reduce the risk of your mobile development

TD Direct Investing

Hello!

Steve Peters

New Client Engagement

Dave Heath

Technical Director

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We are 70 digital specialists

The best mix of Strategy, Channel, UX, Creative & Technical specialists

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Reducing the Risk of Mobile Development

Lets go back in time..

Dave has been in internet/ecommerce business for 15-20 years.

Even 15 years ago was at the forefront of what was the mobile revolution! Who remembers WAP?

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Do you remember where it started?

The thin simple colourless interface allowed some kind of experience whilst on the move.

Dave wrote one of the first mobile solutions in the market place, and yet today, 15 years on, although the technology is considerably better we are still battling with true mobile adoption and understanding of what Mobile First & MVP actually means within business today

Yes, it was slow

Yes, it was un-inspiring

Could you strip down your customer journeys so that a page/deck didnt exceed 1.25kb (including images!?)

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True Mobile FirstTrue MVPValue Focused

However it did a few things very well..

It made us think about a Mobile First experience not the web with bits taken off.

Offerings were clearly MVP focused no bells no whistles - no glitter.

Only the things that offered Value were created - and had to be strictly cut down to make the journey work in 3-4 page/card/decks.

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April 2015 Google Penalises for alt Mobile ExperienceAs a result - Mobile First Design Principles Movement

Mobile and responsive design principles have been driven by Google in April 2015 when they started to penalise websites for serving a different mobile experience

This has meant that there is a movement towards mobile first design principals.

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#6 risk-reducing themes

#1 Consider the whole user experience

Know how your customers behave

Identify your audience segments and understand their behaviours

Use this to identify opportunities and pain points

Map their interaction with your organisation and their customer journey

All the answers and direction lies in understanding your customers and what the business need to deliver against it.

I encourage you to engage with a 3rd party to extract the business-out view of the world as it can help to cut though internal politics or simply taking a fresh view as an outsider can be revealing

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So how did we apply this thinking to the zoo?

Opened in 1931

Largest zoo in the UK, to 15 zoo globally, 110 acres of award-winning zoological gardens

450 species and over 11,000 animals

1.4 million visitors per year

The zoo is both visitor attraction and conservation charity.

The attraction revenues funding the many active conservation projects at home and abroad.

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Design for the customer journey

Planning and Anticipation

Zoo Visit

Post Visit

Membership

Researching days out

Anticipation

Travel to zoo

Animal talks

Education

Verdict

Sharing experience on social media

Referring friends & family

Buy ticket

Social

seeding

Exploring the zoo

Tours

Taking photos

Eat, drink

Parking

Buy tickets

Via a combination of qual and quant methods, across customer and business stakeholders we can start to create a holistic picture of what the potential touch points are both off and online in someones experience with us. All the decisions we make then are mapped back to this to assess cost/benefit.

Sitecore and the DMS is really great at mirroring the personas and user journeys from theory into practice, giving weightings and values to those people who display behaviours that are most profitable; personalising the experience we want them to have.

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Persona, time, place and device

Mobile web

Pushing tickets and time-sensitive content

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Queue jumping

Biggest opportunities were at the actual zoo itself.

Mobile devices being a means to interact throughout the planning and visiting stages of the customer journey.

1. Queues

Customers hate queuing to buy tickets and get entry

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Mobile commerce

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Way-finding

The second biggest opportunity is way finding.

Signposting and route plotting in the zoo.

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Gesture web maps

Usinga mix of mobileweb and app tools

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Role of an app?

Increase engagement

Exploit customers natural behaviour in the zoo

Post-visit retention

Use native features from phone

Geo-location

Camera

Enhanced interactivity and responsiveness for Map

Content available offline

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App enhances the visit

Apps success of the map on mobile has led us to an enhanced view for Apps

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Enhanced map

Use native features from phone

Geo-location proximity

Enhanced interactivity and responsiveness for the Map

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Gamification collectbadges as you explore

Gamification

Itinerary

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Reminders through Push notifications

All driven by single Sitecore CMS

Using a single Sitecore CMS to manage content cross platforms

Developed bespoke API to push data from CMS

Track user behaviour to inform retention strategy

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Perhaps a better way to talk about it is content first where you craft the experience around the content delivery plan and user journey.

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#2 Go responsive in chunks

Managed user experiencemigration

#3 Hack day inventions

The teams were a mix of disciplines, from UX Design & Creative, Front End Development & API Development

This multi disciplined team is how we work on a daily basis, no handoffs, just a team of specialists working together to solve problems.

An extended team in every day Product Development would also consist of Product Management/Ownership, QA, Performance & Optimisation

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The Brief

The LADbible prides itself on its community, so we want teams to come up with an innovative way that lets people volunteer and help out their local communitythink Uber for volunteering.

Were looking for teams to make use of geo-location and social APIs (Facebook, Twitter, Instagram) to really bring people together and share what they are doing in the community.

Lets make it viral!

A few of our teams recently took part in a 24 hour Code Hack Competition HackManchester to build a working product.

LADBible amongst other brands set challenges LADBibles was for Social Involvement - a simple brief that offers a range of solutions.

This is an important point dont constrain innovation by being prescriptive with solution - theres more than one way to skin a cat!

Ill repeat that line Define the problem youd like to be solved -

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Define Product Backlog

With no designs made upfront, just a few discussions on ideas within the team, within 24 hours the team had to use MVP principles to deliver a working product to help connect charities & volunteers with clever integrations to social media.

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Ruthless Prioritisation by ValueClear Process

Backlog was ruthlessly prioritised on the Value items the core journey no time for nice to haves

They were than prioritised by size, complexity, dependency

The process used also allowed for clear visibility of progress and aid team focus and flow.

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Iterative Delivery

Product was delivered in an iterative fashion their first deployment was within the first hour.

By the end of the 24 hours, the team had over delivered on the brief and built an extra admin website allowing charities to enter bespoke charity info & opportunities, and see the popularity of volunteer support.

What did the team say as part of their retrospective? (apart from being very tired and wired on caffeine?)

We think we over delivered the MVP we added extra features to the core journey that we really didnt need to be there for an MVP when we thought they did need to be there.

These are the bells and whistles that everyone thinks they need, but in fact are just nice to haves to the core journey.

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Code Computerlove - LADBible Challenge - A Problem Shared

#4 Five day mobile design sprints

Understand

Diverge

Prototype x 2

Define

Decide

Validate

Prototyping Approach

Understand what are the user needs, business needs and technology capacities?

Define what is the key strategy and focus?

Diverge how might we explore as many ideas as possible?

Decide select the best ideas so far

Prototype create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts

Validate test the ideas with users, business stakeholders and technical experts

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Understand

Define


Understand - what are the user needs, business needs and technology capacities?

Define - what is the key strategy and focus?







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Diverge

Decide







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Prototype create an artefact that allows us to test the ideas with users


Prototype x 2

Validate







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Sketch prototype test

Testing #1 learnings

People wanted to filter by cuisine early on

People liked the occasion filter wanted to make more of this

Confusion around pricing filter by restaurant average or voucher discount?

Make more prominent to share the deal

People wanted to see restaurant reviews before purchasing

How to pick deal date/time needs to be clearer

Pull through peoples food pics

People wanted relevant notifications but wasnt clear

Prototype Testing

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Testing #2 what we changed

Immediate push notifications screen

Brought occasion filter upfront & cuisine too

Introduced Im feeling lucky button

Introduced other offer views e.g. this week, next week, nearby & popular

Icons at bottom for different views within app

Introduced ratings on the deal view

Purchase process screens

Voucher code screen & next steps

Advanced filter option once in app

#5 Test before, during and after

A

B

C

A quick pop quiz

Ask the crowd which resulted in greater engagement from the mobile web homepage.

Answer A. Hypothesis when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.

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A quick pop quiz



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Over 1m extra revenue in 2014 from testing alone

A quick pop quiz



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Transform

Task FocusCurrentNewSuccessTimeSuccessTime1. Find Hospital or Clinic near you91%11.94 sec83%9.39sec2. Transform company credibility91%3.1 sec100%5.36sec3. Surgeon skills and competence73%5.06 sec100%5.92sec4. Quality and testing of implants43%13.18 sec95%6.02sec5. Quality of aftercare you can expect47%20.04 sec100%6.80sec6. Patient testimonials91%7.29 sec91%8.53sec
Current results

Average time taken to complete test 3.83 mins 1.61 mins

Average success score across all your tasks 71% 95%

Current Vs New results



Current Vs New results



Proven to be6x more effectivebefore wedesign or buildanything

#6 Its more than just an MVP

People

Dan Pink Drive

The Truth about what Motivates Us..

The tech world has moved it is more involved, more aware.. Use it dont abuse it.

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Process

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Team Stand-up

15 mins max

What did I do yesterday, what will I do today, anything that might stop me achieving this.

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Legend This shows the types of cards (by colour) that can be on the board, these include New features, Tech debt, Defects, Investigations (support) and External Issues (e.g. new servers). The purpose of this is to clearlyvisualisethe type of work that is being processed

Limits Each pending and work in progress column has a limit to control the amount of work that can be taken on. These limits are set based on resource levels and other bottlenecks, and are intended to encourage the PULLING of work when capacity exists rather than continuing to force more work onto a bottleneck.

Avatar Each team member has ONE avatar to place on the item they are on, this tells other team members that this card is being worked upon and should be progressing. As we pair on most development, there will often be more than one avatar on each Dev task.

Arrows Indicate movement of tasks since the last standup, again this is part of the visualisationof the process. These cards are often ignored at the standup, as we want to focus on the items that are not progressing, such as

Blockers We want to minimise blockers as they cause more bottlenecks in the system, so we clearly indicate these items with blocked avatar. An additional requirement to blocking a card is to add the details of WHO and WHY the item is unable to proceed.

Waste Tasks can be abandoned at any stage in the process, we collect these and review at the weeklyretrospective.

Continuous Improvements Also, at the weeklyretrospectivewe decide upon three improvement points that we want to tackle for the following week. These are summarised on the board and recalled at the beginning of the morning standup, if we fail to make any progress on an improvement then it may be rolled over to the next week.

Simple - Transparent Process

Visible Living Process

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Delivery Mechanics

Understand Flow

Identify Impediments & Impact

Optimise to create Efficiency

Become Reliable in Delivery

EVERYONE PLAYS THEIR PART

Tool sets that a transparent and flow right across our client portfolio down to agency team

Providing data and forecasting based on stable team data.

Using data will allow us to become stable in teams, and therefore stable to our clients

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Team Delivery Metrics

Ability to visualise the delivery mechanics so that product teams can estimate more reliably.

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Retrospectives

Retrospectives are an important part of improvement and optimisation.

Discuss Waste at all levels of the delivery

Choose 3 clear improvements to implement.

Measure

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Technology

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Legacy System Migration: Application Strangulation

Reduced Total Cost of Ownership

Cost per change

Time

Most Agencies sit in the Red.

Low starting cost, poor build quality and adaptability from the start.

Over time changes get harder, until Cost per change becomes unmanageable.

Usually ends in a tender for new supplier and website cycle starts again.

Definition of insanity.

What we deliver with an initial higher cost is the ability to adapt and change the shape of your client solutions easier without an ever increasing cost & risk.This is done through modern Software Engineering Repeatability & TDD, BDD, Automation, Repeatability,

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Automate & Make Tools to do the Heavy Lifting

Let tools do the heavy lifting

Automate everything

Be clever & innovate how we can use tools and reuse

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Business performance

dashboards

More data and screens giving clarity and purpose to teams and clients

Requires you to define estimated value which helps prioritisation.

Benefits realisation the final feedback loop for a feature that drives improvement and sets direction for the next product iteration

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Fast feedback

What did this do?

It made us look good! We responded to the clientfaster than the email alert that New Relic sent out.

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Is this the advice you get?

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#6 Summarised

#1 Consider the whole user experience#2 Go responsive in chunks#3 Hack day inventions#4 Five day design sprints#5 Test before, during and after#6 Its more than just an MVP

Building things is easy.Building the right things is hard.

Free workshop

Thank you

[email protected]

[email protected]

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