Enterprise, Agile, and UX: Making It Work Today, Tomorrow, and Beyond
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This document discusses making enterprise UX and agile development work together effectively. It begins with an overview of challenges like UX not originally being considered in agile and difficulties scaling agile in large organizations. It then outlines different approaches like agile UX, lean UX, and phases for infusing UX into agile like problem definition, research, visioning, planning and sprints. Common failures are shared as lessons learned. Finally, it suggests areas for future improvement like better estimation, impact measurement and problem definition. The presentation provides context and strategies for integrating UX practices into agile workflows in enterprise settings.
![A Few Resources on Problem Definition
• Rosenhead, J. (1996)What's the problem? An introduction to
problem structuring methods Interfaces 26 (6), 117-131
• Portigal, S. (2016) Doorbells, Danger, and Dead Batteries: User
Research War Stories. Rosenfeld Media.
• Quesenbery, W. and Brooks, K. (2010) Storytelling for User
Experience. Brooklyn, NY: Rosefeld Media, LLC
• Hackos, J. and Redish, J. (1998) User and Task Analysis for Interface
Design. New York, NY: John Wiley & Sons, Inc.
• Spool, J. (2014, Oct 01) Promise, Vision, Scenario and User. [Blog
post] Retrieved from
http://www.uie.com/articles/promise_vision_scenario/
• Inchauste, F. (2010, Jan 29) Better UX with Story Telling. Smashing
Magazine. Retrieved from
http://www.smashingmagazine.com/2010/01/29/better-user-
experience-using-storytelling-part-one/](https://image.slidesharecdn.com/enterpriseuxagileuxpa2017-170710151755/85/Enterprise-Agile-and-UX-Making-It-Work-Today-Tomorrow-and-Beyond-40-320.jpg)
Enterprise, Agile, and UX: Making It Work Today, Tomorrow, and Beyond
- 1. Enterprise + UX + Agile Making It Work Today, Tomorrow, And Beyond cc: Scott McKittrick - https://www.flickr.com/photos/12505291@N08
- 2. About Me • Sr. Director Interaction Design and Research, Active Network • Close to 25 years in enterprise software, 15 in UX • 25+ publications • Authored UX Agile best practice for Vista Equity cc: Fefa Guerra - https://www.flickr.com/photos/73573770@N04
- 3. About Active Network • 2000+ employees • 30+ products spanning consumer to back office software • Millions of users daily • 14 interaction designers and researchers (we’re hiring!) cc: Fefa Guerra - https://www.flickr.com/photos/73573770@N04
- 4. Today's Agenda • Why is this so hard? • Many paths • Infusing Agile with UX design for the Enterprise • Learn From My Fail (#LFMF) • Reading the tea leaves cc: Fefa Guerra - https://www.flickr.com/photos/73573770@N04
- 5. Enterprise + UX + Agile Why Is This So Hard? cc: DVIDSHUB - https://www.flickr.com/photos/28650594@N03
- 6. No Seat At The Table • The agile manifesto did not originally allow for UX design as a unique discipline • The definition of UX design varies widely, so level setting can be challenging • There is a perception that making room for UX design "interrupts" the flow and introduces too many artifacts cc: hjl - https://www.flickr.com/photos/92605333@N00
- 7. Working at Scale • Enterprise struggles to scale agile (for one model, see the Scaled Agile Framework (SAFe)) • Enterprise also struggles to understand how to prioritize and implement UX design cc: Ben Sutherland - https://www.flickr.com/photos/60179301@N00
- 8. Enterprise + UX + Agile Many Paths cc: ericsoco - https://www.flickr.com/photos/34427466510@N01
- 9. Agile UX • Breaking down problems into consumable bits • Testing those bits before they go to development • Working in defined cycles cc: washingtonydc - https://www.flickr.com/photos/30734489@N00
- 10. Agile UX: What We Stole • Planning and estimation • Sprints for design cc: WorldIslandInfo.com - https://www.flickr.com/photos/76074333@N00
- 11. Lean UX • Uses workshops to generate assumptions rather than requirements • Rapid prototyping to test hypothesis cc: Lars Plougmann - https://www.flickr.com/photos/75062596@N00
- 12. Lean UX: What We Stole • Workshops (lightning) • Guerilla/hallway testing cc: Ruth and Dave - https://www.flickr.com/photos/95142644@N00
- 13. Enterprise + UX + Agile Infusing Agile with Design cc: Matt Bernius - https://www.flickr.com/photos/99402954@N00
- 14. Phases • Problem Definition • Research • Vision and Validation • Planning • Sprints cc: SivamDesign - https://www.flickr.com/photos/23285057@N04
- 15. Problem Definition • Understand the opportunity • Define the problem • High level requirements • Business case • Market analysis cc: ccPixs.com - https://www.flickr.com/photos/86530412@N02
- 16. When CONTEXT, ACTOR wants/needs to ACTION but they are prevented by BARRIER which causes IMPACT that SEVERITY. CONSTANTS remain steady. However, VARIABLES changes DELTA. cc: Andi Licious - https://www.flickr.com/photos/32722794@N07
- 17. When bringing on new members, the recreation center owner wants to have a system to stay in contact with their new members and let them know about features of the membership and classes, but they are prevented by limited time and resources which causes 30% of new members to drop their membership after a trial period leading to a 15% loss of revenue. The owner will not be able to hire more or better staff. However, they have a budget available for software equivalent to 2% of their membership price.
- 18. Research • Interviews and site visits • Pattern analysis • Competitive analysis • Heuristic evaluation • Surveys cc: jannekestaaks - https://www.flickr.com/photos/33328695@N02
- 19. Vision and Validation • Ideation and explorations • High-level customer validation • Epic definition cc: chrismar - https://www.flickr.com/photos/14334258@N00
- 20. Planning • Grooming and estimation • User stories with acceptance criteria • Dependency flags cc: JohannesLundberg - https://www.flickr.com/photos/25054287@N07
- 21. As a user, I want to manage donations to be compliant. cc: HowardLake - https://www.flickr.com/photos/53941041@N00
- 22. When completing a non-profit race, the race director wants to gather information about donations made for a the event so they can send the money to the non-profit and provide accurate report figures. cc: stevendepolo - https://www.flickr.com/photos/10506540@N07
- 23. As a user, I want a toggle button somewhere on the screen that is not labeled and does visually nothing when activated. cc: kate e. did - https://www.flickr.com/photos/67637588@N00
- 24. When a suspicious customer purchases a hunting license, the cashier wants a way to flag the sale without alerting the customer so that the sale can be examined later by administrators. cc: ialla - https://www.flickr.com/photos/29795849@N00
- 25. Sprints • Two types of sprints: Foundational and Functional • Foundational Sprints create items necessary for the Functional Sprints: wireframes and visual comps, back-end services, APIs, etc. • Functional Sprints use items from the Foundational Sprints to create an MVP. • If the groundwork has been done properly, we can usually generate at least 2 Functional sprints worth of work from 1 Foundational sprint. cc: roolrool - https://www.flickr.com/photos/71317184@N00
- 26. Enterprise + UX + Agile Learn From My Fail (LFMF) cc: felixtsao - https://www.flickr.com/photos/43163345@N06
- 27. "I'll Just Do It" • Product Manager wanted to skip research and planning • Decided to create the designs himself because he "knew what the customers wanted" • Attached designs to the development story without letting UX know - found out when development called with questions. cc: Jhong Dizon | Photography - https://www.flickr.com/photos/27636029@N05
- 28. LFMF: Clear Responsibilities • Product Manager did not have a clear idea of what UX was responsible for and why • Project Manager did not know who could provide designs • Learning: Define who does what for every thing (RACI) cc: quinn.anya - https://www.flickr.com/photos/53326337@N00
- 29. "I deliberately left this vague" • Product manager provided story with no requirements • Designer accepted the story and produced a design - that missed eight key requirements that came out during review • Designer had to overhaul the design twice and delay development. cc: cobalt123 - https://www.flickr.com/photos/66606673@N00
- 30. LFMF: Clearly Define Problems • Product Manager confused "not providing a solution" with "not defining the problem" • Designer did not ask any questions • Learning: If every little thing isn't clear, ask. Lightening workshops have helped everyone learn how to do better definitions. cc: Michael Dales - https://www.flickr.com/photos/68497070@N00
- 31. "Oh, I forgot to mention..." • Product Manager decided to skip the twice weekly standups for design because she “didn’t have time.” • For a large story, the designers worked an entire long sprint (3 weeks) in solitude before showing their work during the sprint design review. • Seeing the designs, the product manager realized she had forgotten to include several things in the requirements, including an entire asset type, that, in turn, required a complete redesign. cc: @Doug88888 - https://www.flickr.com/photos/29468339@N02
- 32. LFMF: Constant Communication • Product Manager had made assumptions about what others knew • Designers had made assumptions about what they knew • Learning: Check in early and often. Seeing the solution come to life brings realizations – you make time to save time. cc: Wiertz Sébastien - https://www.flickr.com/photos/36169570@N08
- 33. Enterprise + UX + Agile Reading the Tea Leaves cc: Ingrid Truemper - https://www.flickr.com/photos/46406260@N00
- 34. Improving Estimation • Quantifying effort improves understanding • Accurate estimates provide predictability and accountability • Good estimations require practice and understanding of both the craft and the problem cc: Capt Kodak - https://www.flickr.com/photos/35114754@N00
- 35. Measuring Impact • Knowing what success looks like ensures you know when you're successful • Measuring success of design quantitatively ties your deliverables to the success of the business • Good measurements require an understanding of business needs and goals as well as research techniques cc: MattiaMc - https://www.flickr.com/photos/78332974@N06
- 36. Rigorously Defining Problems • Rigorous problem definitions ensures superior design • More constraints improve focus and efficiency • Good problem definition requires solid, data-based understanding of both user and business needs cc: wburris - https://www.flickr.com/photos/95104082@N00
- 37. Dr. Rebecca Baker rebecca.baker@activenetwork.com cc: an untrained eye - https://www.flickr.com/photos/26312642@N00
- 38. A Few Resources on Agile and UX • Welcome to the Scaled Agile Framework http://www.scaledagileframework.com/about/ • Treder, M. Lean UX vs. Agile UX: Is there a difference? https://www.uxpin.com/studio/blog/lean-ux-vs-agile-ux-is-there-a- difference/ • Interaction Design Foundation, A Simple Introduction to Lea UX https://www.interaction-design.org/literature/article/a-simple- introduction-to-lean-ux • Agile UX http://www.agile-ux.com/
- 39. A Few Resources on Critical Thinking • Critical Thinking for UX Designers http://www.slideshare.net/stephenpa/critical-thinking-forux- designers-workshop • Become a Better Designer Through Critical Thinkinghttp://www.vanseodesign.com/web-design/critical- thinking/ • A Plea for More Critical Thinking in Design, Please http://www.fastcompany.com/1327667/plea-more-critical- thinking-design-please • CriticalThinking.Net http://www.criticalthinking.net/index.html
- 40. A Few Resources on Problem Definition • Rosenhead, J. (1996)What's the problem? An introduction to problem structuring methods Interfaces 26 (6), 117-131 • Portigal, S. (2016) Doorbells, Danger, and Dead Batteries: User Research War Stories. Rosenfeld Media. • Quesenbery, W. and Brooks, K. (2010) Storytelling for User Experience. Brooklyn, NY: Rosefeld Media, LLC • Hackos, J. and Redish, J. (1998) User and Task Analysis for Interface Design. New York, NY: John Wiley & Sons, Inc. • Spool, J. (2014, Oct 01) Promise, Vision, Scenario and User. [Blog post] Retrieved from http://www.uie.com/articles/promise_vision_scenario/ • Inchauste, F. (2010, Jan 29) Better UX with Story Telling. Smashing Magazine. Retrieved from http://www.smashingmagazine.com/2010/01/29/better-user- experience-using-storytelling-part-one/