blending user experience & business analysis thinking in the agile customer role jeff patton...

Blending User

Experience & Business

Analysis thinking in the

Agile Customer Role

Jeff PattonThoughtWorks

[email protected] AgileProductDesign.com

©Alistair Cockburn2005-6 Slide 3

PEOPLE Learn Skills in a 3-stage Progression: Follow / Break Away / Achieve Fluency

Level 1: following (shu)Learn “a technique that works”(Success = following the technique)

Level 2: breaking away ( ha )Learn limits of the technique

Learn to shift between techniques

Level 3: fluent ( ri )Shift techniques at any momentPossibly unable to describe the shifts

We will use this progression throughout the course.

3

Today I’ll cover 3 areas

1. What is user experience design?

2. Design & analysis practices useful for Agile customers

3. Incorporating design and analysis practices into an Agile

lifecycle

© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 4

By “Design” I mean the decisions we make regarding the software solution we choose to build.

“The hardest single part of building a software system is deciding precisely what to build.”

-- Fred Brooks In his 1987 essay “No Silver Bullet”

"A requirement is a relationship to a decision: If you get to make or change the decision, it's design to you; if you don't get to make or change that decision, it's a requirement to you."

-- Alistair Cockburn

5

Garrett’s Elements of User Experience Model describes a series of dependent decisions.


Software user experience is built from dependent layers

Jesse James Garrett’s Elements of User Experience: http://www.jjg.net/elements/


The surface layer describes finished visual design aspects

Surface

Skeleton

Structure

Scope

Strategy


The skeleton describes screen layout and functional compartments in the screen

Surface

Skeleton

Structure

Scope

Strategy


Structure defines navigation from place to place in the user interface

task panes

modal dialogs

modal wizards

Surface

Skeleton

Structure

Scope

Strategy


The “places” in the user interface are built to support user-task-centric scope

user tasks:• enter numbers• enter text• enter formulas• format cells• sort information• filter information• aggregate information• graph data• save data• import data • export data• print • …..

Surface

Skeleton

Structure

Scope

Strategy


Business goals drive user constituencies choices and contexts supported to form strategy

business goals:• displace competitive products• motivate sale of other

integrated products• establish file format as default

information sharing format• …user constituencies:• accountant• business planner• housewife• …usage contexts:• office desktop• laptop on airplane• pda in car• …

Surface

Skeleton

Structure

Scope

Strategy


Garret’s Elements of UX stack can apply to the user experience of other complex products

These layers of concern apply not only to software but a

variety of products.

In particular, products that support a wide variety of user tasks benefit from this kind of

thinking.


Let’s look at the strategy for a product we all use: the place we live

goals:• live comfortably • eat well• stay clean• be healthy• keep up with Jones’s• …user constituencies:• me• spouse• child• …usage contexts:• suburban neighborhood• near good schools• near shopping• …

Surface

Skeleton

Structure

Scope

Strategy


What might I, and my other user constituencies, do to reach our goals?

user tasks:• store food• prepare food• eat food• sleep• bathe• store changes of clothing• stay out of rain• entertain guests• entertain self• …

Surface

Skeleton

Structure

Scope

Strategy


Arranging tasks by affinity allows me to think about contexts that best support tasks. Contexts in a home have common names we all know.

Surface

Skeleton

Structure

Scope

Strategy


When designing a particular interactioncontext such as a “kitchen,” I optimize layout and tool choices to support tasks I’ll do there

Surface

Skeleton

Structure

Scope

Strategy


“I’m going to spend a lot of time here, I want my experience to be as pleasant as possible…”

Surface

Skeleton

Structure

Scope

Strategy

18

Underneath Garrett’s model is a simple 3

layer model


Norman’s simple model for a human in pursuit of a goal

problem or goal

How I’d like to feel, or what I’d like to achieve

take some

action action evaluation did that action deliver that results

I expected?

goal evaluation is my goal met or problem

resolved?

the worldinformation and tools


Distilling this down to goals, tasks, and tools

problem or goal

How I’d like to feel, or what I’d like to achieve

the worldinformation and tools

take some

action action evaluation did that action deliver that results

I expected?

goal evaluation is my goal met or problem

resolved?

goal

task

tool


software

Software contains features that support a number of tasks and a number of goals

goals

tasks

toolsfeatures

22

When we think about quality of use

experience, we need to re-think what we mean

by quality.


Don Norman explains that beauty, at least for products, isn’t skin deep

“Attractive things make people feel good, which in turn makes them think more creatively…. making it easier for people to find solutions to the problems they encounter.”

-- Don Norman


Norman explains three characteristics of design to observe: Visceral, Behavioral, & Reflective

Visceral

What is the products initial impact or appearance?

Behavioral

How does the object feel to use?

Reflective

What does the object make you think about? What does it say about it’s owner?


Noriaki Kano asks us to consider quality as being composed of objective and subjective elements

“Discussions of quality have revolved around the two aspects of subjectivity and objectivity since the time of Aristotle.

Embedded in this objective-subjective split is the idea that objective quality pertains to the ‘conformance to requirements’ while subjective quality pertains to the ‘satisfaction of users.’”

--Noriaki Kano


Kano explains three general classifications for product features: must-haves, one dimensionals, and delighters

Must-haves

The products must have this features for me to be happy

One dimensionals

The more of this I get, the better

Delighters

I love this element of the product!

“This car has many flaws. Buy it anyway. It’s so much fun to drive”

-- from a NY Times review of the Mini Cooper

27

When we include user experience design into

a holistic design process, another model of problem analysis

and solution definition becomes

useful


Design alternates between analyzing the problem context and exploring possible solutions

Often, design starts with a candidate solution in mind. Exploring the problem helps validate the solution. As time passes, problem analysis activities are replaced by solution definition activities.

time

business problems & goals analysis

user research

user modeling

task analysis (how do users achieve goals today?)

task design(how might users better reach goals?)

user scenario writing

Incremental release planning

user interface design

user story writing

30

Now let’s look at practices that a

customer or product owner team users to move from problem analysis through to solution definition


Let’s look at a few of many possible product owner team practices

Facilitated collaborative work

Modeling business objectives

Modeling Users

Modeling workflow as user stories: User Story Mapping

Paper prototyping and usability testing

Planning & road-mapping


Collaborative centers around model building

[a model is] a description or analogy used to help visualize something (as an atom) that cannot be directly observed

- Merriam-Webster on-line

A goal of a model isn’t completeness or accuracy, but communication

For our purposes: a model is any visual representation of our current understanding of a concept

We’ll build models to understand our problem context, and explore solutions


Often when we verbally discuss ideas, we may incorrectly believe we have the same understanding


Representing our ideas as models allows us to detect inconsistencies in our understanding


Through discussion and iterative model building we arrive at a stronger shared understanding


Using that common understanding we can work together toward shared objectives


Low fidelity card models are used to facilitate discussions and build common understanding

Common model forms include: Affinity diagrams Chronological models Decompositions Ad hoc charts

Mix and match as you see fit


Collaborative modeling looks like this


1

Collaborative modeling sessions follow a simple, repeatable structure

2 3

Use Collaborative Modeling Sessions to: Build up tacit shared knowledge within the team Build communication and collaboration skills within

the team Help the team to gel as an affective workgroup

Prepare Write a short statement to set goals and scope for

the session Identify participants – 4-8 is ideal Fill These Roles:

Information Suppliers Information Acquirers Information Modelers Facilitator Documenter

Schedule & set up work session facility

Perform Kickoff with goals and scope Get information figuratively and literally on the

table using brainstorming or discussion Model the information to clarify, add details, distill

details, and understand relationships Close by summarizing the results, on camera if

possible

Document & Communicate Capture model with photo and/or movie Document as necessary Post in publicly accessible place Display as a poster





Modeling Users




41

Business objectives describes why we’d

choose to buy or build the software


Look for benefit to the buyer or builder of the software

For software built for internal use: Save money Increase efficiency Solve problems that are costing money or decreasing efficiency Improve customer satisfaction Generate revenue by supporting or improving service offerings

For software built for commercial sale: Generate revenue through sale Improve/expand market share Open new markets

The IRACIS* mnemonic helps us remember to look for business benefit that will

Increase Revenue Avoid Cost Increase Service* Gane & Sarson’s IRACIS model, 1977


When asking for business goals look for expressions of business problems or desired outcomes

Express goals as business problems or business outcomes

It’s tempting for business stakeholders or users to describe their proposed solution as a goal

Solution-centric goal: “I’d like a cost effective ski parka” Problem-centric goal: “I’d like to stay warm and dry while skiing”

Use root cause analysis to get behind solutions to goals and problems

Toyota’s “5 whys” describes root cause analysis Poking it with “the why stick” is often what my colleagues say


Use a Goal Question Metric approach to identify appropriate goal metrics

Leverage a simple approach from the GQM methodology

1. Identify and prioritize goals

2. Question each goal:

If we were making progress toward this goal, how would we know?

What would change in the business as a result of reaching this goal?

3. Use answers to these questions to identify metrics for goals

Metrics help quantify ROI Metrics helps justify ongoing development expense The desire to track metrics often generate important product

features


Good business objectives help validate prospective solutions

A good set of business objectives help us validate the solutions we choose to construct

A good set of business objectives are: short: a single page or slide prioritized measurable





Modeling Users





Common models such as actors, roles, profiles, & personas describe users

Actor & Goal Often a job title or the common name

for the type of user in a system

User Role Short name describing a user in pursuit

of a goal – users change roles as their goals change

User Profile Adding summary information about the

types of users who fill a role or perform as an actor begins a process of “profiling”

Persona Choosing specific characteristics of a

person and compiling those into a archetypal description of that person creates a strong design target

On-line Shopper: browse and purchase merchandise on line

Customer Support Rep: aid customers over the phone and on line with issues





User Role Short name describing a user in

pursuit of a goal – users change roles as their goals change





Casual Browser: pass time by browsing products online

Comparison Shopper: compare price and features for items I wish to buy

Gift Shopper: find a gift for someone that likes the types of products this website sells

Impatient Buyer: find what I need and get through the checkout process quickly





User Role Short name describing a user in pursuit

of a goal – users change roles as their goals change

User Profile Adding summary information

about the types of users who fill a role or perform as an actor begins a process of “profiling”



Web Shoppers

Users: 50,000 customer visit this sporting goods website monthly

Activities: browsing, price comparing, gift shopping, handling returns

Computer Skills: vary wildly from first time users to expert – although moderate computer skills are typical

Domain expertise: typical customers are avid outdoor enthusiasts…



Actor & Goal Often a job title or the common name for

the type of user in a system

User Role Short name describing a user in pursuit of

a goal – users change roles as their goals change





Steve races mountain bikes competitively. He shops the web on a regular basis to keep abreast of new equipment releases on the market, and to make sure he has the best equipment he can afford.

He’s used computers for years and considers himself an expert user. He maintains his own website and blogs about his races and upcoming schedule.

Steve relies on reviews from his peers to judge the quality of equipment. He often writes reviews of his own for stuff he’s tried out.

Steve Powellcompetitive mountain biker

“I’m looking for stuff that’ll help me stay ahead of the pack”


software

Software products support a variety of users and their goals.

tasks

features

goals


software

In organizations where users are paid to use the software, user goals are driven by business goals

tasks

features

goals

All these goals mean lots of tasks, and lots of potential

features in our software


Design imperatives describe good characteristics the software should have based on the user type

Inside your user model are clues about the type of user interface and user interface characteristics needed by your user.

Document these as design imperatives.

Think about: ease of learning retention of learning efficiency of interaction reliability of interaction

user satisfaction user convenience necessity for proficiency importance of accuracy


A good user model helps us identify functional scope and necessary characteristics of the software

A good user model helps: identify functional scope identify necessary characteristics of the software stakeholders understand and empathize with target users validate proposed software solutions

An effective user model is prioritized to help rule out unnecessary functional scope and design imperatives





Modeling Users





Use simplified workflow models to organize user tasks and represent workflow – this is a Story Map

Draw a left to right axis representing timeIdentify high level activities performed by users of the system and place them above the time axis in the order that seams reasonable

Within each activity, organize tasks in the order they’re most likely completed. There’s likely variation in how they’re completed – so arrange them in a typical order.

If you had to explain the process to someone, arrange them in the order you’d tell the story.

Fill in task details such as business rules or possible features that satisfy the tasks below each task.

Task 1 Task 2 Task 3 Task 4 Task 5

time

Activity 1

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)


A good User Story as used in Scrum and other Agile approaches describes the use of the system

The user story form considered “best practice” in Scrum references your user model and user goals.

As a [type of user]

I want to [perform some task]

so that I can [achieve some goal]

As a harried shopper

I want to locate a CD in the store

so that I can purchase it quickly, leave, and continue with my day.


user story

In practice user stories may be written to describe user tasks or the tools that support them

software

tasks

features

goalsAs a harried shopper

I want to locate a specific CD in the store

As a harried shopper

I want to enter a CD title into the search box and initiate a product search

More task-centric:

More tool-centric:

start with task-centric user stories early in

product discussion and modeling

fill in feature-centric stories till later


Building a workflow model helps facilitate discussion – but requires a bit of space


Workflow or a reasonable sized system can fill a room


Discussions in front of workflow models are more productive





Modeling Users





Build paper prototypes from repositionable components


Test paper prototypes to determine if they’re usable


Finished prototypes are pieced together from moveable and removable paper components


Build navigation maps and storyboards to communicate UI design





Modeling Users





Prioritize task details by necessity to help visualize layers of functionality across the business process

Draw a vertical axis to represent necessity

Task 1 Task 2 Task 3 Task 4 Task 5

time

Activity 1

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)

Task Detail(Story)ne

cess

ity


Identify releases in spans of coherent functionality

Choose coherent groups of features that consider the span of business functionality and user activities.

Support all necessary activities with the first release

Improve activity support with subsequent releases

time

optio

nalit

y

necessary

lessoptional

moreoptional

activity 1 activity 2 activity 3 activity 4

first release

second release

third release


Distill your release plan into a roadmap

EasyPOS Point of Sale Software

Release 1: Replace the cash register

Business: replaces gets rid of old manual cash registers and gets

accurate up the minute sales information across locations

Users: Cashiers get an easier to use cash register that helps them

make less mistakes, correct them when they do, and save time

balancing cash drawers every night.

EasyPOS Point of Sale Software

Release 1: Replace the cash register

Business: replaces gets rid of old manual cash registers and gets

accurate up the minute sales information across locations

Users: Cashiers get an easier to use cash register that helps them

make less mistakes, correct them when they do, and save time

balancing cash drawers every night.

A roadmap serves to clearly communicate release level objectives to stakeholders

For each incremental release: Give the release a name or simple statement describing it’s

purpose Write a short sentence or two describing what value the business

gets from the release Write a short sentence or two describing what value the users get

from the release


“Bucketing” groups of major functionality or areas of task support is sometimes easier than feature by feature prioritization

72

Where to do all those practices fit in a typical

Agile lifecycle?


The simple Scrum snowman process model

74

But, it’s commonly understood the

snowman is missing a couple balls…

Or, that it takes a taller snowman to model product concerns


Agile development’s nested planning cycles

Product/Project

IncrementalRelease

Evaluate

Iteration

User Story

Design

Develop

Evaluate

Test

Evaluate

Iteration Plan

Plan

Release Plan

Plan

Product/Project Charter Plan

User Story or Product Feature• Expressed from business or user perspective• Business value• EstimableFeature List: prioritized features (AKA Product Backlog)

Iteration• 1-4 week timebox

Incremental Release• 1-6 Iterations• Released internally or

externally to end users

Product or Project• Perpetually released


planning & design increase in detail over time

FeatureDevelopment

time

detailcoursegrain

finegrain

Feature Design

Decide how the feature looks and behaves

Iteration Plan

Determine the features in the iteration and how they coherently hang together

Release Plan

Determine appropriate product features and the specific features in this release

Project Charter

Determine how the software will earn money, and the user constituents will be served


feature testing and product evaluationeach cycle affords course correction

FeatureDevelopment

time

detailcoursegrain

finegrain

Feature Design

Test that the features look and perform as expected

Iteration Plan

Evaluate how features work together. Add, remove, or change features in the release

Release Plan

Evaluate the finished release. Will it be useful for its target audience? Will it earn the revenue expected?.

Project Charter

Evaluate the product direction as a whole. How can the product earn more revenue?

Feature TestIteration

EvaluationRelease

EvaluationProduct

Evaluation

time


Parallel Track Development Separates Design and Evaluation Into One Track, Building Into Another

design & plan

evaluate

build

Customer/Product Owner Team

CompositionBusiness AnalystsInteraction DesignersPrototypersResponsibilitiesGather customer input for

features to be implemented in later iterations

Design next iteration featuresBe available to answer

questions on current iteration development

Test features implemented in the previous iteration

Development teamCompositionSmaller number of seasoned

developersUI development skills &

analysis skillsResponsibilitiesImplement features for current

iterationCollaborate with Product Owner

team to acquire details to construct software


Pro

duct

Ow

ner

Team

Develo

pm

ent

Team

Design and Coded Features Pass Back and Forth Between Tracks

implement iteration 1 features

•gather user input for iteration 3 features

•design iteration 2 features

•support iteration 1 development

implement iteration 2 featuresfix iteration 1 bugs if any


•design iteration 3 features

• support iteration 2 development

•validate iteration 1 features

implement iteration 3 featuresfix iteration 2 bugs if any


• design iteration 4 features

• support iteration 3 development

•validate iteration 2 features

•planning•data gathering•design for

iteration 1 features – high technical requirements, low user requirements

•development environment setup

•architectural “spikes”

Iteration 0 Iteration 1 Iteration 2 Iteration 3

feature design

code

d fe

atur

es

time

feature design

+ bugs found in

usability testing

cu

rren

t fea

ture

s


The customer/product owner team steers development

The customer/product owner team must: Understand layers of dependent decisions that lead to

stories in a backlog Identify stories to meet release level business objectives Defer decomposing and detailing stories until necessary Re-prioritize and create new stories to allow business

objectives to be met within time and budget constraints Business objectives and user objectives are targets –

user stories are the tools that help you reach them

Blending User

Experience & Business

Analysis thinking in the

Agile Customer Role

Jeff PattonThoughtWorks

[email protected] AgileProductDesign.com

blending user experience & business analysis thinking in the agile customer role jeff patton...

Documents

user experience design

software user experience

format user constituencies

agile lifecycle slide

alistair cockburn slide

centric scope user tasks

user constituencies

strategy business goals