The Design Age

From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

THE DESIGN AGEa young designer’s primer for maximizing value in agile and lean teams


http://www.slideshare.net/austingovella/design-age


http://www.thinkingandmaking.com



Introduction

Design is all about value. It helps transfer value from

one person to another. Design insures you have an

experience: that at the end, you’re different than when

you started. Design makes this difference, and like

Babbage’s Difference Engine of yore, specific knobs

and levers control how much value you can create

with design.

In this presentation, we’ll learn how five levers —

models, fidelity, audience, annotation, and velocity —

work together. We’ll see how agile, lean, and waterfall

teams apply these levers differently at different times

to create different value from design.






INTRODUCTION






Introduction

The Goal

Change how you practice design






Introduction

The Goal

Change how you think about design






Introduction

The Goal

Change how you understand design






Introduction

Three Discussions






Introduction

1. Why?

Why are agile, lean, and waterfall the same thing?






Introduction

1. Why?

Why are agile, lean, and waterfall the same thing?This is called the process.






Introduction

2. What?

What are design’s four concerns?






Introduction

2. What?

What are design’s four concerns?This is called the discipline.






Introduction

3. How?

How do we conduct design?






Introduction

3. How?

How do we conduct design?This is called the practice.






Introduction

Three Discussions

1. The process2. The discipline3. The practice






Introduction

The Walk Away

Five questions that guide how you practice design






Mind Game

What’s the coolest, most awesome thing about

where you work?






Mind Game

Hi, I’m Austin Govella, an

Experience Design Manager

at Avanade where we’re

re-inventing how enterprises

collaborate.






Mind Game

Hi, I’m Austin Govella, an

Experience Design Manager

at Avanade where we’re

r e-inventing how enterprises

abut about about elaborate.

your name

your title

company

the coolest, most awesome

thing about where you work






A MANIFESTO FOR USER EXPERIENCE






Manifesto

Designers don’t design anything. Organizations design everything.

Just as your best thinker improves everything, that one person in your group who doesn’t understand user experience creates a drag on every product or service you produce. To create better experiences, you have to create better organizations. You have to improve your organ-ization’s design literacy. You have to improve the design literacy of everyone in the group.






Manifesto

Organizations face common barriers to designing better experiences.

These barriers — value, focus, time, memory, talent, process, and improvement — represent the distance between you and the balanced teams your organization needs to create better experiences. Sometimes these cultural barriers are codified into your organization’s process. Sometimes they exist as hidden assumptions in your team member's minds.






Manifesto

Don’t change what you do. Change how you do it.

Your design activities don’t change. Change how you work with your team. Change how you work, so your goal is always a better organization instead of a better product. Change how you accomplish the design, so that you are always improving your team’s design literacy.






Manifesto

Don’t look for the next opportunity.

The one you have in hand is the opportunity.

— Paul Arden

The Inspiration






HOUSEKEEPING






Housekeeping

The Presentation

A diverse range of material from over a decade that is still evolving






Housekeeping

Questions

If something isn’t clear, raise your hand and ask.Questions and discussion at the end won’t be as useful. Grab a drink with me afterward!






Housekeeping

Get The Slides

Available on SlideShare:http://slideshare.net/austingovella/design-age








Housekeeping

Contact Me

[email protected]

@austingovella

www.thinkingandmaking.com





mailto:[email protected]

mailto:[email protected]

http://twitter.com/austingovella

http://twitter.com/austingovella




Mind Game

The Customer is always right.






Mind Game

Whenever you hear something you

don’t agree with, tell yourself:

“The customer is always right.

I just don’t understand.”

Then, ask a question to help

you understand.






building certainty

AGILE





Manifesto for Agile Software Development

Manifesto for Agile Software Development, http://agilemanifesto.org.

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan


Agile

http://agilemanifesto.org/


http://agilemanifesto.org








Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan


Agile











Individuals and interactions over models of people doing workWorking software over models of software

Customer collaboration over models of collaborationResponding to change over models of change


Agile











Real people doing work over models of people doing workReal software over models of software

Real collaboration over models of collaborationReal change over models of change


Agile










Agile

But What Is Real?






Why?






Agile

Agile Context

Known Unknown

Problem f

Solution f

Resources f






Agile

“Divination also becomes progressively more difficult with time, as circles of probability in imaginary time enlarge.”

Peter Carroll, Psybermagick: Advanced Ideas in Chaos Magick, New Falcon Publications, 2000.





http://www.amazon.com/dp/1561840920/thinkingandma-20





Agile

The Futures Are Messy

Certainty Uncertainty/Waste






Agile

‣ Agile focuses on certainty around what will be built.

‣ Agile seeks to minimize unnecessary change.

‣ Agile values the build over everything else. The build represents certainty.

‣ Agile captures value by reducing waste.

Agile Builds Certainty






Agile

Agile Process

1. Review the present.

2. Plan the future.

3. Build the plan.

REVIEW

PLAN

BUILD






Agile

Rely on the plan to create build.

Pursue velocity through the review, plan, build loop.

Quick reviews (velocity) through the loop reduces risk you build the wrong thing.

REVIEW

PLAN

BUILD

Agile Outcomes






LEANlearning certainty






Lean

“[Lean UX is] the practice of bringing the true nature of our work to light faster, with less emphasis on deliverables and greater focus on the actual experience being designed.”

Jeff Gothelf, Lean UX, presentation, Jan 2011.





http://www.slideshare.net/jgothelf/lean-ux-getting-out-of-the-deliverables-business



Lean

“[Lean UX is] the practice of bringing the true nature of our work to light faster, with less emphasis on deliverables and greater focus on the actual experience being designed.”

Jeff Gothelf, Lean UX, presentation, Jan 2011.








Why?






Lean

Lean Context

Known Unknown

Problem f

Solution f

Resources f






Lean

The Futures Are Expensive

Out of cash

Design loses money Design makes money






Lean

‣ Lean focuses on learning what is most valuable.

‣ Lean seeks to maximize necessary change.

‣ Lean values learning over everything else. Learning represents certainty.

Lean Learns Certainty






Lean

1. Build the solution.

2. Measure the value.

3. Learn a new solution.

Lean Process

BUILD

MEASURE

LEARN






Lean

Pursue velocity through the build, measure, learn loop.

Rely on what was measured in order to learn.

Velocity through the loop increases risk you build the right thing.

Lean Outcomes

BUILD

MEASURE

LEARN






DESIGNmeasuring certainty






Design

Design is a modeling discipline. The design process

creates models we use to validate predictions about a

system. Design validates what we expect against what

we perceive. We architect systems that engender

expectations and perceptions. Experience is the gap

between expectation and perception. We design this

gap. We design experience.






Why?






Design

Design Context

Known Unknown

Problem ? ?

Solution ? ?

Resources ? ?






Design

The Futures Are Possible

Discover

Unknown problems/solutions Known problems solutions

Model Validate






Design

‣ Design focuses on discover uncertainty.

‣ Design models change.‣ Design values measuring over

everything else. Measuring represents certainty.

Design Measures Certainty






Design

1. Discover the problem and/or the solution.

2. Model the solution.

3. Validate your model.

Design Process

DISCOVER

MODEL

VALIDATE






Design

Pursues velocity through the discover, model, validate loop.

Measure what was made against expectations.

Velocity increases the risk you measure the right thing.

Design Outcomes

DISCOVER

MODEL

VALIDATE






THE PROCESSdesigning certainty






The Process

The Same Process

AGILE LEAN DESIGN

Plan Learn Discover

Build Build Model

Review Measure Validate






The Process

Agile ProcessPLAN

BUILD

REVIEW






The Process

Lean ProcessLEARN

BUILD

MEASURE

Plan

Build

Review






The Process

Design ProcessDISCOVER

MODEL

VALIDATE

Plan

Build

Review

Learn

Measure






The Process

But what do we discover? Model? Validate?





DATA

MODELS

ARTIFACTS


The Process

The Unified Process

DISCOVER

MODEL

VALIDATE

Plan

Build

Review

Learn

Measure






The Process

Agile is obsessed with the question:

Is this what you wanted?

Lean is obsessed with the question:

Is this the most valuable thing?

Design is obsessed with the question:

Is this what we thought it was?






The Process

How do we create

How do we

DataModelsArtifacts

DiscoverModelValidate

}

}

Deliverables

Activities






THE MODELS






The Models

Design is a modeling discipline. The design process

creates models we use to validate predictions about a

system. Design validates what we expect against what

we perceive. We architect systems that engender

expectations and perceptions. Experience is the gap

between expectation and perception. We design this

gap. We design experience.






Mind Game

What does design model?






Mind Game

If design models, what four things

does design model?






The Models

Users

o






The Models

Interfaces

p






The Models

Interactions

o p






The Models

Systemso p

o po p

o p






The Models

We validate our models by showing them to people.Who do we validate our models with?






The Models

Audience

AUDIENCE

Yourself Your team Organization Your users






The Models

How realistic must our models be in order to be validated?






The Models

Fidelity

BEHAVIOR

None Low Medium High

CONTENT


CONTEXT


VISUAL







The Models

What does our audience need to know in order to validate the models?






The Models

Annotation

EXPLICIT - What do we need to tell them? (Instructions)


TACIT - What do they already know? (Culture)


IMPLICIT - What can the audience intuit? (Affordances)







The Models

How will we communicate the models?






The Models

Communication

PLACE - Where is the audience?

Co-located Remote

USE - How will it be communicated?

Private Shared

TIME - When are you communicating with the audience?

Synchronous Asynchronous






THE FIVE QUESTIONS






The Models

The Five Questions1. What model are we validating?2. Who is the audience?3. What fidelity do we need?4. What annotation do we need?5. How is it communicated?





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Category:	Design
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