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Conversations for User Experience
in Agile Development
Jim Carlsen-Landy
Is Is about working across
functional lines
applicable to designers, developers, product owners, and managers
how to communicate about design and development during the process
intro to Agile or how to get Agile into your org
critique of Agile or how to keep Agile out of your org
how to do better design
how to communicate specific design elements
a definition of a specific way of practicing Agile UX
how to cram 3 months worth of design into a 2-week iteration
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Who am I?
Why might you care what I think?
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Who am I?
Why might you care what I think?
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Who am I?
Why might you care what I think?
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Who am I?
Why might you care what I think?
Without music to decorate it, time is just a bunch of boring production deadlines or dates by which bills must be paid.
- Frank Zappa
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And you are…
Designer? Developer? Product owner? Project manager? Scrum Master / Agile coach? Manager? Lone wolf?
Are you “doing” Agile?or does your organization just say you’re doing Agile?
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For the attention span impaired
Talk about value
Refactor and reprioritize
Speak your team’s language
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You’ve heard this part before
Design is different from development.Years of waterfall thinking have created a divide.By-the-book Agile is very development-centric.
Even the best professionals will crawl into their comfort zone under pressure use the secret language of their profession to
reinforce their authority
Is anyone surprised that we don’t communicate well?
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It’s in there, somewhere
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It’s in there, somewhere
Individuals and interactions over processes and tools
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It’s in there, somewhere
Responding to change over following a plan
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Common Goals
What is your goal at work?
Is everyone around you aligned on that goal?
Does everyone agree on the exact details of everything that gets done each day toward achieving that goal?
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It’s all about value
http://www.visualthesaurus.com
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It’s all about value
http://www.visualthesaurus.com
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
[We value] Working software over comprehensive documentation
http://www.agilemanifesto.org
Deliver valuable working software at the end of every iteration.
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What has greater value?
http://www.mathworks.com
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What has greater value?
http://f2.washington.edu
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What has greater value?
http://dribbble.com/FransTwisk
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What has greater value?
http://www.jnd.org
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Who decides value?
User value
usability, appeal, efficiency, fitness to purpose
Business value
cost vs return (ROI)
Developer value
velocity and (usually) code quality
Your Product Owner defines value on your team
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Why is user experience valuable?
Failure at the glass inhibits the value of otherwise completed working software
Usability is the last few inches of value delivery
Is your user experience hiding value from the users, or optimizing it?
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Value questions
What you’ve requested is expensive / risky / time-consuming / whatever.
Would you be willing to get this valuable alternative instead, at lower cost / risk / time?
What would you ask for if you knew the project would be shut down after this iteration?
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Value exercises
Give everyone $100 to spend how they want
Every feature has a price proportional to effort
Adam Polansky “Spread It, Split It, Stack It”bigdesignevents.com/2011/04/video-spread-it-split-it-stack-it-three-
methods-for-qualifying-content/
Luke Hohmann’s “Innovation Games”www.innovationgames.com
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Common Language
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Common Language
Acceptance criteria Agile coach Backlog (iteration, product,
release) Create no unnecessary
documentation Definition of done Emergent or Evolutionary
architecture Iteration or Sprint Iteration demo Iteration planning Iteration zero Last responsible moment Pair programming Pigs and Chickens
Planning poker Product owner Refactoring Retrospective Rework Scrum or Standup Scrum Master Simple design Spike Story points Sustainable pace Task Technical debt Time-box User story Velocity
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Common Language
Planning
Coping with change
On the team
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Planning
User story and task
Backlog
Iteration planning
Velocity
Sustainable pace
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Planning
Weeks
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Release A Design Itr 1
Release A Design Itr 2
Release A Design Itr 3
Release A Develop Itr 1
Release A Develop Itr 2
Release A Develop Itr 3
Release A
Release B Design Itr 1
Release B Design Itr 2
Release B Design Itr 3
Release B Develop Itr 1
Release B Develop Itr 2
Release B Develop Itr 3
Release B
Release C Design Itr 1
Release C Design Itr 2
Release C Develop Itr 1
Release B Release Plan
Release C Release Plan
Develop Itr 0
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Rae Scott Reservation Agent
Work Experience Rae Scott has been working as a Reservation Agent for the past 5 years. She is a high school graduate. When she started her job, Rae spent weeks in company-sponsored training programs in order to learn the reservation system and other travel-related information and to understand airline rules and procedures. After completing her classroom instruction, she worked under the direct guidance of a supervisor and a lead for three months.
Goals and Tasks Rae’s main responsibilities are to provide travel information over the telephone to customers of the airline, make flight reservations and accept payment over the phone for ticket purchases. Rae assists callers with trip planning, car rentals, seat availability, fare information, schedules, tours, meals and other information relevant to the customer's flight plans. Rae asks the caller for their travel dates and destination cities. Rae has to have access to the caller’s frequent flyer miles information as well as to the caller’s family’s frequent flyer miles information as using family members miles is very common. In addition, she needs to search for class and seats available for frequent flyer miles travelers. In the case of any change request, Rae looks up the itinerary based on the confirmation number of the ticket. Travelers often call with a destination change or to change the schedule to a multi-city trip. Rae has to have access to rules, fees and penalties associated with the requested changes. When travelers request seats together with their companions, she needs to look up the seats available for companion class and the details of the extra charges for that. Rae also has to lookup, change or confirm car rentals and hotel reservations. At end of each call, Rae documents the conversation and the decisions made. For some calls she needs to write a special note for Ticketing or Pricing Agents. At end of each day, Rae needs to create a report with the number of tickets issued each day.
Work Environment Rae works at the reservation call center which has individual desks four to five feet wide with a divider between them. She operates a telephone headset and uses the reservation system on a computer network. Rae uses a 17 inch monitor like the rest of the agents. Since her seniority level is not that high, she does not always get the shift of her choice. Her shifts vary greatly as reservation offices are open twenty-four hours a day. The call center environment is often hectic, noisy and stressful. Rae has to work very efficiently and accurately, often handling multiple calls simultaneously.
Reservation Agent
Experience: 5 years
Makes flight reservations and accepts payment
Gathers information from the caller to identify customer needs and determine appropriate action
Searches for availability, frequent flyer miles, seats, car rentals, hotels and history
Documents the conversation for each call. Reports all actions at the end of the shift
Needs to be efficient and quick
“I like the flexibility of
schedule that comes
with this position!”
Planning – User Story and Task
The fundamental units of work in Agile
User stories are not always about “users”
As <persona> I want to <do something>so that I can <achieve a goal>.
Design and development stories in one repository Talk about them together
Task Break it down. Everything can’t happen at once.
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Fill
Prioritize
DevelopDeliver
Groom
Planning – Backlog
Product backlog
vision
Release backlog
product versions
Iteration backlog
deliverable unit
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Planning – Iteration planning
How the work for the iteration (Sprint) gets defined
Everyone has to be in the game or I guarantee you will be less successful
attend all iteration planning and estimating meetings
Iteration zero aka “big architecture up front”
not always there, but listen for it and use it
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Planning – Velocity
The true development capacity of your Team
When you know the how far the team will get in an iteration you can keep specification, design, and development flowing
http://www.chandoo.org
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Planning – Sustainable pace
Iteration velocity bounds the sustainable pace
Detailed vision one step ahead of design
Detailed design one step ahead of development
… but no more than that
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Coping with change
Agile Manifesto:We value “Responding to Change over Following a Plan”
Agile Principle:“Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.”
Embracing change
http://www.agilemanifesto.org
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Embracing change
Refactoring
Create no unnecessary documentation
Simple design
Spike
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Embracing change – Refactoring
Everybody should be talking about refactoring
Refactor code as it is written
Refactor design as the product grows
Refactor vision as the market moves
(this one is important)
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Embracing change – Refactoring
“Why do the product requirements keep changing?”
“Why does the design keep changing?”
“Why are the developers changing code that works?”
“Why can’t <everyone else> just make up their mind??!!”
Beware of these poisonous pseudo-synonyms:
Refactoring ≠ Scope creepRefactoring ≠ Gold-platingRefactoring ≠ Rework
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Embracing change – Documentation
Create no unnecessary documentation
do not detail stories that might not get worked
do not rush to high fidelity
Documents should be
lightweight
fast to produce
easily consumed
painless to change
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Embracing change – Simple design
Simplicity – the art of maximizing the amount of work not done – is essential
Build vision
create design
write code
for what you know you need
Defer everything else
http://www.agilemanifesto.org
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Embracing change – Spike
Focused experiment very short, as little as a half-day usually vertical reduces (or at least bounds) risk
Use design spikes to make fast decisions paper prototype A/B test usability testing on the cheap
Don’t argue about it, spike it out
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On the team
“The Team consists of developers with all the skills to turn the Product Owner’s requirements into a potentially releasable piece of the product by the end of the Sprint.”
The Scrum Guide, Ken Schwaber & Jeff Sutherland
http://www.scrum.org/scrumguides
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On the team
Definition of done
Pigs and Chickens
Standup, aka Scrum
Pair programming
Iteration demo
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On the team – Definition of done
Done = a potentially shippable increment of the product
How done is “done”? coded?
unit tested?
documented?
performance
& scale tested?
Each Team defines “done” who has authority to say that it’s not done until it’s usable?
integrated?
usability tested?
packaged?
installed?
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On the team – Definition of done
There is no partial credit, only Done and Undone
Rollover is considered bad in many organizations
Dangerous anti-patterns
redefining “Done” to prevent rollover
allowing work to be “Done” without a GUI
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On the team – Pigs and Chickens
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On the team – Pigs and Chickens
If Team members with critical skills act likeChickens, the Team is incomplete
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On the team – Standup, aka Scrum
Attend.
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On the team – Pair programming
Design and develop real-time
(really – try it)
Practice pair designing
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On the team – Iteration demo
Get feedback quickly and often
Let the Chickens see progress
Many teams show not-quite-done work
If yours does, show design for the next iteration
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With your secret decoder ring, now you can:
Turn disagreements into value discussions
what can we do to generate the most value?
Embrace change by refactoring
maximize what is not done – you’ll be smarter later
Speak the Team’s language
common terminology streamlines conversations and accelerates value delivery
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Stalker guide
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