#UXPA2022 Tales from the Squad: Challenging concepts of how UX research works in an agile environment
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The document discusses the evolution of U.S. Bank's UX research team from an embedded model to a squad model to improve collaboration and resource flexibility. It outlines the challenges faced under the previous structure, such as communication issues and inefficient research practices, and details the benefits of the new model, including a holistic approach to user needs and more impactful research opportunities. Recommendations for implementing the squad structure include documenting team activities, enhancing communication, and regularly reviewing research priorities.
#UXPA2022 Tales from the Squad: Challenging concepts of how UX research works in an agile environment
- 1. U.S. Bank | Confidential 1 U.S. Bank | Confidential Tales from the Squad Challenging Concepts of How UX Research Works in an Agile Environment Liz Martin, VP Rocio Werner, AVP UX Research Director Sr. UX Design Researcher June 2022
- 2. U.S. Bank | Confidential 2 Hi, it’s nice to meet you Liz Martin, VP UX Design Research Director www.linkedin.com/in/lizreganmartin Rocio Werner, AVP Sr. UX Design Researcher www.linkedin.com/in/rociowernerux Twitter: @rocio_ameshimi
- 3. U.S. Bank | Confidential 3 Agenda 1. Previous Situation & Challenges 2. What We Changed 3. How It’s Going 4. Recommendations
- 4. U.S. Bank | Confidential 4 Situation & Challenges
- 5. U.S. Bank | Confidential 5 Three known team structures exist to organize UX researchers in an organization • Embedded (Decentralized) ─ UXR works within a product team and reports to that team • Horizontal (Centralized) ─ UXR works across multiple products and reports to a UXR manager • Hybrid (Matrix) ─ UXR works with the lead of a product area and reports to a UXR manager Let’s take a look at how our research team evolved from being embedded into agile product teams to a horizontal, hybrid structure, or what we refer to as the squad model at U.S. Bank… Kramarova, Olga; Scribner, Ryle; Tefera, Yodit; Huber, Bridget; Tseng, Tina; Edwards, Rochelle (2021). Embedded Versus Horizontal UX Research Teams: Which May Best Suit You?
- 6. U.S. Bank | Confidential 6 Embedded model in theory Product Team 1 Studies A B C D E UX R VID XA CS Product Team 2 Studies A B C D E UX R VID XA CS Product Team 3 Studies A B C D E UX R VID XA CS
- 7. U.S. Bank | Confidential 7 Embedded model: the messy reality Product Team 1 Studies A B C D E UX R VID XA CS Studies A B C D E Product Team 2 UX R VID XA CS Product Team 3 UX R VID XA CS Studies A B C D E Have we ever looked at… Hey, do you know if… Can we do a quick study on… Real quick, can you… Do we know if users even want this? Maybe there’s a better way. Did we show this to users yet?
- 8. U.S. Bank | Confidential 8 Add agile into the mix, and we have an interesting set of challenges Hiring 1 new product team = 1 new researcher who attended all ceremonies and meetings and was 100% dedicated to that team Couldn't hire fast enough Lack of communication within product sets Each UX team worked from the product backlog and cross-team connections were the responsibility of the product owners (but that wasn't happening!) Duplicate efforts Uninformed efforts Wasting time and resources on unimpactful research Testing small content changes (1-2 words) that did not have significant impact on the user experience
- 9. U.S. Bank | Confidential 9 We were growing incredibly fast • Managers were averaging 3 – 5 open roles at any given time. ─ We often didn't know about these open roles until development was already under way ─ Spent hours interviewing to find the right candidates with the right experiences • We invested resources in individual researchers, which meant large teams for each manager and too little individual attention • Getting individual researchers up to speed on a product, culture, and team takes time away from research ─ Managers spent time onboarding and ramping up the team on institutional knowledge
- 10. U.S. Bank | Confidential 10 While we tried to remain connected with the work of other researchers, it took a lot of effort to avoid silos • Everyone worked out of their own product backlog • Product owners weren't necessarily aligned on priorities and overall strategy ─ Risk of redundant research • Product teams risked misapplying research insights • Researchers did not feel empowered to ask tough questions • Teams lacked a forum to discuss work
- 11. U.S. Bank | Confidential 11 Sometimes we had to do research for the sake of research • If you had capacity, it was hard to say no to testing things like button colors or slight changes in wording – because what else were you going to do? • At times, we were assigned to more than 1 agile team, which meant compromising between immediate iterative research and impactful ─ Felt like a production shop ─ Often heard "we don't have time" when it came to generative research • Example: testing the position of the log out button
- 12. U.S. Bank | Confidential 12 If we continued this way, we would miss out on the flexibility to enable strategic influence by research
- 13. U.S. Bank | Confidential 13 Squad model in theory Product Team 1 VID XA CS Product Portfolio UX R Product Team 2 VID XA CS Product Team 3 VID XA CS UX R UX R Studies A B C D E F G H I J
- 14. U.S. Bank | Confidential 14 What We Changed
- 15. U.S. Bank | Confidential 15 By addressing our pain points under the embedded structure, we shifted the impact of our work We can move resources where they're needed within the portfolio since everyone has a baseline knowledge We practice a more holistic approach to research to focus more on our users’ needs rather than the products and features We share knowledge across our product relationships to break down silos
- 16. U.S. Bank | Confidential 16 We can move resources where they're needed within the portfolio since everyone has a baseline knowledge • We are familiar with the personas relevant to our squad segment • Our repository of studies allows us to determine additional research needs • Quarterly synthesis of research insights builds on the baseline knowledge
- 17. U.S. Bank | Confidential 17 We practice a more holistic approach to research to focus more on our users’ needs rather than the products and features • There are more opportunities for generative research to deeply understand our customers • Researchers can focus on the bigger questions to recommend impactful research
- 18. U.S. Bank | Confidential 18 We share knowledge across our researchers to break down silos • The research team meets regularly to discuss capacity as well as current and upcoming work • We collaborate on a quarterly research synthesis to form strategic recommendations
- 19. U.S. Bank | Confidential 19 Making these changes resulted in the UX Research team having flexibility, enabling them to provide strategic direction through research insights
- 20. U.S. Bank | Confidential 20 How It’s Going
- 21. U.S. Bank | Confidential 21 We solicited feedback from our partners in a survey Distributed to all our product teams Received most responses from design team members Intention is to start sending out quarterly Question themes: Effectiveness Ease Satisfaction UXR Squad Model Feedback Survey, May 2022 (n=17)
- 22. U.S. Bank | Confidential 22 Product teams have mostly been receptive Strengths Collaboration Timeliness Impact of research Proactiveness Opportunities Transparency I know what my UX research team is working on at any given time (Likert scale) Communicating what we know My UX research team knows the users of my product well (Likert scale) UXR Squad Model Feedback Survey, May 2022
- 23. U.S. Bank | Confidential 23 Sample feedback "The new squad model totally makes sense from a perspective of being resource constrained. But I do miss having a dedicated researcher to feel they have ownership of a product line ... When researchers rotate, the teams feel less certain who to go to with potential research needs."
- 24. U.S. Bank | Confidential 24 Challenges with the squad model Pressure from product teams that are used to having dedicated researchers Knowledge transfer between researchers when moving between products Getting up to speed quickly Getting clear prioritization ("it's all a priority!")
- 25. U.S. Bank | Confidential 25 Lessons learned (so far) • It's harder in real life than it is on paper • The team needs to have high levels of trust – in themselves and each other ─ Maybe not a fit for a team of junior researchers • Scoping and getting clarity on priorities is critical ─ If your priorities weren't clear before, don’t expect them to magically become more so now • All researchers need to understand the big picture to be effective
- 26. U.S. Bank | Confidential 26 Recommendations
- 27. U.S. Bank | Confidential 27 Try it out – here are some steps to implement your squad structure Document Communication is key Be flexible, but not too flexible Create an intake process Regularly review the research log with partners
- 28. U.S. Bank | Confidential 28 Step 1: Document Document all your team's current and upcoming work in a centralized backlog ─ Use tools like Microsoft Planner, or Jira or even a spreadsheet! ─ Determine how to measure team capacity • Agree on and document capacity measures (points? hours? days?) • Define max team capacity ─ Document priorities ─ Determine when and how to assign backlog items
- 29. U.S. Bank | Confidential 29 Step 2: Communication is key • Agree on talking points about why this change is happening • Work together to create a communication plan for the rollout • Decide who amongst your stakeholders will be champions and who will be more resistant ─ Ask for feedback and be open to it • Define timeline to start new model • Create an artifact to share about the new model (e.g., PowerPoint)
- 30. U.S. Bank | Confidential 30 Step 3: Be flexible, but not too flexible • Create a process and talking points for handling ad hoc requests (‘cause they will happen) • Document criteria for accepting ad hoc requests
- 31. U.S. Bank | Confidential 31 Step 4: Create a process for intake • Scope out the research goals, timelines, and impact • Don’t commit until you know where this request fits in the research backlog priority ─ Establish who to ask when in doubt • Respond to the request priority timely and transparently
- 32. U.S. Bank | Confidential 32 Step 5: Regularly review research backlog with partners • Identify the partners • Schedule recurring meetings with the partners • Communicate the research backlog priorities with the researchers
- 33. U.S. Bank | Confidential 33 We gave you a tour of our challenges as we evolved from an embedded to a squad model to have more flexibility, enabling researchers to provide strategic direction through research insights. Let us know how you might implement some of our squad model recommendations!
- 34. U.S. Bank | Confidential 34 Thank you! Questions?