1.
Reading Room
Agile Creative Technology
30April, 2014

2.
Agile principles
3. Working software is delivered
frequently (weeks rather than
months)
4. Working software is the principal
measure of progress
5. Sustainable development, able
to maintain a constant pace
6. Close, daily cooperation between
business people and developers
7. Face-to-face conversation is the
best form of communication
8. Projects are built around motivated
individuals, who should be trusted
9. Continuous attention to technical excellence and
good design
10. Simplicity—the art of maximizing the
amount of work not done—is essential
11. Self-organising teams
Customer satisfaction by rapid
delivery of useful software
Working software is delivered
frequently
12. Regular adaptation to changing
circumstances
Working software is delivered
frequently, and is the principle
measure of progress
2. Welcome changing requirements, even late in
development
1. Customer satisfaction by rapid
delivery of useful software

3.
The Agile Manifesto
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 collaboration over 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
© 2001 Kent Beck, James Grenning, Robert C. Martin, Mike Beedle, Jim Highsmith, Steve Mellor,
Arie van Bennekum, Andrew Hunt, Ken Schwaber, Alistair Cockburn, Ron Jeffries, Jeff Sutherland,
Ward Cunningham, Jon Kern, Dave Thomas, Martin Fowler, Brian Marick

4.
Question
How can this be applied to creative technologies?

5.
the next evolution

6.
3
points of evolution in
delivery

7.
1. Employing new rapid digital
delivery models in favour of the
“big bang”

8.
Delivery models are improving
Big bang, waterfall methods are dying;
1. Endless specification processes
2. Document to the finest point of detail
3. Big go-live with meteoric impact?

9.
Challenges that today’s projects face
Do more with less
• Budget
• Resources
High expectations from both internal and external
stake holders
Pitfall of investing in commercial off the shelf
software and not much budget left for
customisation / development.

10.
Question
What challenges do you face in
delivering your digital projects?
How could adopting the spirit of
agility address these issues?

11.
2.Applying user-centric
thinking

12.
we need to mean it

13.
The expert paradox
We regularly speak of our customer’s needs
But our practice is often dictated by our needs

14.
User centric thinking
Embedding users at each stage;
Concepting and writing the brief
Interaction design
Using prototypes that make sense
Always in beta, using the right tools to test

15.
Question
What might be stopping you from
involving users in the design and
development of your digital products?
How can we overcome those barriers?

16.
3. Embracing open source
tools for personalisation,
optimisation and increased
engagement

17.
Broadcast to narrowcast
Personalisation is the buzzword
Relevance is the goal
Responsiveness is the dream
Measurement is everything

18.
Evolution through disruption
Open source and cloud based tools are disrupting
the market
Conversion optimisation
Real-time personalisation
Targeted automated messaging delivery
Sexy tech is back, now it’s more accessible.

19.
Question
Where do you see the opportunities
to personalise your organisations
digital user experience?
What are the barriers to realising
these opportunities.

20.
Case Study
DonateLife

21.
The Objectives
We understand OTA need to:
• Increase capability and capacity within the
health system
• Maximise donation rates
• Build community awareness and stakeholder
engagement across Australia to promote
organ and tissue donation Project Objectives
We understand OTA need to:
• Have a stable environment for DonateLife
Week
• Maximise reuse and reduce rework
• Minimise cost impact of phased approach
Business Objectives Business Imperatives

22.
Design for
main and
micro site
Refinement
of main site
design
How did this work?
December January February /March April/May
Donatelife.gov.au
Donate Life Week Site
Requirements-
gathering &
research
Visual designs
& Information
architecture
Functional
specification,
HTML
Functional
Prototype
Development
and UAT
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

23.
How did this work?
December January February March
Donatelife.gov.au
Donate Life Week Site
Requirements-
gathering &
research
Visual designs
& Information
architecture
Functional
specification,
HTML
Functional
Prototype
Development
and UAT
The research phase will essentially cover the
whole of the DLW site process as learnings
will be fed into the main site build.
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

24.
Case Study
Seqwater

25.
The Objectives
We understand SEQWater need
to:
• Provide up to date information for water users
• Flood awareness across QId
• Build community awareness and stakeholder
engagement across Australia to promote SEQ
as a tourist destination
We understand SEQWater need
to:
• Have a stable environment prior to Christmas
turn off of old sites
• Reduce duplication of publishing/content
• Minimise cost impact of phased approach
Business Objectives Business Imperatives

26.
How did this work?
November December January Febraury
Integrations with external systems
Seqwater main site
Requirements-
gathering &
research
Visual designs
& Information
architecture
Functional
specification,
HTML
Functional
Prototype
Development
and UAT
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Seqwater up a dry gully site

27.
Agile Software Development
Customer satisfaction by rapid
delivery of design, user
testing and useful software
Usable design assets and
working software are the principle
measures of progress
Agile Creative Technology

28.
Questions?
Ian Laslett
Reading Room
i.laslett@readingroom.com.au
www.readingroom.com.au
/ReadingRoomAustralia
@ReadingRoom_AU