lean business analysis and ux runway: managing value by reducing waste (natalie warnert product...
Post on 13-Apr-2017
466 Views
Preview:
TRANSCRIPT
Lean Business Analysis and UX Runway
Managing value by reducing waste
Natalie WarnertIT Arena – Lviv, Ukraine
October 3, 2015
Agenda
• Natalie’s background• Define roles of BA and UX in Agile• Understand Agile role integration• Show example of how this can be done via
Runway process (Best Buy example)• Benefits and risks
You will leave knowing how to help BAs and UX collaborate to learn quickly
Natalie Warnert
• Agile Coach, Project Delivery Mgr• MA, CSP, CSM, PSM
Web: www.nataliewarnert.comTwitter: @nataliewarnertEmail: info@nataliewarnert.com
Minneapolis, Minnesota, USA
BestBuy.com
What is a BA?
Business AnalystsAct as a liaison between
Business and ITWork on requirements
for projectsSolve problemsBuild specifications for
how solutions will workDefine As-Is and To-Be
states of the business
User Experience Professionals• User Researcher• Information Architect• Visual Designer• Accessibility Specialist
• [insert verb here] how a person
interacts with a system
– Flow
– Perception
– Ease of use
– Understanding
What is UX?
*Content from Leslie J. Morse
Why is it so hard for UX, analysts and Agile to play nicely?
Image source: http://static.comicvine.com/
Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more
Source: agilemanifesto.org
Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more
But comprehensive documentation is my JOB!
Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more
Both of these are important
Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more
We can’t just keep changing things ALL THE TIME! Change request?
That big design up front is an important plan!
But what about Lean?
Eliminate wasteSmall batch sizesOnly deliver valueShorten the feedback loop
Build > Measure > Learn
Wait…
Eliminate wasteSmall batch sizesOnly deliver valueShorten the feedback loop
Is what I produce waste?
But…
Eliminate wasteSmall batch sizesOnly deliver valueShorten the feedback loop
It does not make sense in small pieces!
I do not understand…
Eliminate wasteSmall batch sizesOnly deliver valueShorten the feedback loop
What is not value? All of this is valuable!
I do not understand…
Eliminate wasteSmall batch sizesOnly deliver valueShorten the feedback loop
Does that mean I have to work faster? Quality takes time!
It’s a balance!
Key integration and engagement at all levels of planning, development, implementation, and
feedback to understand and respond to customer desires
Image source: worldofDTCmarketing.com
But how?
• Shorten development lifecycles• Business hypothesis driven experimentation• Validated learning
Source: The Lean Startup – Eric Ries
BA’s can analyze and create
But how?
• Shorten development lifecycles• Business hypothesis driven experimentation• Validated learning
But how?
• Shorten development lifecycles• Business hypothesis driven experimentation• Validated learning
ResearchPrototyping
A/B TestsEtc.
But how?
• Shorten development lifecycles• Business hypothesis driven experimentation• Validated learning
At all levels: portfolio, product, team
Analyst and UX Runway
Continuously assessing what needs to be donefirst
second
just in time (JIT)
or not at all (waste)
to find the Minimum Viable Product (MVP)MVP = ‘just enough’ to learn
Analyst and UX Runway
Big Design up Front to Just in Time to adjust to feedback and improve cycle time
Broad requirements to pieces of value and function to learn
Focus and detail
Time to development and delivery
Analyst and UX Runway
+5 +4 +3 +2 +1 Dev Starts
Analyst and UX Runway
+5 +4 +3 +2 +1 Dev Starts
User Research (A/B tests, BDUF, Studies, hypothesis validation)
Focus to integrate learning and investigate new hypotheses
Analyst and UX Runway
Information Architecture and Visual Design (wireframes &
images)
Focus for Grooming
+5 +4 +3 +2 +1 Dev Starts
User Research (A/B tests, BDUF, Studies, hypothesis validation)
Focus to integrate learning and investigate new hypotheses
Analyst and UX Runway
Information Architecture and Visual Design (wireframes &
images)
Focus for Grooming
+5 +4 +3 +2 +1 Dev Starts
User Research (A/B tests, BDUF, Studies, hypothesis validation)
Focus to integrate learning and investigate new hypotheses
Focus for story
review
10% overlapIntegration capacity
Any last details
Cart, Fulfillment, Checkout, Payment
How does it actually work?
• Story mapping• Value mapping• Backlog/requirements grooming• Internal reviews and collaboration with
entire team (at multiple engagement levels)• Demos of designs, results of research,
describing business hypotheses and value learning
Story Mapping
Attach
Product recommendations
Warranty plans
Recommend for you
Complete your
purchaseApple Care Geek Squad
ProtectionRequired
Accessories
Value Mapping
Attach
Product recommendations
Warranty plans
Recommend for you
Complete your
purchaseApple Care Geek Squad
ProtectionRequired
Accessories
What will bring more value?
To business? To customer?
User Research, existing metrics, new metrics, developmental complexity
Backlog Grooming/Story Refinement
Connect to data feed
Data mine and associate parent
products with child products
Complete your purchase
Wireframes
Visual Design
Output data to front end
Organize and display items
Write and display text
Sprint Planning
Connect to data feed
Data mine and associate parent
products with child products
Customers who bought also bought
Wireframes
Visual Design
Output data to front end
Organize and display items
Write and display text
1
2
2
3
1
Execution and Review
• Sprint 1 = Spreadsheet of associations, data flows/sources, system and user interactions
• Sprint 2 = Products associating in a list from database, outputting in front end, visual design (what it will look like)
• Sprint 3 = Fully functional prototype with a few test products – enough to learn
Lean testable feature to LEARN
Working TOGETHER
Instead of throwing things over the wall:
• What the system shall do• How the customer shall interact with the system • How the system shall interact with itself and
other systems
Collaborate to make the most effective solution in an efficient manner.
Benefits of Runway
• Increased quality• Fewer fire drills or emergencies• Less re-work• Faster/effective delivery• Flexibility in design• Consistent product• Predictability
Risks of Runway
• Analysis paralysis• Bottleneck creation• Can be manipulated• “Just enough” is not the same for all teams,
features, products
What to remember:
Planning is not badPlans should allow for flexibilityContinuous learning and validationValue is key – effectiveness over efficiency
Image Source: http://blog.thehigheredcio.com/2011/08/31/efficiency-vs-effectiveness/
Thank you & questions
Contact:
Email: info@nataliewarnert.comWeb: www.nataliewarnert.comTwitter: @nataliewarnert
top related