User experience can make or break new products, and revitalize or kill existing products. Having skilled designers and developers is a start, but they don't naturally speak the same language, which can impede your team's value delivery. Using examples from research and industry, as well as experiences from my own and others’ work with Agile teams, this session delivers strategies and specific techniques that designers, developers, and product owners can apply to build more powerful design communication across disciplines.
This presentation is organized around four proven strategies:
- Drive priority discussions around value
- Speak a shared language of Agile development
- Show possibilities, don’t debate principles
- Tailor artifacts to meet your teams’ needs
Defeating Babel: 4 Strategies for Better Design Communication in Agile
1. Defeating Babel
Four Strategies for Better Design Communication
in Agile
Jim Carlsen-Landy
Director, User Experience Design
CA Technologies
jim.carlsenlandy@gmail.com
Big Design 2015
#bigd15
@JimCL42
2. What’s this about?
Is
intro to or critique of Agile
how to reduce or eliminate
design
details of specific design or
coding methods
all the answers
the only answer
Is
working better across
functional roles
applicable to developers,
designers, product owners,
QA, and managers
better communication
about design and
development during the
process
3. For the attention span impaired
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
7. …and you are?
Designer
Developer
Scrum Master
Product Owner
Quality Engineer
Product Manager
Team Manager
Project Manager
You are part of a product team.
Your actions and your decisions affect your product.
Therefore you are a product designer.
8. Why is communication a problem?
Design is different from development
Years of waterfall thinking have created silos
By-the-book Agile is very development-centric
Our teams and leaders have different concerns
Humans crawl into their comfort zone under pressure
Professionals use the secret language of their craft to
reinforce their authority and value
9. The secret to better communication
It depends.
Every team,
every project, and
every organization
is different.
10. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
11. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
13. Agile value
Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
14. Value = Priority = What gets done
Q: Who decides priority in your sprints?
A: Your product owner.
Make them your friend.
Help them understand the value
of a great user experience.
15. Value = Priority = What gets done
Q: Who decides priority in your sprints?
A: Your product owner.
Make them your friend.
Help them understand the value
of a great user experience.
17. Different concerns, one goal
Developer
•Efficient
•Maintainable
•Implementable
Designer
•Usable
•Modern
•Branded
Product
Owner
•Customer needs
•Utilitarian
•Business ROI
DELIVER
VALUE
18. Usability adds value (the simple version)
A feature that cannot be used prevents the
user from performing the intended task.
If the user is unable to perform the intended
task, that feature delivers less (or zero) value.
An attribute of the product that interferes with
or reduces the value delivered is a defect.
Therefore, an unusable feature is a defect.
QED
19. For your users
Efficiency, accuracy, consistency
Trust & acceptance
Better tolerance for bugs
Stay competitive and profitable
User-centered design adds value
20. For your users
Efficiency, accuracy, consistency
Trust & acceptance
Better tolerance for bugs
Stay competitive and profitable
User-centered design adds value
For your business
Reduced support calls
Reduced training costs
Fewer product returns and
more renewals
Differentiate in the market
Avoid lawsuits
21. User-centered design reduces risk
Paul Sherman, “Decision Insurance: Iterative Prototyping to Reduce Business Risk”
22. User-centered design reduces risk
Paul Sherman, “Decision Insurance: Iterative Prototyping to Reduce Business Risk”
27. Don’t take my word for it
Autodesk: “experience design contributes 36% to 40% to
motivating users to recommend our product.”
That’s NPS for you marketing folks in the room
Medallia: compared to users who had the worst
experiences, users who had the best experiences:
spent 2.4x as much and renewed 6x as often
28. Don’t take my word for it
Autodesk: “experience design contributes 36% to 40% to
motivating users to recommend our product.”
That’s NPS for you marketing folks in the room
Medallia: compared to users who had the worst
experiences, users who had the best experiences:
spent 2.4x as much and renewed 6x as often
Peter Kriss
Harvard Business Review blog
1 Aug 2014
It’s time to stop the philosophical debate
about whether investing in the experience
of your customers is the right business
decision. This isn’t a question of beliefs, it’s
a question about the behavior of your
customers.
29. Don’t take my word for it
Design Management Institute, March 10, 2014
30. Product Owner value questions
What would you ask for if this was the last sprint?
What would you ask for if you can only get one thing?
After that? After that?
What you’re asking for is risky / expensive.
Does this lower cost alternative meet your needs?
No? Then let’s negotiate something that does.
31. The value of happiness
@SimonCockayne
“Forget velocity, measure value”
Ask your customers:
“How happy does backlog item x make you?”
Super-happy (score 9-10) – You love the backlog item.
Ok (score 7-8) – You are satisfied.
Unhappy (score 0-6) – You are unhappy (or miserable)
about the backlog item.
32. The value of happiness
@SimonCockayne
“Forget velocity, measure value”
33. The value of happiness
@SimonCockayne
“Forget velocity, measure value”
34. Perspectives on value
Adam Polansky, “Spread It, Split It & Stack It – 3 Methods for Qualifying Content”, Big Design 2010
37. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
38. It’s in there
Continuous attention to technical excellence
and good design enhances agility. Simplicity – the art of maximizing the
amount of work not done – is essential.
41. Design stories, dev stories
Design stories Development stories
Research & discovery
Epic-level design (e.g. storyboards)
Pre-release usability testing
42. Design stories, dev stories
Design stories Development stories
Generic “do GUI” in a separate user
story
“Apply the look&feel to finished screens”
UX defects are “cosmetic” (UX debt)
48. Building a teapot
As a user I need a teapot so that I can make tea.
a tea drinker
49. Building a teapot
As a user I need a teapot so that I can make tea
and enjoy a relaxing hot beverage.
a tea drinker
Jane Souchong
50. Building a teapot
As a user I need a teapot so that I can make tea
and enjoy a relaxing hot beverage.
a tea drinker
Jane Souchong needs
she
“User Stories Don’t Help Users: Introducing Persona Stories”, William Hudson, ACM Interactions magazine, issue XX.6
Nov/Dec 2013
51. Building a teapot
Jane Souchong needs a teapot so she can make
tea and enjoy a relaxing hot beverage.
52. Building a teapot
Acceptance criteria:
Jane Souchong needs a teapot so she can make
tea and enjoy a relaxing hot beverage.
53. Building a teapot
Acceptance criteria:
Holds water
Can be heated to boiling without breaking
Holds tea so it can steep in boiling water
Handle to lift the teapot
Spout to pour out the tea
Washable
Attractive on my kitchen shelf
… and so on
Jane Souchong needs a teapot so she can make
tea and enjoy a relaxing hot beverage.
54. Jane Souchong needs a teapot so she can make
tea and enjoy a relaxing hot beverage.
Building a teapot
Acceptance criteria:
Holds water
Can be heated to boiling without breaking
Holds tea so it can steep in boiling water
Handle to lift the teapot
Spout to pour out the tea
Washable
Attractive on my kitchen shelf
… and so on
55. Building a teapot
Acceptance criteria:
Holds water
Can be heated to boiling without breaking
Holds tea so it can steep in boiling water
Handle to lift the teapot
Spout to pour out the tea
Washable
Attractive on my kitchen shelf
… and so on
Jane Souchong needs a teapot so she can make
tea and enjoy a relaxing hot beverage.
56. Make users and usability explicit
Prototyping and design validation for every product increment
Definition of Done includes “UX reviewed” and “Usability tested”
“Reviewed and approved by UX” in acceptance criteria (add a task!)
“Usability tested” in acceptance criteria (add a task!)
“Usable” in acceptance criteria
Usability test stories in every sprint
Usability test stories in every release backlog
Persona names in user stories (“Jane Souchong needs…”, not “As a
user…”)
57. Even more Agile UX hooks
Refactoring
Shippable increments
No unnecessary documentation
Simple design
58. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
60. Prototype, prototype, prototype
Paper
Wizard of Oz
PowerPoint, Keynote
InDesign, Axure, InVision
Okay, HTML/javascript are good for prototyping, too
61. Prototype, prototype, prototype
Paper
Wizard of Oz
PowerPoint, Keynote
InDesign, Axure, InVision
Okay, HTML/javascript are good for prototyping, too
But keep it cheap, light, and fast
Can I throw this away without hesitation?
65. Prototype, prototype, prototype
Q: Should designers code their own
prototypes?
A: If you can, go ahead.
BUT
Don’t limit your designs to what
YOU can build.
Find a developer to pair with –
they’re better at it.
66. Prototype, prototype, prototype
Q: Should designers code their own
prototypes?
Jesse Weaver
“We Don’t Need More Designers Who Can Code”
Medium RE:Write, Dec 2014
67. Prototyping is cheap, not free
Prototypes save time & money
Experiments save time & money
Plan prototypes into the sprint
Do NOT rely on skunkworks
Do NOT rely on the team’s willingness to “do
the right thing” off the clock
68. Spike it out
Developers
If you don’t know
something, spike it
If an approach seems
risky, spike it
If someone thinks another
way is better, spike both
69. Spike it out = Do. The. Research.
Developers
If you don’t know
something, spike it
If an approach seems
risky, spike it
If someone thinks another
way is better, spike both
Designers
If you don’t know
something, research it
If an approach seems
uncertain, research it
If someone thinks another
way is better, research
both
Note: Research = USER research
70. Research is expensive, right?
Wrong. REALLY wrong.
Guerrilla user research
Guerrilla usability testing
5-second tests
Hallway tests
Group sessions
$$$$$$$$$$$$$$$$$$$$$$$$$
71. Research is expensive, right?
Wrong. REALLY wrong.
Guerrilla user research
Guerrilla usability testing
5-second tests
Hallway tests
Group sessions
$$$$$$$$$$$$$$$$$$$$$$$$$
Less >> Zero
Stakeholder interviews
Repurpose existing data
Fewer participants
Remote / unmoderated
No lab, no recordings
72. One more thing about research
Q: What’s the most expensive mistake
you can make in a product?
$$$$$$$$$$$$$$$$$$$$$$$$$
73. One more thing about research
Q: What’s the most expensive mistake
you can make in a product?
$$$$$$$$$$$$$$$$$$$$$$$$$
A: Building a product that nobody wants.
Do. The. Research.
74. Show design and code often
It’s never done, so don’t hang on to it
Show in-work design
in sprint demos
to other designers
to your developers
(they’ll tell you if it’s
insane)
Show in-work code
in pairing sessions
to other developers
to your designers
(they’ll tell you if it’s off-target)
75. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
76. Lean UX sez
You are in the problem-solving business, and
you don’t solve problems with design
documentation.
You solve them with elegant, efficient and
sophisticated software.
Jeff Gothelf
“Getting out of the deliverables business”
Smashing Magazine, March 2011
78. What does your team need?
Fidelity&Detail
Cost
Co-construction
Conversations & notes
Scenarios / Use Cases)
Storyboards
Wireframes
Low-fi mockups
Hi-fi mockups
Pixel-perfect comps
Annotated static mockups
Interactive mockups
Clickable wireframes
79. What are the right deliverables?
It depends.
How mature is the design team?
How mature is the dev team?
How mature is the relationship of design, dev, and PO?
What is the least fidelity that communicates sufficiently?
80. What are the right deliverables?
It will change.
This is a wonderful kind of magic.
Start somewhere in the middle,
and see which way you need to adjust.
Observe in each sprint.
Adjust again.
And again.
83. Four things you can do
Drive priority discussions around value
Speak a shared language of Agile development
Show the possibilities, don’t debate principles
Tailor artifacts to meet your teams’ needs
84. Right here at Big Design 2015
“The $1 Prototype: A Modern Approach to UX Design”, Greg Nudelman
(Thursday workshop)
“Axure Essentials: Beyond Paper Prototyping”, Jo Anne Wright (Thursday
workshop)
“Rapid Prototyping 2015: It’s a Mad, Mad World”, Marti Gold (Fri 10:00)
“Flash Builds: 1 Week Prototyping”, Jessica Keup (Fri 4:00)
“Don’t Waste Your Time: Secrets of Minimum Valuable Prototyping”, Philip
Likens (Sat noon)
“Scrappy Usability: How to Run Faster Than Lean UX”, Josh Hall (Sat 2:30)
“Six Ways to Bridge the Distance Between UX and Agile Virtual Teams”, Mary
Brodie (Sat 4:00)
86. If you remember only one thing
Communicating design in an Agile team
is about conveying value,
not handing off artifacts.
So…
Know where UX adds value,
equip yourself to communicate it clearly, and
be prepared to talk about it a LOT.
1.
www.linkedin.com/in/jimcl
jim.carlsenlandy@gmail.com
@JimCL42
Notas del editor
The basic thesis of this presentation is that we need to stop arguing about whether UX and Agile can coexist effectively.
They can, they do, and most of all, they absolutely must.
We don’t have a choice if our companies and careers are going to thrive.
So I’m not going to make the case that these disciplines work together, just show you ways to do it better.
If nothing else sticks, remember these highlights.
You will go home with
- specific techniques you can start using today
- high-level principles and guidelines for the long term
- ways to improve communication and alignment across disciplines
- how to bridge our specialized perspectives so the solutions we deliver are great from every angle
- practices that build stronger teams in any software organization
30 years in software, mostly GUIs.
Developer, designer, manager, change agent.
Degrees in philosophy and CS – you’ll see both today.
Currently User Experience Director at CA Technologies in Plano.
Previously with Sabre Airline Solutions, i2, ObjectSpace, Texas Instruments.
Enterprise / desktop apps, not e-commerce. Software for experts and professionals.
Former chapter President DFW UXPA.
Professional Scrum Master, but that just means I can be on a Scrum Team.
I’ve been working on and with Agile teams since 2005.
Lover of great music & great art.
2-channel tube audio, jazz, blues, cubism, and surrealism, to be exact.
Delivered design is what your customers experience when they use your prdoucts.
Everyone makes decisions that affect the final product.
Therefore everyone is a designer.
This is one of the fundamental principles of Design Thinking.
NOW who thinks they’re a designer?
We all know this. External pressures make it difficult to communicate.
We also need to take some personal responsibility for our contribution to the problem.
Have you ever been to a mechanic and questioned the estimate?
They throw technical terms at you to demonstrate that they know more about the topic than you do, right?
Face it – we do the same thing to each other.
Image from www.wikipedia.org .
If there was a simple, universal solution we wouldn’t need presentations like this one.
But there are things we can each to help improve our corner of the world.
This is going to be a really fast ride, folks, so hang on to your phones and remember these four strategies.
We’ll start by establishing “value” as the common thread in all Agile environments.
The 12 Principles behind the Agile Manifesto.
www.agilemanifesto.org
There are other principles that apply, but this one is first for a reason.
From a more practical standpoint, why is it important to talk about value?
Because we prioritize based on value, which means that
value defines what gets done and what does not.
Help your PO understand that value has multiple dimensions.
Show the value of solid UX.
“Penelope Product Owner” by borisgloger.com .
Are you a product owner?
If so, during this section please raise your hand or
shout your favorite supportive word if something resonates with you.
We all want to know what gets your attention so we can communicate better.
“Penelope Product Owner” by borisgloger.com .
Why don’t we immediately all agree on what is valuable?
We bring different concerns to our decisions at work because of our training and expertise.
That affects our perception of the relative cost and benefit of every decision.
But we all have the same goal: deliver valuable software to our customers.
We need to talk concretely about value. Here’s a start that everyone should understand.
Usability is a quality factor.
Poor usability is not something to be “worked around” or a “nice to have”. It’s a defect.
Poor usability = poor quality = poor value.
Some general value-oriented ways of looking at design.
Most of these are well-accepted, and some have concrete research behind them.
In your business and mine, our users depend on our software for their livelihood,
and for the livelihoods of their clients. Do the right thing for them.
Support center photo from guardianlv.com .
In your business and mine, our users depend on our software for their livelihood,
and for the livelihoods of their clients. Do the right thing for them.
Lawsuits are a real threat when you’re dealing with people’s personal and financial information.
Support center photo from guardianlv.com .
Money photo from archive.indianexpress.com .
Thanks to Paul Sherman for this excellent and simple illustration from his actual experience.
Agile is often referred to as a risk-reduction framework.
UCD is also about risk reduction.
Find out sooner whether you’re building the right thing,
and find out sooner if you’re building it right.
Paul Sherman, “Decision Insurance: Iterative Prototyping to Reduce Business Risk”, at 2015 UX Strategies Summit, San Francisco, CA, June 2015
http://www.slideshare.net/PaulSherman/decision-insurance-iterative-prototyping-to-reduce-business
Thanks to Paul Sherman for this excellent and simple illustration from his actual experience.
Agile is often referred to as a risk-reduction framework.
UCD is also about risk reduction.
Find out sooner whether you’re building the right thing,
and find out sooner if you’re building it right.
Paul Sherman, “Decision Insurance: Iterative Prototyping to Reduce Business Risk”, at 2015 UX Strategies Summit, San Francisco, CA, June 2015
http://www.slideshare.net/PaulSherman/decision-insurance-iterative-prototyping-to-reduce-business
Why do designers fuss over *how* the data is presented as much as they do over how *much* data is presented?
January 27, 1986. Scientists from Morton-Thiokol and NASA specialists present this information
to the team that will decide whether to launch the shuttle Challenger on January 28.
Clever use of rocket shapes to represent launches.
All the data you’d need to make a decision is here.
Anyone care to interpret this?
Image in NASA public records, created by Morton Thiokol, Inc, Jan 27, 1986. Taken from Visual Explanations, Edward Tufte, 1997.
You have to love this disclaimer. I’m sure it’s in all caps for emphasis.
Have any of you ever delivered a presentation to your stakeholders, and NOT been asked for the slides separately?
And if we delivered our UIs with this disclaimer, how well do you think THAT would work?
Image in NASA public records, created by Morton Thiokol, Inc, Jan 27, 1986. Taken from Visual Explanations, Edward Tufte, 1997.
The exact same data as the previous slide. What does THIS one tell you?
You can add the trendline if you want, but most of us add it automatically just by looking at the chart.
Why do you sometimes want to show more chart than the data would indicate? To allow the viewer to extrapolate from the existing data.
BTW this was created by Tufte 10 years later. Had this been shown to the NASA team in 1986, would the outcome have been different?
Image by Edward Tufte, in Visual Explanations, 1997.
Credit to Jeremy Johnson for this clear and simple visual concept.
What we use when not working is reshaping our expectations of what we use while working.
This is IMO the single most disruptive trend to enterprise and traditional software makers today.
If you work for a large, established company, or in any enterprise software, your product people may be blissfully unaware that this is happening.
iPhone image from www.instagram.com .
SAP Assistant image from help.sap.com .
You want numbers? We got numbers.
Autodesk data from Erin Bradner and Jeff Sauro, “Software User Experience and Likelihood to Recommend: Linking UX and NPS”, UPA International Conference 2012.
http://www.autodeskresearch.com/pdf/2012%20NPS%20Bradner%20Sauro.pdf
Medallia data and charts from “The Value of Customer Experience, Quantified,” Peter Kriss, Harvard Business Review blog, August 1, 2014.
https://hbr.org/2014/08/the-value-of-customer-experience-quantified/
You want numbers? We got numbers.
Autodesk data from Erin Bradner and Jeff Sauro, “Software User Experience and Likelihood to Recommend: Linking UX and NPS”, UPA International Conference 2012.
http://www.autodeskresearch.com/pdf/2012%20NPS%20Bradner%20Sauro.pdf
Medallia data and charts from “The Value of Customer Experience, Quantified,” Peter Kriss, Harvard Business Review blog, August 1, 2014.
https://hbr.org/2014/08/the-value-of-customer-experience-quantified/
Your CFO wants numbers? We got numbers.
We can argue about who defines “design-driven”, but most of us would agree about most of the companies in their list.
And S&P is S&P – that’s just data.
Design Management Institute, “Design-Driven Companies Outperform S&P by 228%”, March 10, 2014
http://www.dmi.org/blogpost/1093220/182956/Design-Driven-Companies-Outperform-S-P-by-228-Over-Ten-Years--The-DMI-Design-Value-Index
So how do we make our value conversations specific?
Value questions
This is expensive/risky/time-consuming/etc
would you be willing to get this valuable alternative instead, at lower risk/cost/time?
What would you ask for if you can only get one thing? Next? Next? …
What would you ask for if you knew this was the last sprint?
Remember, “Collaboration over contracts”.
Prioritize the UX stories
know when to push, when to negotiate, when to back down
It’s hard to tie value directly to a story. So why not ask your customers which backlog items make them happiest?
It’s a kind of story-level NPS, that you do *before* you’ve released the feature.
From Simon Cockayne’s blog
https://simoncockayne.wordpress.com/2014/02/17/forget-velocity-measure-value/
@SimonCockayne
Simon is a Product Owner and Agile Coach at CA Technologies..
Masks from www.fanpop.com
It’s hard to tie value directly to a story. So why not ask your customers which backlog items make them happiest?
It’s a kind of story-level NPS, that you do *before* you’ve released the feature.
This spreadsheet shows the results – the most happy-making stories pop out.
From Simon Cockayne’s blog
https://simoncockayne.wordpress.com/2014/02/17/forget-velocity-measure-value/
@SimonCockayne
Not specific to UX, but if stories that affect the user experience rank high in the list, they should get a high priority.
From Simon Cockayne’s blog
https://simoncockayne.wordpress.com/2014/02/17/forget-velocity-measure-value/
@SimonCockayne
Self-interested voting is Adam Polansky’s idea from Big (D)esign 2010.
Your product managers vote in the business value column.
Your developers vote in the technical ease column.
Your UX team votes in the user value column.
You weight each column to reflect the overall priorities of the project.
Add up the weighted values to get a total for each story.
Adam Polansky, “Spread It, Split It & Stack It – 3 Methods for Qualifying Content”, at Big Design 2010.
http://www.slideshare.net/AdamtheIA/big-d-052810
Image credits (clockwise from top left):
bbapply.com
www.valeomarketing.com
www.rockinrightside.com
thetyee.ca
Just “doing Agile” isn’t enough.
We have to be communicating.
I’m advocating that designers and PMs learn the language of Agile, and
that POs and developers learn to extend the context of Agile to include other disciplines.
These sure sound like UX values to me.
There are also 12 Principles behind the Manifesto that give us hooks into Agile processes.
Whether “it” is clean code, thoughtful design, consistent quality, rapid delivery, or good communication, it’s all in there.
Image from www.agilemanifesto.org .
Be on the team, not in the bleachers.
A scrum team consists of “all the necessary skills”, so UX, QA, and any other specializations need to participate.
This diagram is only about the iteration/sprint – there are lots of touchpoints earlier and later in the product lifecycle for UX, too.
That may be the subject of a future talk. Anyone interested in that?
Agile process diagram from www.envitia.com (and there are thousands of others out there…).
Make sure design and development don’t get silo’d.
Should you have separate UX stories?
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
Sometimes it’s okay to have separate design stories,
But only when they’re “pure” design, not directly connected to a dev activity
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
Don’t allow these anti-patterns to emerge.
A good Agile environment does not allow technical debt to accumulate.
Don’t let UX debt accumulate, either.
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
Are your design stories in a separate repository or tool than your development stories?
NEVER allow your UX stories to be in a separate repository or project.
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
Are your design stories in a separate repository or tool than your development stories?
NEVER allow your UX stories to be in a separate repository or project.
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
If you have separate design and dev stories, they MUST be in the same project, in the same repository.
Designer photo from www.cabanova.com .
Developer photo from cloudcomputingcell.com .
While we’re talking about stories, let’s talk about stories.
Standard Agile user story format.
The Agile story is where we capture what we will do that will provide some amount of value in our product.
Standard Agile user story format.
Before we go any further, let’s get one basic thing taken care of.
What’s “a user”? Isn’t that like trying to design a car for “a driver”?
Human head outline from psd.fanextra.com .
“Tea drinker” is a role, like “Administrator” or “Tax Accountant”.
Better, but not ideal.
Teacup from www.foodphotosite.com .
Use your persona names.
Make the conversation about a human being, not an abstract concept.
Human beings have motivations, which define why something is valuable to them.
“Jane Souchong” from www.greenteaearth.com .
And one more tweak.
Saying “I” in the story causes some people to think they represent the persona. And You Are Not Your User.
Write the story for the persona instead.
It makes the story shorter & easier to read, too.
See “User Stories Don’t Help Users: Introducing Persona Stories”, William Hudson, ACM Interactions magazine, issue XX.6 Nov/Dec 2013.
“Jane Souchong” from www.greenteaearth.com .
Now THAT is a story about a human being.
“Jane Souchong” from www.greenteaearth.com .
Take about 30 seconds,
and write down 3-5 acceptance criteria for your teapot.
“Jane Souchong” from www.greenteaearth.com .
Your list probably looks something like this.
“Jane Souchong” from www.greenteaearth.com .
What is the user’s experience with this teapot?
Is this a valuable item to deliver to your user? Sorry, to Jane Souchong.
It meets the acceptance criteria, but clearly we overlooked something.
Screaming woman from andthatswhyyouresingle.com .
“Coffeepot for Masochists” designed by Jacques Carelman, photo by Ayman Shamma, from www.jnd.org/dn.mss/CH00_Prolog.pdf .
Ah, a USABLE teapot.
Screaming woman from andthatswhyyouresingle.com .
“Coffeepot for Masochists” designed by Jacques Carelman, photo by Ayman Shamma, from www.jnd.org/dn.mss/CH00_Prolog.pdf .
There’s enough material here for a whole presentation. Mine is “Agile Power Words for UX Practitioners” on SlideShare.
Hands up if you’re doing any of these.
A “UX review” task means the story cannot be turned over to QA until UX review is complete
- Credit to Kathren Torraca, IXD at Idexx Labs, Maine
- This prevents miscommunication from becoming a “UX defect”
- We know what happens to “UX defects”
Also covered in my “Agile Power Words for UX Practitioners” presentation.
We can debate principles, but remember that each of our professions
has different values, techniques, goals, etc.
How far does that usually get you?
Prototyping happens in all industries because it is always true that
the value of learning from a prototype is much greater than the cost of building it,
and it is far less risky to prototype than to go directly to market.
I love MythBusters, because
they’re always prototyping and experimenting,
failure is always an option, and
let’s face it, we all like watching stuff blow up. From a good safe distance.
Image credits (clockwise from top left): www.uxmatters.com, ixld.com, www.discovery.com, dribbble.com/FransTwisk, www.drive.com.au .
Use whatever you have available and are comfortable with.
But a prototype should never be a big investment (compared to the product),
and you should have no qualms about throwing it away.
“Tip Helper” image from Nielsen Norman Group, http://www.nngroup.com/reports/paper-prototyping-training-video/ .
Use whatever you have available and are comfortable with.
But a prototype should never be a big investment (compared to the product),
and you should have no qualms about throwing it away.
If you can’t throw it away you’re too attached to the prototype.
“Tip Helper” image from Nielsen Norman Group, http://www.nngroup.com/reports/paper-prototyping-training-video/ .
As presenters at most conferences we are required
to bring up at least one topic that has generated endless online rants and opinion-laced debate
and take a strong one-sided stand about it.
Here’s mine.
Should designers code up their own prototypes?
This is a subject of constant debate, and many people disagree with me.
It’s okay – they’re allowed to be wrong.
Photo from www.fastestonemanband.com .
Should designers code up their own prototypes?
The term thrown around for designers who can code is “unicorn”.
Insert rainbows and bunnies joke here.
Image from www.dianapeterfreund.com .
Should designers code up their own prototypes?
If you can, sure.
BUT
Your developers are better at it.
Don’t limit your designs to what YOU can build.
Let the most skilled technical people bring your ideas to life.
Everyone will feel better about it.
Photo from cloudaccesssecurity.wordpress.com .
The argument shouldn’t be about designers coding or coders designing.
We should be focused on enough mutual understanding that we communicate as seamlessly as possible.
Jesse Weaver, “We Don’t Need More Designers Who Can Code,” in Medium RE:Write, December 17, 2014.
https://medium.com/re-write/we-dont-need-more-designers-who-can-code-b81483d2a0e6
Product Owners, I’m talking to you here.
Make sure that when a prototype is needed, it is planned in.
Counting on “skunk works” or people’s inherent need to “do the right thing” isn’t scalable or sustainable.
Panhandler image from pinterest.com, Charles Haag, pinned from ehow.com.
Agile developers learn to spike things that are new, unknown, or potentially risky.
A bake-off spike can be very effective because it is fast and cheap.
Young developers photo from www.issaquahpress.com .
Why would I put something short & focused like a spike
on the same page as something extensive & open-ended like research?
Because once you’re inside the dev cycle, research needs to be short & focused.
This is about getting things in front of users for validation,
not doing fundamental discovery, or looking up more theories to debate.
Photo from austin.3daystartup.org .
There’s a belief that research is expensive, but it can be done relatively cheaply for small projects or if you have a limited budget (don’t we all?).
Some of these come from “Doing User Research Faster and Cheaper”, Jim Ross, uxmatters.com May 3, 2010.
http://www.uxmatters.com/mt/archives/2010/05/doing-user-research-faster-and-cheaper.php
And whatever else you have to deal with, remember that some research, even if it’s limited, is better than none at all.
Some of these come from “Doing User Research Faster and Cheaper”, Jim Ross, uxmatters.com May 3, 2010.
http://www.uxmatters.com/mt/archives/2010/05/doing-user-research-faster-and-cheaper.php
Let’s talk about value again.
When are the least expensive and most expensive times to change your product?
And the least expensive time of all is BEFORE YOU BUILD ANYTHING.
Figure out up front if you’re buildling the right thing for the right people.
That’s what user research does for you.
Remember the “Decision Insurance” thing? Yeah, that again.
Design & code reviews are not just about quality.
They’re about communicating and aligning on the direction,
opening up conversations, and bringing the best ideas to the table.
If you work on design or code for more than a day or two without someone else seeing it, you’re off track.
This is why it’s important to break work down into small chunks
- This is hard for everyone, not just you
- Smaller pieces mean faster results
- Faster results means faster failing
- Faster failing means more learning
More learning means better outcomes
Designers photo from blogs.solidworks.com .
Mac users photo from commons.wikimedia.org .
What design deliverables should you create for the handoff to development?
Is that really even the right question?
Why do we think of it as a handoff instead of a collaboration?
We don’t have time for a full lesson on Lean UX (and I’d leave that to Jeff Gothelf, anyway).
Lean UX is founded on these principles:
- Design thinking
- Agile development
- Lean startup
Jeff Gothelf, “Getting out of the deliverables business”, Smashing Magazine, March 2011
http://www.smashingmagazine.com/2011/03/07/lean-ux-getting-out-of-the-deliverables-business/
So if we can’t completely do away with deliverables,
but we shouldn’t build extensive, detailed, heavy documentation,
what ARE the right deliverables?
The right level of fidelity depends on your team and your project
If you can get results by talking about it, great.
But add fidelity as you need it to get consistently good results.
As the team settles in you will probably find that the fidelity can decrease – take advantage of that.
What’s not on this chart? Value.
Because that can only be determined in the context of your team and your work.
Credits: dribbble.com/FransTwisk, www.kony.com, ixld.com
The maturity of the relationship between design and development and PO will guide how much detail is needed.
Remember, “No unnecessary documentation” means create the least amount of documentation that still gets the point across to your team.
So if we can’t completely do away with deliverables,
but we shouldn’t build extensive, detailed, heavy documentation,
what ARE the right deliverables?
A technique used by Sheetal Prabhu, Interaction Designer on my team at CA.
Of course, a scenario is just one path through the system, so you can’t construct a whole solution from just one scenario, or even a few.
But if your goal is to deliver a shippable increment, a minimally viable product/enhancement, or other constrained solution, this is magic.
People relate well to stories
Write scenarios as stories about personas
Interweave the scenario story with wireframes
Allows you to focus feature & value discussions:
- Does the proposed solution move the story forward?
- Is this proposed addition part of the story?
- Is everything in the wireframe necessary to tell the story?
- If we don’t do this piece, how does that affect the story?
A technique used by Sheetal Prabhu, Interaction Designer on my team at CA.
Of course, a scenario is just one path through the system, so you can’t construct a whole solution from just one scenario, or even a few.
But if your goal is to deliver a shippable increment, a minimally viable product/enhancement, or other constrained solution, this is magic.
People relate well to stories
Write scenarios as stories about personas
Interweave the scenario story with wireframes
Allows you to focus feature & value discussions:
- Does the proposed solution move the story forward?
- Is this proposed addition part of the story?
- Is everything in the wireframe necessary to tell the story?
- If we don’t do this piece, how does that affect the story?
One last time.
Clearly these are topics of interest, so dig in more with these workshops and sessions here at Big Design.
My apologies for the ones you already missed, but feel free to hunt downt he presenters and corner them with your questions.
I think this is one thing, but maybe it’s 3? Or 4?
In any case, it’s important.
Now go forth and be amazing!