Reading RoomAgile Creative Technology

30 April, 2014

Agile principles

3. Working software is delivered

frequently (weeks rather than

months)

4. Working software is the principal

measure of progress

5. Sustainable development, able

to maintain a constant pace

6. Close, daily cooperation between

business people and developers

7. Face-to-face conversation is the

best form of communication8. Projects are built around motivated

individuals, who should be trusted

9. Continuous attention to technical excellence and

good design10. Simplicity—the art of maximizing the

amount of work not done—is essential

11. Self-organising teams

Customer satisfaction by rapid

delivery of useful software

Working software is delivered

frequently

12. Regular adaptation to changing

circumstances

Working software is delivered frequently, and is the principle measure of progress

2. Welcome changing requirements, even late in development

1. Customer satisfaction by rapid delivery of useful software

The Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over Processes and tools

Working software over Comprehensive documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

That is, while there is value in the items on the right, we value the items on the left more

© 2001 Kent Beck, James Grenning, Robert C. Martin, Mike Beedle, Jim Highsmith, Steve Mellor,

Arie van Bennekum, Andrew Hunt, Ken Schwaber, Alistair Cockburn, Ron Jeffries, Jeff Sutherland,

Ward Cunningham, Jon Kern, Dave Thomas, Martin Fowler, Brian Marick

Question

How can this be applied to creative technologies?

the next evolution

3points of evolution in

delivery

1. Employing new rapid digital

delivery models in favour of the

“big bang”

Delivery models are improving

Big bang, waterfall methods are dying;

1. Endless specification processes

2. Document to the finest point of detail

3. Big go-live with meteoric impact?

Challenges that today’s projects face

Do more with less

• Budget

• Resources

High expectations from both internal and external

stake holders

Pitfall of investing in commercial off the shelf

software and not much budget left for

customisation / development.

Question

What challenges do you face in

delivering your digital projects?

How could adopting the spirit of

agility address these issues?

2. Applying user-centric

thinking

we need to mean it

The expert paradox

We regularly speak of our customer’s needs

But our practice is often dictated by our needs

User centric thinking

Embedding users at each stage;

Concepting and writing the brief

Interaction design

Using prototypes that make sense

Always in beta, using the right tools to test

Question

What might be stopping you from

involving users in the design and

development of your digital products?

How can we overcome those barriers?

3. Embracing open source

tools for personalisation,

optimisation and increased

engagement

Broadcast to narrowcast

Personalisation is the buzzword

Relevance is the goal

Responsiveness is the dream

Measurement is everything

Evolution through disruption

Open source and cloud based tools are disrupting

the market

Conversion optimisation

Real-time personalisation

Targeted automated messaging delivery

Sexy tech is back, now it’s more accessible.

Question

Where do you see the opportunities

to personalise your organisations

digital user experience?

What are the barriers to realising

these opportunities.

Case Study

DonateLife

The Objectives

We understand OTA need to:

• Increase capability and capacity within the

health system

• Maximise donation rates

• Build community awareness and stakeholder

engagement across Australia to promote

organ and tissue donation Project Objectives

We understand OTA need to:

• Have a stable environment for DonateLife

Week

• Maximise reuse and reduce rework

• Minimise cost impact of phased approach

Business Objectives Business Imperatives

Design for

main and

micro site

Refinement

of main site

design

How did this work?

December January February /March April/May

Donatelife.gov.au

Donate Life Week Site

Requirements-

gathering &

research

Visual designs

& Information

architecture

Functional

specification,

HTML

Functional

Prototype

Development

and UAT

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

How did this work?

December January February March

Donatelife.gov.au

Donate Life Week Site

Requirements-

gathering &

research

Visual designs

& Information

architecture

Functional

specification,

HTML

Functional

Prototype

Development

and UAT

The research phase will essentially cover the

whole of the DLW site process as learnings

will be fed into the main site build.

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Case Study

Seqwater

The Objectives

We understand SEQWater need

to:

• Provide up to date information for water users

• Flood awareness across QId

• Build community awareness and stakeholder

engagement across Australia to promote SEQ

as a tourist destination

We understand SEQWater need

to:

• Have a stable environment prior to Christmas

turn off of old sites

• Reduce duplication of publishing/content

• Minimise cost impact of phased approach

Business Objectives Business Imperatives

How did this work?

November December January Febraury

Integrations with external systems

Seqwater main site

Requirements-

gathering &

research

Visual designs

& Information

architecture

Functional

specification,

HTML

Functional

Prototype

Development

and UAT

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Seqwater up a dry gully site

Agile Software Development

Customer satisfaction by rapid

delivery of design, user testing and useful software

Usable design assets and working software are the principle measures of progress

Agile Creative Technology

Questions?

Ian Laslett

Reading Room

i.laslett@readingroom.com.au

www.readingroom.com.au

/ReadingRoomAustralia

@ReadingRoom_AU