III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement, Nuno Seixas, PT...

Portugal

Human Centered Process

Improvement

Nuno Alexandre Seixas

Transformation Project Manager, CMMI-DEV Certified Instructor

PT Inovação

2013-10-17

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Human Centered Process Improvement Agenda

1. Motivation

2. Contextual Design – the theory

3. Cool stuff – hands on

4. Wrap up

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1. Motivation

4. Wrap up

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Human Centered Process Improvement

Who am I?

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Motivation

Innovation is not…

rocket science

an Eureka moment

It is getting closer to

an emotional analysis

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Motivation

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Motivation Give customers what

they want need

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Motivation Give customers what

they want need

Build processes for

with people

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Motivation

Process Improvement

What’s in it for me?

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Motivation

5 different views on process improvement

Process improvement as a simple “certification”

Process improvement as a top-down strategy

Process improvement as a quest for efficiency

Process improvement the holy grail

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Motivation

Process improvement from a CMMI perspective:

Image credit: http://www.icesi.edu.co/wiki/images/2/22/Ideal2.jpg

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Motivation

what they

Do you ask

customers

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Motivation

what they

Do you ask

customers

Get reasonable answers from who truly wants to help

Will indicate incremental improvements to products and services

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Motivation

“If I’d asked my customers what they wanted, they would have

said a faster horse.” Henry Ford

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Motivation

What is lacking in the usual strategies?

Why does so many CMMI implementations fail?

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Motivation

Process improvement initiatives are too focused on the

parameters and attributes and specifications of the outcome,

rather than the shape, size and emotion of the needs and

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Motivation

Process improvement initiatives are too focused on the

parameters and attributes and specifications of the outcome,

rather than the shape, size and emotion of the needs and

This is a qualitative analysis.

It is important to understand:

• the depth of the need

• the reason for the work-around

• the failures and frustrations the gaps create

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Motivation

Know the needs…

Trust instincts

Give little credit to interaction

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Motivation

To innovate and create truly new and value added products and services

it is fundamental to leave the office.

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Motivation

To innovate and create truly new and value added products and services

it is fundamental to leave the office.

Identify:

The main barriers, challenges, problems and failures for the client to accomplish his/her goal

Where we can act

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Motivation

Give the client what he/she wants

is fundamental, but most of all it

matters to help him/her reach the

desired goals.

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Motivation

Think outside the box

It’s an entire new discipline

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Motivation

Companies tend to focus on product innovations

…but the best value creation opportunities are often elsewhere

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Motivation

The truth is not out there to be discovered, so

work your way through innovation, in process

improvement also

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Motivation

Bring customer insight to help

Specify and follow a process that helps getting sistematic results

Empathize

Define

Ideate Prototype

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Motivation

Show, don’t tell

Communicate your vision in na impactful and meaningful way

Focus on human values Empathy for the people and provide feedback

Craft clarity

Produce a coherent vision out of messy problems

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Motivation

Human centered process improvement

Specify and follow a

process that helps getting

sistematic results

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Motivation

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Motivation

Application of

Contextual Design

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Motivation

Why contextual design?

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1. Motivation

4. Wrap up

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1. Motivation

4. Wrap up

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Contextual Design – the theory

A user centered metodology for

systems analysis and design

– The goal is to give answers for the

needs and not for what they asked

Why is this important?

– Integrate in the product what the

user values

– To rationalize the effort and costs

for the product development

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Advantages

• Identification of most valuable requirements

• Higher quality on the proposed solution

• Less development time and cost (clear

understanding of right requirements)

• Possibility of reducing “fat” – low valuable

requirements and therefore a potential cheaper

product – global competitiveness increase

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Difficulties

• Cultural change

• Greater effort in problem

understanding

• Greater involvement from end

• Needs coordination from

business, marketing and

technical teams

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What’s in it for me?

Understand the real needs

– Able to satisfy the needs not just

from business but also from user

Meaning we understand the problems

– Hereby reference as breakdowns

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•Observation – Contextual Inquiry

•Interpretation

•Data consolidation

•Visioning

•Storyboarding

•User Environment Design

•Prototyping

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Observation – Contextual Inquiry (1/2)

Made in the work place and based on observation. Master –

apprentice relationship

– Not an interview. “You don’t know what you don’t know”

– One observer per master

We want to understand how the user does it, why he/she does it

and what problems he/she has

– Not a tipycal interview

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Some guidelines:

– Make sure the user understands that we are there to understand their needs, not to judge him/her

• Important to ask the user to teach us how to do the job

– Assure that all data is confidential and destroyed after the consolidation

– Ask the user for the most problematic aspects (identifying the breakdowns)

– Ask for a short description of all the tools the user uses

– Ask for a general view on everything the user has to do (related with the analysis)

– At the end, the observer should go through all their notes to check if they are coherent with the user ideas and needs

Observation – Contextual Inquiry (1/2)

Interpretation (1/6)

• Done at the most 48h after the observation – Ideally involving multidisciplinary teams – marketing,

product, technical)

• The goal is to develop an agreed understanding of all the observations – The observer presents the results and the data is

placed on the adequate models

• Normally 5 models are used (although none is mandatory) – For each observation the team builds one set of

models

Flow Model

• Coordination

• Comunication

• Interactions

• Roles

• Responsibilities

Sequence model

• What steps are taken to

accomplish the task

Artifact Model

• What artifacts the user creates and

• Also visible in Flow Model…

Cultural

• Politics

• Influences

• Pressures

Physical

• User physical

environment

• Desk

• Computer

• …

Data consolidation (1/2)

• Consolidating all the previously produced models

– Patterns found and merged

– Relevant details should be identified and registered

• Used for developing the persona concept, mapping all the relevant profiles

• Very usefull as a starting point for the visioning

Data consolidation(2/2)

• Consolidated flow models identify the real roles, responsibilities and workflows

• Consolidated sequence models represents o the process for a given task and the used strategies

• Consolidated artifact models ilustrate the overall use of artifacts and not just from a user point of view

• Consolidated cultural models show values, pressures and policies common in the organization

• Os consolidated physical models reveal some physical environment aspects that everyone feels

Visioning (1/2)

• The endpoint for the problem and the starting point for defining the solution

• An informal design that:

– Shows people in roles

– Describes how the system can be used

– Made from a user point of view

• Needs to address the collective view (management, marketing, technical)

Visioning (2/2)

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1. Motivation

4. Wrap up

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1. Motivation

4. Wrap up

Time to put your hands in action!!!

Follow instructor instructions to setup teams

Each team observes a video

Let’s simulate an observation Pay atention

Act as an apprentice

Register as much as you can

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Cool Stuff – hands on

Interpretation explained

• Realizada até 48 horas depois da entrevista

• Duração até 2 a 3 horas

• Papéis envolvidos:

• Entrevistador

• Desenhador dos modelos

• Responsável por tirar notas

• Moderador

• Outros participantes

• Pode dividir-se em equipas mais pequenas

• É obrigatório partilhar resultados

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Interpretation alphabet

Profile and

responsabilities

Groups

Places

Communication

and action

Artefacts

Breakdowns

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• Coordination

• Communication

• Interaction

• Function

• Responsibilities

Each team reviews the notes

Let’s produce the different artifacts:

Flow model

Sequence model details

Intent (The real goal)

Trigger

Breakdown

Sequence Flow

•Detailed steps for

performing the work

Flow model

Sequence model

Cultural model details

•Rules, influences

•Large arrows represent large influences

Cultural model details

•Types of influences:

• Standards

• Power

• Emotional

• Values

• Preferences

• …

• Based upon what:

• is seen

• is hurd

Influencer

(Job title) Influencer

Influencer

Pervasive

culture

Cultural influence

Equal relationship

Breakdown

Flow model

Sequence model

Cultural model

Artifact model details

Needed artifacts for doing the work

• Information: artifact content

• Structure: how info is organized

• Notes

• Presentation: colors, underline

• Breakdowns – problems when using the artifact

Flow model

Sequence model

Cultural model

Artifact model

Physical model details

How the physical environment affects the work

•Places:

•Structures:

• Wallss

• Secretaries

• Utilization/movement

• How people move

• How people move things

•Layout:

• How things are put

• Relationships

Flow model

Sequence model

Cultural model

Artifact model

Physical model

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Consolidation explained

•Consolidation of individual diagrams produced in

interpretation phase

• Pattern merge

• Relevants details should be maintained

•Develop the concept of persona

•Starting point for a solution

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Affinity Diagram

• Writing down major ideas into post-its

• Place it in the wall. Surround by similar

• Identify groups (different colours, marks)

• Define small, detailed groups

• Use decomposing strategy

• Build a mind map, based on the major

ideas and major groups

Each team reviews the notes and models

Place ONE breakdown, idea, suggestion in each

post-it

Place the post-it on the wall

Let’s do an affinity diagram over the post-it

Vision explained

End of problem understanding phase and start of solution definition

•Informal design

• Reflects people in its roles

• Describe the use of the process

• Defined from a user point of view

•Must be built taking in account different views (management,

marketing, engineering, support)

Gather all the information

Build a vision of a process and tools that can

address the identified needs

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1. Motivation

4. Wrap up

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1. Motivation

4. Wrap up

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Wrap up

Let’s hear from you

What are your thoughts on this

experience?

Where do you see it to be applicable?

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Wrap up

• Easy to implement if correctly focused

• Flexible methodology

• Increases:

• Needs’ identification (the 20%

requirements that provide 80% value)

• Client satisfaction

• Time to market

• Reduces costs

• Improves internal processes

Overall, it brings true competitive

advantage

Portugal

Human Centered Process

Improvement

Nuno Alexandre Seixas

Transformation Project Manager, CMMI-DEV Certified Instructor

PT Inovação

2013-10-17

III Conferência CMMI Portugal, Workshop 2: Human Centered Process Improvement, Nuno Seixas, PT...

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