1. An Agile and UCD Approach to Optimising our Digital Strategy Mia Horrigan September 2011

2. Health Insurance Industry $6.8 billion Industry Heavily Regulated industry Not known for innovation Risk Adverse Baby Boomers and Ageing Population Difficulty attracting Gen Y members

3. Traditional Channels

4. The Result Return to Sender

5. Get Users Engaged or Loose $1.9B Legislation to cut funding by $1.9B Previous mass media channels not measurable, responsive or targeted Customers embracing social media Take debate to consumers: digital campaign

6. Moving Towards a Digital Strategy Modernize Systems architecture Publishing processes Engagement methods to increase trust, usability and responsiveness

8. Desire

9. Knowledge

10. Action

12. What We Did Used Agile and User-Centered Design (UCD) tools to elicit requirements Adopted Scrum and Kanban to prioritize and groom backlog Agile and UCD tools developed iteratively to help determine value to stakeholders Agile process allowed alignment of needs to prioritize & provide most value

13. Why Agile Agility in healthcare is critical as it is one of few industries where lives are quite literally on the line

14. Approach ADKAR continuous integration value stream Awareness to Action & Reinforcement + release 1.0 UCD Design +...+ release n embed in User stories Elements of User Experience Prioritise delivery of value in backlog SCRUM skinny solution Kanban build knowledge from retrospectives about ‘value’ More value = act to save the Industry

15. Scrum 2 weekly sprint cycles Continuous integration to build upon skinny solution to respond to evolving needs Collaboration between product owner, scrum master and team Needs changing so estimation of what could be done and definition of done important Cost ($$$ vs Time vs Opportunity)

16. Scrum Lifecycle

17. Kanban Lean principals Prioritise tasks from product backlog to ensure campaign remained responsive to stakeholder needs Visual tool to manage the backlog, focus team on the ranked priorities Process to manage workflow and remain flexible “Be Lean and JIT happens”

18. Task Board Committed Backlog Item Tasks not started Tasks in progress Tasks Completed ---- ---- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- ---

19. Task Board Committed Backlog Item Tasks not started Tasks in progress Tasks Completed ---- ---- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- --- ---- --- --- --- ---- ---- --- ---- ---- ---

20. User Centered Design Wanted to be responsive to users Engage and produce what is of most value Based on ISO 13407 Human Centred Design Great synergy with Agile Identify need for Human Centred design Specify context of use System satisfies specified requirements Specify requirements Evaluate design Produce design solution

21. Elements of User Experience

22. Why Agile & UCD ? - “Humanise a technical world” Agile & UCD is crucial here Internal System but Not Mandatory Use Consumer Commercial Projects Users opt-in But if it doesn’t work for the User they will work around it About the process not the person Agile starting to be used here Enterprise Commercial Projects Internal IT Projects Use is compulsory What about Operational efficiency? What about Value? Create Efficiency & Save Money Earn Money/Build Relationship

23. Sprint Planning Elements of User Experience Strategy, Scope, Structure, Skeleton and Surface Things to Produce Things to Do Things to Consider (e.g. requirements)

24. Engagement of Stakeholders

25. Agile Personas Generation Profile and background Pain points Value of info providers Wants and needs

26. Communication Channels >4/5 people use Web 2.0 mthly >2/5 make contact with agencies through social media 3/4 aged 55-64 use internet and 2/5 aged >65 use internet 2/3 searches are conducted using mobile device 39% of people use RSS 26% use Social networking sites The Nielsen Company, 2009. Social networks & blogs now 4th most popular online activity, ahead of personal email, News Release. New York, NY. 9 March.

27. Channel Preferences Personas used to refine Comms Strategy as we learnt more about these users

28. Sprint 1 Sprint backlog in ranked priority Tasks being produced What has been produced

30. I want to know how much rebate I get now and how the change to rebate will affect me

31. So I can understand the out of pocket cost

32. As a …

33. I want to …

34. So I can ….

35. As a consumer in a rural area,

36. I want to access information via my 3G Smartphone

37. As there is limited internet access

38. Breakdown Features

39. Task card = User Story

41. I want to know how much the change to the rebate will affect me

42. So I can understand the extra costs

43. As a Gen X consumer thinking about starting a family,

44. I want to know how much the change to the rebate will affect me

45. So I can understand the extra costs

46. Acceptance criteria

47. Testing scenarios

48. TDD, BDD

49. Given I am concerned about the changes..

50. When I complete info input via drop down menu…

51. Then I will see in $$$ how much extra….

52. Given I am concerned about the changes..

53. When I complete info input via drop down menu…

54. Then I will see in $$$ how much extra….

55. Given I am a …

56. When I …

59. I Want to [Needs/ Values]

60. When I … [Uer interaction]

61. Then …. [Result/Outcome]Testable Outcome “done criteria”

62. Content Design Validate & iterate personas and user stories Card sorting - understand how consumers classified the information Prioritised features of value

63. Structure

64. Sprint Review Sprint 6-8 Sprint 5 Sprint 4 Sprint 3 Sprint 2 Sprint 1 Sprint 0

65. Sprint 2 - Skeleton

66. Prototypes Prototype was a “skinny” version of the site Used to communicate functionality and desired look and feel and structure Design part of the sprint Designers paired with developers Validate the site features with consumers Built widgets based on prototype

67. Prototypes

68. If One Board is Great, Why Not Two? Project interdependencies Shared resources

69. Managing Multiple Projects Interdependencies Simultaneous Execution Change

70. “Scrum of Scrums” Board Viewed all 3 projects within the campaign Multidisciplinary teams across the projects Applied learnings from one to the next Three projects on the board Three different sprints in progress Project interdependencies Streams of work with shared resources

72. I Want to [Needs and Values]

73. When I … [Uer interaction]

74. Then …. [Result/Outcome]

76. Did not commence any new tasks

78. New $$$ Prioritises Mobile App Requirement changed to Mobile CSS requirement Branding Branding

79. Storyboards Evolving need Used storyboards to visualise the flow of video Re-use: based on personas and user stories Reaching new channels not envisaged up front Branding

80. Sprint 5-8 Continuous Integration Launched with skinny site Iteratively built upon skinny site Continuous Integration of new features Utilised learning across projects

81. Continuous Improvement Learning part of process Reuse of widgets across projects = reduced costs Branding Branding Branding Branding

82. From Info Centric to User Centric Branding Branding Branding Branding Branding Branding Well accepted by users and enhanced findability of content

83. My Favourite Board

84. What we learned Multidisciplinary approach allowed us to remain flexible, responsive and adaptive Kanban Board great visual tool Scrum process an effective way to continuously integrate features Value of Scrum master Design as part of the Scrum team

85. Outcomes Agile methods paired with UCD tools are effective in fostering communication and buy-in from stakeholders and Team Using a multidisciplinary approach enables you to ensure that the website is useable, adaptive and meets the digital needs of the modern 21st century consumer

86. Thank you Mia Horrigan @miahorri www.zenagile.wordpress.com Mia Horrigan http://www.slideshare.net/miahorri Zen Ex Machina Mobile: +61 412 821 852 (Australia) Web: www.zenexmachina.com Email: zenexmachina [at] gmail.com Twitter: @zenexmachina