Pre-Conference Course: UX and Agile: Making a Great Experience -

UX and Agile:

Making a Great ExperienceUXPA, June 22, 2015, Coronado, California

Introductions

• Thyra

• John

• Carol

Review of Agile and Language Used

Agile History

• February 2001: The Agile Manifesto written

at Snowbird Ski Resort in Utah

• Authors:14 male software engineers

• Agile, as originally conceived, understood nothing

of UCD or UX processes

Agile Manifesto (abbreviated)

• Uncovering better ways of developing software…

• 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

There is value in the items on the right, we value the items on the left more.

http://agilemanifesto.org/

Agile Qualities

• Iterative

• Incremental

• Continuous

• Collaborative

• Transparent

Agile Frustrations

Scaling Agile at Spotify via Slideshare of Vlad Myslahttp://www.slideshare.net/vmysla/scrum-at-spotify?qid=2345c3ad-7e68-4383-9673-9e715ff47a75&v=default&b=&from_search=14

Agile

• Agile is a philosophy, not a specific set of tools

• Scrum, Kanban, XP, etc. are software development

methods that meet the criteria for Agile – “Waterfall”

does not.

• 12 Principles are not mandates

UX is not deliberately excluded

Can work to make a good fit

We Come from Different Places

By Jeff Patton as interpreted by Jim Laing – Source: http://www.agileproductdesign.com/blog/user_experience_relevance.html

Agile vs. Waterfall

mountaingoatsoftware.com

Agile UX: The Good

• Contextual inquiry & usability testing on actual product

• User data has effect on current release

• Satisfying to see designs in real use

• Enables requirements iteration

• Issues get fixed

• “Done” includes design

• Most important features are done first

Agile UX: The Good (continued)

• Less “design drift”

• Less wasted design

• Working together (face-to-face) is better than “over the wall”

• Keep up with technology and environmental changes

UX Must Adapt or Risk Exclusion

• Don’t be selfish

• Distribute the work

• Agile is reactive – no time for predictive work

• Prepare to react

• Falling short of end goals is a constant

• Empower teams to meet user’s primary needs

• Constant Improvement is key

Jim Laing at UX Pittsburgh, May 2014

“Story”

Story Myths

• Story = feature

• Story = specification

• Story must fit in one iteration

• Stories are time limited

• All stories have firm estimates and specs in Iteration Zero

(or even Iteration One)

• These are NOT true.

“Story”

=

User Problem

with acceptance criteria

Story Examples

Advantages of the “As a user, I want” user

story template. By Mike Cohn

http://www.mountaingoatsoftware.com/blog/a

dvantages-of-the-as-a-user-i-want-user-

story-template

“Customer”

Customer Feedback – in Traditional Agile

• “Customers” give feedback at the end of each

iteration/sprint, after seeing a demo by a product owner

or engineer (“User Acceptance Testing”)

• Not typically a member of the Agile team (good!)

• Rarely the users the system is being designed for (ugh!)

Customer Feedback – in Traditional Agile

• Fails to find most learnability and usability issues

• Misses opportunity to inform future design

• Misses opportunity to gain better user insight through

observation

Bring Users into Agile

• UX brings the end-user into Agile and expands the

meaning of “Customer” to extend to the end-user

Getting Agile Teams to Care About Usability

Your Place at the Table

So Now What?

• If Agile doesn’t care about UX, why should my Agile team

care about what I do?

Getting Developers to Care

• UX Fail strategies:

• “I’m just going to keep doing my job the way I always have and

telling the team what they need to do.”

• “I’m just going to let them go ahead and fail. Then they’ll come

to me begging and let me do my job.”

Be Part of the Team

• They’re not going to “stop the train” for you

• Make UX processes Agile

• Build trust by providing tangible proof of the value of

your work

• Attend daily standups/scrums

Get Ahead of the Train

• Always design one iteration ahead, so you have designs

ready to go when they are needed

• Regular usability testing (iteration-aligned)

• Test whatever is ready that day

• Plus your look-ahead designs

• Plus user research for existing issues and potential future work

• Test designs before developers build them – saves

arguments

Welcome the Team to your World

• Invite developers to observe tests of features they wrote

• Seeing someone struggle is strongly motivating to them

• Even more so for product managers

• Engage developers in helping you to figure out solutions

• Their knowledge of code and systems provides ability to come

up with innovative solutions

• Credit developers when features they wrote work well

(even if you designed it)

Bring Your World to Them

• No time or inclination to watch your testing?

• Record the tests

• Bring key clips to the next meeting(s)

• Provide easy access to sessions (always consider ethics)

• Share information – information radiators

• Put it on the walls

• Use online tools

• Get it in the backlog

Fit into the Process

• Time your testing so that results are in when it will be

most useful to your team

• Track usability metrics on the team dashboard

• Ensure they are reported upwards

• Help prioritize usability problems to simplify backlog grooming

• Have preemptive cards added to the schedule for

“problems we will find while testing”

Participate in Retrospectives

• Encourage retrospectives if they aren’t happening

• Great learning experience for all

• Was what you provided the team enough/too much?

• What questions still open?

• Still confusing/frustrating?

• More effectively communicate user

needs in a just-in-time situation?

Image: http://intland.com/blog/project-management-en/tips-and-tricks-to-make-the-

most-of-your-retrospectives/

Let’s Get to Know Each Other

• Who has had agile training?

• Reading, no formal training

• Other team members trained

• No training

• Some training

• How long have you been doing Agile?

Who’s Here?

• Roles?

• UX practitioner, UX manager -- is this who we all are?

• Resources?

• Single UX resource on a single Agile team/project

• Single UX resource on 2+ Agile teams/projects

• Part of a UX team on a single Agile team/project

• Part of a UX team on 2+ Agile teams/projects

What’s Your Team Like?

• Distributed/remote?

• Large/small?

• Who else is on the team?

• How long have you been together?

Balancing Team Work

• Within UX team

• Research

• Wires/clickable prototypes

• Usability testing preparation

• Usability test facilitation

• UX Issue wrangling

• Visual design

• What else?

• Split team up on different items or attack together

Marketing, Sales and Business Analysts

• Have customer access

• Knowledge

• Business rules

• Usage patterns, what other tools customer has

• Can support

• Research (users/stakeholders)

• Wires

• Demos/Clickable prototypes

Developers and UX

• Trust is key

• FED (front end developers) and UI Developers

• Can provide

• Clickable prototypes

• Coded “prototypes”

product owner=

product manager+

dev lead+

interaction designer

Scaling Agile at Spotify via Slideshare of Vlad Myslahttp://www.slideshare.net/vmysla/scrum-at-spotify?qid=2345c3ad-7e68-4383-9673-9e715ff47a75&v=default&b=&from_search=14

Squads, Tribes, Chapters and Guilds

Break

30 Minutes (back at 11 am)

Parallel-Track Workflow

a.k.a. Staggered Sprints

Agile Design Timing: Parallel Tracks

• Developer track: Focus is on production code

• Interaction designers track: Focus is on user contact

Iteration 1: Developer Track

• Underlying architecture work

• Critical features with little user interface design required

Iteration 1: Interaction Designers

• Design, create prototypes, usability test (UTest),

and iterate (RITE method)

• Field studies to understand user needs (contextual inquiry)

Iteration 2: Developers

• Take the verified designs and start making them a reality


• UTest completed code for integration and

implementation issues


• UTest completed code for integration and implementation

issues

• Use data gathered in the last iteration to create designs for

next iteration


• UTest completed code for integration and implementation issues

• Use data gathered in the last iteration to create designs for next iteration

• Field studies for detailed information needed for upcoming iterations

And so on…

• Constant communication between the two tracks is

essential for success

• These are not just hand-offs

During Each Iteration

• Be Present

• Face to face with developers

• Are they building what you expect?


Look back

• Validate the work done in previous iteration


Look ahead

•Design for next iteration (n+1)

•Research for future iterations (n+2, n+3…)

Combine Your Investigations

Maximize your time with users

• Test completed code

• Test paper prototypes of upcoming design

• Elicit data for future design

Agile Roles and Parallel Tracks

UX Takes Time

• Having multiple roles (e.g. UX + product owner, UX +

scrummaster) leads to overload

• Working on multiple teams is a bad idea

Kanban and Just-In-Time

• All work is a collaboration with engineering/development

• Share information on walls – information radiators

• Lean UX

• Less time to conduct research and think through problems

• Handled as a “spike” if needed

• Rely more on early research early and usability testing (learn as

you go)

Story Points and Parallel Tracks

Should UX activities be estimated as part of team

velocity?

•A hotly debated topic

•Our positions:

• No. They should be tracked separately, in parallel

• Yes. Especially when part of active work.

•“Working software is the primary measure of progress”

Spikes - Parking Lots

• Used to get to a firm estimate (where applicable)

• Able to respond Go/No Go

• Parking lot – simpler problems to solve in a single

conversation

• Spike – not enough information

• Intense focus on issue with multiple resources

• While other work continues

Design Spikes

• Multiple resources (not just design)

• Must continue to support ongoing development

Incremental Implementation

Getting to complete workflows, one DONE at a time

• Iterative

• Incremental

• Continuous

• Collaborative

• Transparent

Agile Qualities

What if your story is too big?

• If work can’t be completed in one iteration

• Need to break it down

• Where are the break lines?

• How do you prioritize the feature cards?

Big Design - Waterfall

• One big design document contains everything

• Everyone signs off before Dev begins

• Dev builds it until they run out of time

• QA doesn’t test until Dev has run out of time

• Result:

• whatever they built first is completed

• details are left out, quality issues identified too late

• holes are left in the design

• Much of your design effort is wasted

Big Design - Agile

• Break the story into small pieces, where each piece

confers incremental value to the user.

• Story mapping (discussed later)

• Determine the minimum first step

• Schedule the pieces in order of importance

• Design incrementally, as if the each piece were the final

one

• Change your future plans between iterations if you have

learned new things

Via Spotify (original presentation not available). More at: http://www.slideshare.net/vmysla/scrum-at-spotify?qid=2345c3ad-7e68-

4383-9673-9e715ff47a75&v=default&b=&from_search=14 and https://labs.spotify.com/

Benefits of being incremental

• When development runs out of time/resources, the

shipped solution

• Delivers maximum value

• Has a complete design without holes

• Has much higher quality

• Has no wasted design work

Mistakes to avoid

• Designing all the detail up front

• Not thinking about the full design up front

• Not breaking things down far enough

• Not delivering a complete (sub) story each iteration –

“now the user can…”

Activity

Story Breakdown

Example: Doorway

• User story: The user can get in and out of her house easily.

• Completion Criteria:- Secure- Insulated- Lets light in- Allows large furniture items to pass- Fits with house décor- Works even without keys

Example: Doorway

• Initial Rough Design:

- Beautiful Colonial Door

- Unbreakable translucent window

- Programmable digital lock

- Steel deadbolt

- Metal-clad on the outside

- High R-Value

Example: Doorway

• What is the minimum work that will give the user

incremental value towards their goal?

• What needs to be designed for that?

• What is the next smallest item that will give the user an

added capability?

• What needs to be designed for that?

Activity: Early Story Selection

• Select the first 10 stories that should be done.

• How many do you have to complete before you would be

willing to try it with real customers?

• See handout

Fitting This to Your Process

• The purpose of incremental implementation is to get

feedback early and often.

• After each iteration, gather feedback.

• These questions can affect your breakdown:

• Who evaluates your product?

• Is it always the same people?

• Are your target users internal or external?


• You may get feedback from:

• Internal ‘expert users’

• Beta/Usability testers under NDA

• The general public (after release or open beta)

• Internal users in a protected ‘sandbox’

• Internal users after general deployment


• Before releasing, consider:

• Are you getting the feedback you need?

• Is there enough completed for an external user to

evaluate?

• Sometimes you may want to hold back certain work until

more is done.

Make it Easier for the Team

• Write staged specifications -- a best guess at breaking the

design into 1-iteration Story increments

• “Break” the Stories with developers into Tasks.

Remember: they own the Tasks. But you need to know

how to map those back to Stories & Capabilities. (See

story mapping)

Ways to Break a Story Down

• Workflows

• Stories with many “mini-workflows”

• e.g., Channel changer

• Allowed inputs

• Story that applies across different data types

• e.g., Image file reader

• Capacity

• Completion criteria involve extreme size or speed

• e.g., File transfer of large files

Example: Ordering Your Sub-Stories

• Big Story: User can move, duplicate, or remove selected

text in a document.

© Copyright 2014 Desirée Sy & John Schrag. All rights reserved.

Example: Story Breakdown


text in a document.

• Note: there are many possible designs that achieve this

user capability




text in a document.

• The selected design is to provide 4 menu items with

hotkeys: Cut, Copy, Paste, and Delete.



• Written out as proper stories:

• The user can move selected text out of the document and into

an off-screen clipboard.

• The user can copy selected text into the off-screen clipboard.

• The user can replace selected text with the contents of the

off-screen clipboard.

• The user can delete selected text.



• Stories: Cut, Copy, Paste, Delete

• How engineering breaks it down:

• Sprint one: create memory buffer system

• Sprint two: add menu items, tooltips, etc

• Sprint three: Copy

• Spring four: Cut, Paste, Delete

• What is wrong with this?



• Stories: Cut, Copy, Paste, Delete

• How do you order these four stories?

• Which one comes first? Why?

• Which one comes second? Why?

• Which one comes third? Why?


Activity: Story Breakdown

• Chandra needs all the application functions available to

him in his native language or another language he

understands well.

• Which of these breakdowns is/are Agile? Why?

• What factors would determine which breakdown you

should choose?

• See handout

What if no breakdown is possible?

• You can have a story with one single capability that takes

more than a sprint to build.

• For example, a calculation with a difficult algorithm.

• This is an engineering problem, not a UX problem.

• If possible, see if the work-in-progress can be validated

using partial results.

Discussion

• What are your story breakdown problems?

Lunch

12:30 pm – 1:45 pm

User Story Mapping

Shared Documents Aren’t Shared Understanding

Cartoon by Luke Barrett © Jeff Patton, all rights reserved, www.AgileProductDesign.com

User Story Mapping

• Organizing user stories into a map that communicates experience

Book: User Story Mapping, Discover the whole

story, build the right product. By Jeff Patton (with Peter Economy)

Visible Depiction of Available User Stories

• Frame questions such as

• What is needed?

• When is it needed?

• Where is there value?

• What is really important?

Depth and Breadth of Entire System

© Jeff Patton, all rights reserved, www.AgileProductDesign.com

time

Below each activity, or large story are the child stories that make it up

Arrange spatially to tell bigger stories

Represents Complexity and Size of Work

time

Refine the map and test for completeness with the entire team - developers, designers, BA’s etc.

Conversations to Understand

• Relationships between stories

• Structure and hierarchy of related stories

• Functionality that is being built

• Conversations to share knowledge and clarify

assumptions

Clarity of What is to be Built

• Organizes stories

• Context of use for product

• Clear understanding of use makes prioritization easier

• Backlog completeness can be verified

• Can be overwhelming to see entire product

• Important to know information now rather than later

Enables Better Releases

• Select relevant, high priority stories in releases

• Valuable functionality

• Complete sets of functionality

• Plan, at a high level

• What would come next

• What is for “later”


Activity: Story Mapping

• What were all the things you did to get ready to be here

today?

• Starting from the moment you woke up until you arrived here

• Write one item per sticky note

Activity: Story Mapping

• In a small group (3 to 5) merge stickies into a single

model

• Arrange left to right in order that makes sense to group

• Eliminate duplicates

• Cluster items that seem similar and create labels for the

clusters if items that seem to go together


* from Cockburn’s Writing Effective Use Cases

Story Detail – Level of Fidelity


Functional or “Sea level”I’d reasonably expect to complete this in a single sitting

Sub-Functional or “Fish level”Small tasks that by themselves don’t mean much. I’ll do several of these before I reach a functional level goal

Activity or “Kite level”Longer term goals often with no precise ending. I’ll perform several functional tasks in the context of an activity

Too abstract

Too detailed

Think about user experience at this

level

Be sensitive to your user task’s “altitude”

Discover as Much as Possible,

as Quickly as Possible

• Prototype early

• Learn from prototypes and iterate

Documentation

Tell the Story

• Strive for “Caterpillar to Butterfly”

• Show progressions of key sections of the interactions

• Use more screenshots – less words

• Explain what changes were made and why

101

Capture the Evolution

• Helps avoid making same mistakes later

• Helpful to capture first, middle and end screenshots:

• primary pages

• primary features

• contentious issues

• Don’t sweat the small stuff

• Use final prototypes as a base for recommendations

(vs. written documentation and/or comps)

102

Provide Details as Appropriate

• Archive prototypes and other deliverables

• Regulatory environment or complex interactions

• Test plans and guides

• Detailed changes

• Participant information as needed, but avoid sharing with

wider team

103

Don’t Overwhelm Audience or You

• Document in Wiki or similar (avoid PPT)

• Just enough to understand the “why”

• Always challenging due to:

• Limited time

• Multiple changes over time

• Findings building upon one another

104

Agile UX Prioritization

Knowing what’s important

Timing for Prioritization

• When grooming the backlog

• During formative usability testing

Prioritizing Problems

• It’s better to fix the few most important issues than to

find every issue because:

• Big problems can mask other problems

• Every fix changes user behavior


High ValueLow Cost

High ValueHigh Cost

Low ValueLow Cost

Low ValueHigh Cost

UX/Product Managementdetermines “Value”


High ValueLow Cost

High ValueHigh Cost

Low ValueLow Cost

Low ValueHigh Cost

Development determines “Cost”


High ValueLow Cost

High ValueHigh Cost

Low ValueLow Cost

Low ValueHigh Cost

A B

C Seriously?

“If a user can’t find or use feature, it’s the same as if the feature is broken.”

VS.

“It’s more important to fix things that really don’t work. The user can learn the hard stuff.”

Prioritizing UX vs “real” bugs

Prioritizing UX vs “real” bugs

• You cannot win this argument on a case-by-case basis

• Instead, adopt a strategy for getting required investment in UX work

Strategies for Getting Investment in UX

• Political strategy: Create a formal equivalence of UX

versus bug priorities.

• Investment strategy 1: Block out fixed time

• Investment strategy 2: Block out people

• End-run strategy: get your own engineer

• Fix UX problems early, if possible.

Detail Matters

• Users are usually more delighted by low-cost annoyance

fixes than by big flashy new features

Focus and Negotiation

• Keep an intense focus on fixing the most important things

• Negotiate on behalf of users

• Represent their needs as best you can

Break

Return at 3:00 pm

Research and Requirements

Research Balancing Act

Understand users, context, etc. Create personas, mental models, etc. Prepare for story mapping

and other sessions thoroughly

Strive for UX Best Practices

Engineers need designs to develop - will move on without UX involvement

Research cannot continue forever

Meet Production Needs

Agile requires leaner methods

How much is good enough?

• What is being developed?

• What do you know?

• What questions are still open?

• Meet goal when users starting to talk about colors

and icons (not functionality)

Light Design - Lean UX

• Familiar UX methods made lean:

• Iterative (flexible, change as needed)

• Repeatable (easy to do, expected next steps)

• Incremental (lead into next, small changes over time)

Tips for Lean

• Usability Testing

• Insert questions to find out more for open issues

• Schedule regular testing to reduce preparation time

• Reach users quickly for meaningful information

(panels, remote testing, surveys etc.)

• Incentives as needed

• Put all data together quickly – no big reports

Lean Reporting

• Put all data together quickly

• No big reports

• Information as needed

• Get it to the team – quickly (Evernote, Mural.ly, Trello,

Story/Bug tracker, etc.)

• Tell the story – pertinent information – who, why?

• Provide solutions (wireframes, etc.)

Activity: Make it Lean (45 minutes)

Activity: Determine User Expectations

• Early stages of a project - defining scope.

• Stakeholders: “Users will never sign a catering contract on their

phone!” Doesn’t need to work on the phone.

• UX team: Not likely to be their primary access choice, but will

be desired to be done on their phone.

• You have 2 days: Determine if common/critical use case

• Teams of 3 people

• Make a plan for what to do (10 minutes)

• Share your plan

Guidelines

• What do you need to know?

• What resources do you have?

• How much effort/time do you have?

Activity: Part 2

• Take roles and act them out

• Discuss ramifications of findings

• What's in and what's out?

• Make tradeoffs – conversations

• Vote within teams

• See handout

Sprint Zero for Scrum Teams

• Time to do initial research, setup usability testing, etc.

• When technical teams are setting up environments

• Back end that doesn’t hit front end

• Getting alignment on business goals – WHY??

• All bought in across board

• Do just enough work to get development started

Alternatives to Sprint Zero

• Can be in parallel sprints while other teams are wrapping up previous work

• Do work in Sprint 1

• Planning, story mapping, etc. (or already done)

• Story creation (or not done yet, or will do later)

• Create initial wires and prototypes (or in Sprint 1)

• Goal is to have initial questions answered

– doesn't matter what you call it.

Pros and Cons - Sprint Zero

• Pros

• Gives UX a head start

• Lot of backend work needs to be done anyway

• Establish common vision

• Who for?

• Common “elevator statement”

• Cons

• Can be a trap leading to Waterfall

• Big Design Up Front (BDUF)

• Time box to avoid this

Requirements

• Change in presence of the artifact

• Questions change as you learn more

• Pointless to do ALL requirements gathering up front

• Works better iteratively – unless have it in hands of those

that will use it

• Don't know what we don't know

Make it Quick!

• Proxies as needed

• Quick enough analysis

• Get to 80% confidence

• Continued learning with additional contacts

• Usability testing

• Customer visits (enterprise software)

Setting Expectations

• Developers

• Only get a little bit of information at a time

• Need to fit work in

• May need to rework as we learn

• Repeat it as we go

Arguments About UX

• Not done (what is “done?”)

• Indecisive (make up your mind!)

• Never right (“more feedback already?”)

Agile Usability Testing

Eric Ries @ericries via @MelBugai on Twitter at

LeanStartupMI in 2011

"The biggest waste of all

is building something

no one wants“

- Eric Ries @ericries

UX Made “Agile”

• Any UX method can be adapted

• Don’t have to give up our favorite methods

• Don’t have to learn new ones

• Doesn’t take much effort to adapt our methods to fit the Agile

process

• Think about “lean” and “iterative” methods

• RITE is a good place to start

RITE Overview

• Qualitative user feedback

• actions + comments

• Series of small usability tests

• 3 participants each day

• Minimum of 3 days of testing

• Iteration between testing days

• Total of 5 days

RITE Process

Test Update Test

1

2

3

High

Medium

Low

Priority

& Level of Effort

What Works for RITE

• Best used early in project lifecycle

• Early concepts

• Need to be vetted with users

• Can assist in quickly shaping designs

• Doesn’t this sound “agile”?

139

Evaluation + Testing

• Think evaluation → testing throughout the product

development lifecycle

• Start with design evaluations and move onto testing the

deliverables for each Sprint/Iteration

• Start with the big questions and narrow down quickly

(what would be the top 3 things to fix/improve? would

you use it? Would it be a “wow”? which of 3 approaches

do you prefer?)

Number of Participants

• Think fast and iterative

• For example ~5 participants for each, and iterate if needed

• Key is to get the needed feedback, iterate, and move on

• Do you really need 10 participants to tell you it’s something

they would never use?

• Know when enough is enough

• If 3 participants so far have “failed”, do you need to test the

other 2?

• Note: personas can be agile too: top 1, confirm, test

Testing Cycles

• Set a schedule and expectations with the team early

• User testing days (e.g., every Friday, we’ll have 3 hours set aside for testing)

• Schedule set to Sprints/Iterations (e.g., at end of every Sprint, schedule a round of testing to cover what has been completed)

• Also consider combining sessions for multiple goals (e.g., test what was done last Sprint, get early feedback on what you are working on now)

Testing Materials

• Use the lowest fidelity method possible to get the needed

information (the time spent in developing the materials is

time you won’t have for iterating and testing)

• Use sketches and wireframes to work on basic concepts

and keep attention focused away from details

• Use higher fidelity when you are testing the details and

interactions

Test Only Until “Done”

• Stop testing when you know enough to move forward

• Test for the big stuff first: when you start hearing about

icons and colors, not function or layout, you know it’s

“enough”

Light Reporting

• Don’t write a report

• Focus on most important changes

• Record change decisions and reasons why (for future

reference, and for onboarding new designers)

• Explain changes to the team face-to-face

• Tell the story

Discussion

• Additional topics

• Bringing work in – how do you select the right thing(s)?

• Backlog grooming and where UX fits in

• Types of prototypes

• Other frameworks for Agile

• Working with PM’s, and leadership

• What are your experiences?

Additional Reference

• Adapting Usability Investigations for Agile User-

Centered Design by Desirée Sy

• Journal of Usability Studies, Volume 2, Issue 3 (the

most-cited paper in JUS)

• http://www.uxpajournal.org/

Principles behind the Agile Manifesto• Customer satisfaction by rapid delivery of useful software

• Welcome changing requirements, even late in development

• Working software is delivered frequently (weeks rather than months)

• Close, daily cooperation between business people and developers

• Projects are built around motivated individuals, who should be trusted

• Face-to-face conversation is the best form of communication (co-location)

• Working software is the principal measure of progress

• Sustainable development, able to maintain a constant pace

• Continuous attention to technical excellence and good design

• Simplicity—the art of maximizing the amount of work not done—is essential

• Self-organizing teams

• Regular adaptation to changing circumstance

http://www.agilemanifesto.org/principles.html