the design age
DESCRIPTION
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. Friday at work, you won’t be able to stop yourself from asking five, simple questions. You’ll be maximizing design value for every project you encounter.TRANSCRIPT
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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
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
![Page 3: The Design Age](https://reader033.vdocument.in/reader033/viewer/2022051613/54c7a43a4a7959e7478b4616/html5/thumbnails/3.jpg)
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
INTRODUCTION
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
The Goal
Change how you practice design
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
The Goal
Change how you think about design
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
The Goal
Change how you understand design
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
Three Discussions
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
1. Why?
Why are agile, lean, and waterfall the same thing?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
1. Why?
Why are agile, lean, and waterfall the same thing?This is called the process.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
2. What?
What are design’s four concerns?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
2. What?
What are design’s four concerns?This is called the discipline.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
3. How?
How do we conduct design?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
3. How?
How do we conduct design?This is called the practice.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
Three Discussions
1. The process2. The discipline3. The practice
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Introduction
The Walk Away
Five questions that guide how you practice design
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Mind Game
What’s the coolest, most awesome thing about
where you work?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Mind Game
Hi, I’m Austin Govella, an
Experience Design Manager
at Avanade where we’re
re-inventing how enterprises
collaborate.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
A MANIFESTO FOR USER EXPERIENCE
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Manifesto
Don’t look for the next opportunity.
The one you have in hand is the opportunity.
— Paul Arden
The Inspiration
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
HOUSEKEEPING
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Housekeeping
The Presentation
A diverse range of material from over a decade that is still evolving
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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!
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Housekeeping
Get The Slides
Available on SlideShare:http://slideshare.net/austingovella/design-age
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Housekeeping
Contact Me
@austingovella
www.thinkingandmaking.com
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Mind Game
The Customer is always right.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
building certainty
AGILE
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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
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
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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
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
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Manifesto for Agile Software Development
Manifesto for Agile Software Development, http://agilemanifesto.org.
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
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
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Manifesto for Agile Software Development
Manifesto for Agile Software Development, http://agilemanifesto.org.
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
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
But What Is Real?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Why?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
Agile Context
Known Unknown
Problem f
Solution f
Resources f
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
The Futures Are Messy
Certainty Uncertainty/Waste
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Agile
Agile Process
1. Review the present.
2. Plan the future.
3. Build the plan.
REVIEW
PLAN
BUILD
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
LEANlearning certainty
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Why?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Lean
Lean Context
Known Unknown
Problem f
Solution f
Resources f
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Lean
The Futures Are Expensive
Out of cash
Design loses money Design makes money
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Lean
1. Build the solution.
2. Measure the value.
3. Learn a new solution.
Lean Process
BUILD
MEASURE
LEARN
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
DESIGNmeasuring certainty
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Why?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Design
Design Context
Known Unknown
Problem ? ?
Solution ? ?
Resources ? ?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Design
The Futures Are Possible
Discover
Unknown problems/solutions Known problems solutions
Model Validate
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Design
‣ Design focuses on discover uncertainty.
‣ Design models change.‣ Design values measuring over
everything else. Measuring represents certainty.
Design Measures Certainty
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Design
1. Discover the problem and/or the solution.
2. Model the solution.
3. Validate your model.
Design Process
DISCOVER
MODEL
VALIDATE
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
THE PROCESSdesigning certainty
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
The Same Process
AGILE LEAN DESIGN
Plan Learn Discover
Build Build Model
Review Measure Validate
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
Agile ProcessPLAN
BUILD
REVIEW
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
Lean ProcessLEARN
BUILD
MEASURE
Plan
Build
Review
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
Design ProcessDISCOVER
MODEL
VALIDATE
Plan
Build
Review
Learn
Measure
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
But what do we discover? Model? Validate?
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DATA
MODELS
ARTIFACTS
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
The Unified Process
DISCOVER
MODEL
VALIDATE
Plan
Build
Review
Learn
Measure
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Process
How do we create
How do we
DataModelsArtifacts
DiscoverModelValidate
}
}
Deliverables
Activities
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
THE MODELS
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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.
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Mind Game
What does design model?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
Mind Game
If design models, what four things
does design model?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Users
o
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Interfaces
p
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Interactions
o p
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Systemso p
o po p
o p
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
We validate our models by showing them to people.Who do we validate our models with?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Audience
AUDIENCE
Yourself Your team Organization Your users
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
How realistic must our models be in order to be validated?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Fidelity
BEHAVIOR
None Low Medium High
CONTENT
None Low Medium High
CONTEXT
None Low Medium High
VISUAL
None Low Medium High
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
What does our audience need to know in order to validate the models?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
Annotation
EXPLICIT - What do we need to tell them? (Instructions)
None Low Medium High
TACIT - What do they already know? (Culture)
None Low Medium High
IMPLICIT - What can the audience intuit? (Affordances)
None Low Medium High
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
The Models
How will we communicate the models?
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
THE FIVE QUESTIONS
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From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013
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?