers:
Low-­‐Risk,
High-­‐Return
Development;
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience;
2)
Forrester:
Mike
GualOeri
Blog;
3)
DAT1063
Programming
Principle
–
Center
for
Diploma
Studies,
Hannes
Masandig
–
Google
Books

6.  Agile
may
o]en
produce
beUer
results
for
so]ware
projects
than
the
Waterfall
Methodology
given
some
of
Waterfall’s
characterisOcs:
 Design
and
development
work
is
rigidly
separated
into
different
phases
hindering
collaboraOon
between
team
members
 Work
arOfacts
e.g.,
technical
documents,
are
handed
off
to
the
next
phase
and
require
sign-­‐off
before
work
can
move
forward
 Any
errors
or
omissions
in
iniOal
requirements
can
get
passed
on
to
subsequent
phases
contribuOng
to
poor
quality
 Frequent
project
Ome
overruns
decrease
Ome
to
develop
and
test
so]ware,
impacOng
so]ware
quality
and
usability
 The
above
have
resulted
in
decades
of
poor
project
performance
i.e.,
missed
due
dates,
cost
overruns,
frustrated
users
and
teams
Why
Agile?
Source:
Jeff
PaUon
(Slide
Share),
Bringing
User-­‐Centered
Design
PracOces
into
Agile
Development
Projects
6

7. Agile’s
Founda5on
Agile
was
the
culminaOon
of
decades
of
incremental
insights
in
how
to
develop
so]ware
beUer
i.e.,
on-­‐Ome,
within
budget
and
successfully
meeOng
business
and
user
requirements.
Agile
principles
and
core
values
were
developed
in
a
meeOng
of
key
thought
leaders
i.e.,
the
“Agile
Alliance”,
in
2001
Agile
Core
Values
(Agile
Manifesto)
Individuals
and
interac5ons
over
processes
and
tools
Working
so>ware
over
comprehensive
documentaOon
Customer
collabora5on
over
contract
negoOaOon
Responding
to
change
over
following
a
plan
Agile:
Doing
Work
Smarter
Sources:
Agile Alliance: www.agilealliance.org/the-alliance/the-agile-manifesto/; Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience 7

8. Agile
Principles
need
to
be
understood
and
believed
for
team
members
to
correctly
act
within
an
Agile
project
environment,
regardless
of
which
Agile
process
is
used
1. Our
highest
priority
is
to
saOsfy
the
customer
through
early
and
conOnuous
delivery
of
valuable
so]ware.
2. Welcome
changing
requirements,
even
late
in
development.
Agile
processes
harness
change
for
the
customer's
compeOOve
advantage.
3. Deliver
working
so]ware
frequently,
from
a
couple
of
weeks
to
a
couple
of
months,
with
a
preference
to
the
shorter
Omescale.
4. Business
people
and
developers
must
work
together
daily
throughout
the
project.
5. Build
projects
around
moOvated
individuals.
Give
them
the
environment
and
support
they
need,
and
trust
them
to
get
the
job
done.
6. The
most
efficient
and
effecOve
method
of
conveying
informaOon
to
and
within
a
development
team
is
face-­‐to-­‐face
conversaOon.
7. Working
so]ware
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. ConOnuous
aUenOon
to
technical
excellence
and
good
design
enhances
agility.
10. Simplicity-­‐-­‐the
art
of
maximizing
the
amount
of
work
not
done-­‐-­‐is
essenOal.
11. The
best
architectures,
requirements,
and
designs
emerge
from
self-­‐organizing
teams.
12. At
regular
intervals,
the
team
reflects
on
how
to
become
more
effecOve,
then
tunes
and
adjusts
its
behavior
accordingly.
Agile’s
12
Principles
Source:
Agile
Alliance:
hUp://www.agilealliance.org/the-­‐alliance/the-­‐agile-­‐manifesto/the-­‐twelve-­‐principles-­‐of-­‐agile-­‐so]ware/
8

9. 9
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

10.  Scrum
is
a
process
that
supports
Agile
principles
e.g.,
Ome-­‐boxed
cycles,
high
team
collaboraOon
and
accountability
 The
short
cycles
(sprints
/
iteraOons)
in
Scrum
are
the
foundaOon
to
many
benefits
and
align
the
process
with
Agile
Principles
Scrum:
A
Process
for
Agile
(1/2)
The
Scrum
Process
Sources:
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience;
Wikipedia:
hUp://en.wikipedia.org/wiki/Scrum_
(so]ware_development)
10
5
–
30
days

11.  Scrum
Benefits
 Scrum
speeds
up
team
learning
via
more
frequent
feedback
from
customers,
stakeholders,
the
team
and
the
industry
market
 Scrum’s
shorter,
more
frequent
sprints
help
organizaOons
realize
earlier
and
larger
returns
on
so]ware
projects
Scrum:
A
Process
for
Agile
(2/2)
Sources:
Denne,
Mark;
Cleland,
Jane,
Huang,
So]ware
by
Numbers:
Low-­‐Risk,
High-­‐Return
Development;
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience;
11
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'(%($)(
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6'0'%7'
,-"./%0&
'(%($)(
1-.$%&2-). 3456&, 3457&, 345*&, 8
1-.$%&19-+:($;&'(.#;" 365*&, 375<&, 3=56&, 8
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2$)/&A"B().C(". 3456&, 35@&, 3577&, 8
8/,'&/%0(6%,'("1(6',4&/ 9:;<= ;>:?<= ;9:;<= 8

12.  Product
Owner
 Scrum
Master
 Team
Members
 MarkeOng
 Project
Manager
 Content
Strategist
/
Copywriter
/
Graphic
Design
 User
Experience
Designer
/
InformaOon
Architect
 Developer
(Front-­‐End,
Back-­‐End)
 Business
Analyst
Scrum
Roles
(1/4)
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
12

13. Product
Owner
Responsibili5es
 Develop
and
Maintain
Product
Vision
 Maximize
Project
Return
on
Investment
(ROI)
e.g.,
by
direcOng
the
team
toward
the
most
valuable
work
and
away
from
the
least
valuable
work
 Control
the
priority
of
the
team’s
backlog
of
user
stories
 Recording
stories
(SomeOmes
performed
/
iniOated
by
other
roles
e.g.
the
BA)
 Creates
acceptance
criteria
(SomeOmes
performed
/
iniOated
by
other
roles
e.g.
the
BA)
 Is
available
to
answer
team’s
quesOons
e.g.,
product
guidance
 Agrees
not
to
ask
for
more
stories
during
the
sprint
(unless
the
team
asks
for
more)
Scrum
Roles
(2/4)
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
13

14. Scrum
Master
Responsibili5es
 Scrum
expert
and
advisor
 Coach
 Remove
Roadblocks
/
Hurdles
 Facilitator
 Peer
to
other
Team
Members
(Not
a
Manager)
Scrum
Roles
(3/4)
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
14

15. Team
Member
Responsibili5es
 CompleOng
user
stories
to
incrementally
increase
the
product
value
 Self-­‐organizes
to
get
all
of
the
necessary
work
done
 Creates
and
owns
the
esOmates
for
their
work
 Owns
the
“how
to
do
the
work”
decisions
 Avoids
siloed
“not
my
job”
thinking
 Members
per
Team
(5-­‐9)
 Required
skill
sets
must
be
represented
 Team
members
must
collaborate
and
have
‘all
hands
on
deck’
Scrum
Roles
(4/4)
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
15

16.  Product
Backlog:
A
cumulaOve
list
of
user
stories
for
the
product
e.g.,
features,
bugs,
etc.
that
are
reviewed
and
updated
during
Story
Time
 User
Story:
The
main
unit
of
work
(deliverable)
described
in
the
form
of
business
value
to
the
user
and
business
 User
Story
Format:
User
Story
Content:
As
a
[user
type]
Users
who
need
the
story
and
why
its
needed
I
want
to
[accomplish
something]
FuncOonality
descripOon
So
that
[some
benefit
happens]
Acceptance
Criteria,
Tasks
and
EsOmates
 Sprint
Backlog:
A
prioriOzed
list
of
user
stories
e.g.,
features,
bugs,
etc.
that
are
output
from
the
Sprint
Planning
MeeOng
 Burn
Chart:
Amount
of
work
completed
and
remaining
for
the
product
 Task
Board:
Tasks
grouped
by
statuses:
‘To
Do’,
‘In
Process’
and
‘Done’
Scrum
ArOfacts
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
16

17.  Sprint:
A
single
team
project
cycle
/
iteraOon
with
the
goal
of
delivering
working
so]ware
that
meets
a
business
and
user
need.
The
rhythm
of
the
scrum
process.
Sprint
duraOons:
1
week
–
1
month
 Example
Schedule
for
a
One-­‐Week
Sprint
 Sprint
Planning
MeeOng:
(Product
Owner
&
Team)
The
beginning
of
the
sprint
during
which,
1)
The
Team
commits
to
a
set
of
stories
for
the
sprint,
and,
2)
The
Team
determines
the
tasks
needed
to
complete
the
stories
e.g.,
get
user
input,
design
new
screen,
translate
menu
items,
write
help
text,
add
columns
to
the
database,
etc.
Scrum:
The
Sprint
Cycle
(1/2)
Sources:
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience;
Johnson,
Hillary
Louise;
Sims,
Chris
(2012).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
17

18.  Daily
Scrum
/
Stand-­‐up:
(Team)
Daily
meeOngs
(15
minute
max).
A
self-­‐
accountability
tool
during
which
each
team
member
states
what
they
did,
what
they
are
going
to
do
and
if
they
have
any
roadblocks.
Goal
–
to
inspect
and
adapt
the
work.
 Story
Time:
(Product
Owner
and
Team)
Discuss
and
improve
stories
in
the
Product
Backlog,
esOmate
and
split
stories
 Sprint
Review:
Demonstrate
accomplishments
to
all
stakeholders
and
stories
not
completed.
Stakeholders
provide
feedback
used
by
Product
Owner
and
Team
to
further
inspect
and
adapt
the
product
 RetrospecOve:
(Product
Owner
and
Team)
A
meeOng
at
the
end
of
each
sprint
to
state
one
or
two
strategic
changes
to
make
in
the
next
sprint
to
conOnually
improve
the
process
Scrum:
The
Sprint
Cycle
(2/2)
Source:
Johnson,
Hillary
Louise;
Sims,
Chris
(2012-­‐03-­‐26).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
18

19. 19
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

20. Scrum
&
UX
Design:
‘Sprint
0’
(1/3)
Source:
Desiree
Sy
&
Lynn
Miller,
AdapOng
Usability
InvesOgaOons
for
Agile
User-­‐Centered
Design,
May
2007,
Journal
of
Usability
Studies
(hUp://
www.upassoc.org/upa_publicaOons/jus/2007may/agile-­‐ucd.pdf)
20
Scrum
Evolu5on
for
Design
While
Scrum
has
been
an
effecOve
Agile
process,
it
has
been
limited
in
how
it
incorporates
design
funcOons
within
the
sprint
Omeframe.
Efforts
to
change
this
include
modifying
the
sprint
by
introducing
a
preliminary
Sprint
0
or
Cycle
0
which
allots
addiOonal
Ome
for
designers
to
plan
and
gather
customer
data.
In
addiOon,
Sprint
1
focuses
on
development
work
that
requires
relaOvely
liUle
design
work
giving
addiOonal
Ome
to
designers
at
the
start
of
a
project.
However,
the
Sprint
0
modificaOon
has
resulted
in
a
number
of
negaOve
impacts
on
designer
work
and
on
projects
as
a
whole.
Below,
a
Sprint
0
or
Staggered
Sprint
is
depicted
which
shows
that
during
a
given
Sprint,
a
designer
may
work
on
two
to
three
sprints
simultaneously.

21. Source:
Desiree
Sy
&
Lynn
Miller,
AdapOng
Usability
InvesOgaOons
for
Agile
User-­‐Centered
Design,
May
2007,
Journal
of
Usability
Studies
(hUp://
www.upassoc.org/upa_publicaOons/jus/2007may/agile-­‐ucd.pdf)
Agile/
Scrum
Process
21
Scrum
&
UX
Design:
‘Sprint
0’
(2/3)
deSign
track
Coding
Track!
Cycle 1 Cycle 2 Cycle 3
Cycle 0 / Sprint 0
Scrum
Evolu5on
for
Design:
Sprint
0
/
Cycle
0
/
Staggered
Sprint
Hand-­‐offs
With
LiTle
Collabora5on

22.  Benefits
of
Staggered
Sprint
/
Sprint
0
Methodology
 Eases
transiOon
from
Waterfall
to
Agile’s
shorter
project
cycles
 NegaOve
aspects
of
Staggered
Sprint
/
Sprint
0
Methodology
 Insufficient
collaboraOon
between
developers
and
design
roles
resulOng
in
lack
of
shared
understanding
and
people
working
on
different
sprints
or
working
on
mulOple
sprints
simultaneously
 Wastes
Ome
creaOng
design
documentaOon
for
developers
especially
when
they
determine
designs
are
not
feasible
at
handoff
Sources:
Unger,
Russ;
Chandler,
Carolyn
(2012-­‐03-­‐23).
A
Project
Guide
to
UX
Design,
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
22
Scrum
&
UX
Design:
‘Sprint
0’
(3/3)

23. 23
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

24.  Lean
UX
is
an
Agile-­‐like
process
that
avoids
many
limits
of
the
Scrum
Staggered
Sprint
Process
 Lean
UX
combines
interacOve
design
techniques
and
scienOfic
methods
based
on
Agile,
Lean
Startup
and
Design
Thinking
to
rapidly
develop
design
ideas
and
validate
testable
product
iteraOons
in
order
to
maximize
shared
knowledge,
user
benefits
and
business
goals
Lean
UX
–
“The
Answer?”
(1/3)
Sources:
Unger,
Russ;
Chandler,
Carolyn
(2012-­‐03-­‐23).
A
Project
Guide
to
UX
Design,
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
24
Lean
UX
Idea
Evolu5on
1
2
3

25.  Lean
UX
engages
enOre
teams,
including
Product
Owners,
to
collaborate
in
all
design
meeOngs
both
at
kick-­‐off
for
product
ideaOon
and
for
individual
sprints
to
refine
kickoff
ideas
into
stories
Sources:
Unger,
Russ;
Chandler,
Carolyn
(2012-­‐03-­‐23).
A
Project
Guide
to
UX
Design,
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
25
Lean
UX
Project
Kickoff
and
Sprint
Collabora5on
Ac5vi5es
with
Related
Output
Lean
UX
–
“The
Answer?”
(2/3)
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26.  Lean
UX
Benefits
 More
direct
communicaOon
replaces
detailed
use
cases
and
high
fidelity
wireframes
with
more
conceptual
wireframe
sketches
to
aid
fast
implementaOon
of
ideas
and
help
avoid
mistakes
due
to
lack
of
shared
understanding
 CompleOng
documentaOon
does
not
become
a
boUleneck
 By
involving
everyone,
more
design
ideas
are
generated
 By
everyone
focusing
on
the
same
sprint,
fewer
things
are
missed
 Involves
a
hypotheses
validaOon
process
where
people
have
‘Freedom
To
Fail’
with
frequent
idea
validaOon
to
determine
wrong
ideas
early
and
avoid
wasOng
Ome
Sources:
LiUle,
Abrose
(2013-­‐08-­‐13)
An Answer to the Pains of Integrating Agile and UX. boxesandarrows.com
Unger,
Russ;
Chandler,
Carolyn
(2012-­‐03-­‐23).
A
Project
Guide
to
UX
Design,
Gothelf,
Jeff
(2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
26
Lean
UX
–
“The
Answer?”
(3/3)

27.  A
Unified
Content
Strategy
is
a
repeatable
method
of
idenOfying
all
content
requirements
up
front,
creaOng
consistently
structured
content
for
reuse,
managing
that
content
in
a
definiOve
source,
and
assembling
content
on
demand
to
meet
customer
needs.
(Ann
Rockley)
 To
the
extent
a
Unified
Content
Strategy
can
be
used
to
idenOfy
content
requirements,
the
strategy
might
align
well
with
the
Agile-­‐like
Lean
UX
Process.
To
consider
the
alignment
of
Lean
UX
with
Content
Strategy,
review
the
following
quesOons
that
relate
Lean
UX
and
sprint
acOviOes
with
Content
Strategy
elements.
Lean
UX
&
Content
Strategy
Source:
Rockley,
Ann;
Cooper,
Charles
(2012-­‐02-­‐14).
Managing
Enterprise
Content
27

28.  Referencing
the
table
below,
select
three
Lean
UX
AcOviOes
and
consider
how
they
might
impact
requirements
for
three
Content
Strategy
Elements
in
the
le]-­‐most
column.
Reference
the
Lean
UX
AcOviOes
and
Output
matrix
on
Slide
25
above.
StarOng
a
ConversaOon
about
Agile
and
Content
Strategy
Source:
Rockley,
Ann;
Cooper,
Charles
(2012-­‐02-­‐14).
Managing
Enterprise
Content
Content
Strategy
Elements
Lean
UX:
Ac5vi5es
Sample
Brainstorm
Product
Ideas
Create
a
Product
Idea
ArOfact
e.g.
Sketch
Evaluate
a
User
Story
Create
a
User
Test
for
a
high
fidelity
arOfact
e.g.,
wireframe
Create
a
User
Test
to
validate
Customer
Value
of
a
rough
idea
Research
Create
Review
Manage
Reuse
Distribute
28

29. 29
Bibliography
Lean
UX:
Design
Process
for
Agile
Agile:
Doing
Work
Smarter
Scrum:
Process
for
Agile
Scrum:
Can
it
Align
with
UX
Design?

30.  Denne,
Mark;
Cleland,
Jane,
Huang,
So]ware
by
Numbers:
Low-­‐Risk,
High-­‐Return
Development
 Gothelf,
Jeff;
Seiden,
Josh
(O’Reilly,
2013)
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
 Gothelf,
Jeff
(O’Reilly,
2012)
Lean
UX:
Gewng
Out
of
the
Deliverables
Business
 Hillary,
Louise;
Sims,
Chris
(2012).
Scrum:
a
Breathtakingly
Brief
and
Agile
IntroducOon
 LiUle,
Abrose
(2013-­‐08-­‐13)
An
Answer
to
the
Pains
of
IntegraOng
Agile
and
UX.
Review
of
Lean
UX:
Applying
Lean
Principles
to
Improve
User
Experience
hUp://boxesandarrows.com/an-­‐answer-­‐to-­‐the-­‐
pains-­‐of-­‐integraOng-­‐agile-­‐and-­‐ux/
 PaUon,
Jeff,
(Slide
Share),
Bringing
User-­‐Centered
Design
PracOces
into
Agile
Development
Projects
 Rockley,
Ann;
Cooper,
Charles
(2012-­‐02-­‐14).
Managing
Enterprise
Content
 Sy,
Desiree;
Miller,
Lynn,
(May
2007)
AdapOng
Usability
InvesOgaOons
for
Agile
User-­‐Centered
Design,
Journal
of
Usability
Studies
(hUp://www.upassoc.org/upa_publicaOons/jus/2007may/agile-­‐ucd.pdf)
 Unger,
Russ;
Chandler,
Carolyn
(2012-­‐03-­‐23).
A
Project
Guide
to
UX
Design
Bibliography
30

31. The
end.
31