Blending User Experience & Business Analysis in Agile

Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role

1

Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton

1

Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton
ThoughtWorks
jpatton@acm.org

1

Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton
ThoughtWorks
jpatton@acm.org
AgileProductDesign.com

1

PEOPLE Learn Skills in a 3-stage Progression:
Follow / Break Away / Achieve Fluency

Level 1:following (shu)
Learn “a technique that works”
(Success = following the technique)

Level 2:breaking away ( ha )
Learn limits of the technique
Learn to shift between techniques

Level 3:ﬂuent ( ri )
Shift techniques at any moment
Possibly unable to describe the shifts

We will use this progression throughout the course.
©Alistair Cockburn
Slide 3 2005-6

2

Today I’ll cover 3 areas

1. What is user experience
design?

2. Design & analysis practices
useful for Agile customers

3. Incorporating design and
analysis practices into an Agile
lifecycle
3

3

By “Design” I mean the decisions we make regarding
the software solution we choose to build.

© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 4
4


“The hardest single part of building a software
system is deciding precisely what to build.”

-- Fred Brooks In his 1987 essay “No Silver Bullet”

4


“The hardest single part of building a software
system is deciding precisely what to build.”

-- Fred Brooks In his 1987 essay “No Silver Bullet”

quot;A requirement is a relationship to a decision: If
you get to make or change the decision, it's
design to you; if you don't get to make or change
that decision, it's a requirement to you.quot;

-- Alistair Cockburn

4

Garrett’s Elements of
User Experience Model
describes a series of
dependent decisions.

5

5

Software user experience is built
from dependent layers

6

Software user experience is built
from dependent layers

Jesse James Garrett’s Elements of User Experience: http://www.jjg.net/elements/

6

The surface layer describes finished visual
design aspects

Surface

Skeleton

Structure

Scope

Strategy

7

The skeleton describes screen layout
and functional compartments in the screen

Surface

Skeleton

Structure

Scope

Strategy

8

Structure defines navigation from
place to place in the user interface

Surface

task panes
Skeleton

Structure modal dialogs

Scope
modal wizards

Strategy

9

The “places” in the user interface
are built to support user-task-centric scope
user tasks:
Surface • enter numbers
• enter text
• enter formulas
• format cells
Skeleton • sort information
• filter information
• aggregate information
Structure • graph data
• save data
• import data
• export data
Scope • print
• …..

Strategy

10

Business goals drive user constituencies choices
and contexts supported to form strategy

business goals:
Surface • displace competitive products
• motivate sale of other
integrated products
• establish file format as default
Skeleton information sharing format
• …
user constituencies:
Structure • accountant
• business planner
• housewife
• …
Scope usage contexts:
• office desktop
• laptop on airplane
Strategy • pda in car
• …

11

Garret’s Elements of UX stack can apply to the user
experience of other complex products

12

Garret’s Elements of UX stack can apply to the user
experience of other complex products

These layers of concern apply
not only to software but a
variety of products.

In particular, products that
support a wide variety of user
tasks benefit from this kind of
thinking.
12

Let’s look at the strategy for a product we all use:
the place we live

goals:
Surface • live comfortably
• eat well
• stay clean
• be healthy
Skeleton • keep up with Jones’s
• …
user constituencies:
Structure • me
• spouse
• child
• …
Scope usage contexts:
• suburban neighborhood
• near good schools
Strategy • near shopping
• …

13

What might I, and my other user
constituencies, do to reach our goals?
user tasks:
Surface • store food
• prepare food
• eat food
• sleep
Skeleton • bathe
• store changes of clothing
• stay out of rain
Structure • entertain guests
• entertain self
• …
Scope

Strategy

14

Arranging tasks by affinity allows me to
think about contexts that best support tasks.
Contexts in a home have common names we all know.

Surface

Skeleton

Structure

Scope

Strategy

15

When designing a particular interaction
context such as a “kitchen,” I optimize layout
and tool choices to support tasks I’ll do there

Surface

Skeleton

Structure

Scope

Strategy

16

“I’m going to spend a lot of time here, I want my
experience to be as pleasant as possible…”

Surface

Skeleton

Structure

Scope

Strategy

17

Underneath Garrett’s
model is a simple 3
layer model

18

18

Norman’s simple model for a human
in pursuit of a goal

19


problem or
goal
How I’d like to feel, or
what I’d like to achieve

19


problem or
goal

take some

action

19


problem or
goal

take some

action

the world
information and tools

19


problem or
goal

take some

action
action evaluation
did that action deliver that results I
expected?

the world

19


problem or
goal

goal evaluation
is my goal met or problem
resolved?
take some

action
action evaluation
expected?

the world

19

Distilling this down to goals, tasks, and tools

problem or
goal

goal evaluation
resolved?
take some

action
action evaluation
expected?

the world

20


goal
goal evaluation
resolved?
take some

action
action evaluation
expected?

the world

20


goal

task

the world

20


goal

task

tool
20

Software contains features that support a
number of tasks and a number of goals

goals

tasks

tools
21


goals

tasks
software

tools
21


goals

tasks
software

features
21

When we think about
quality of use
experience, we need to
re-think what we mean
by quality.

22

22

Don Norman explains that beauty, at least for
products, isn’t skin deep

“Attractive things make
people feel good,
which in turn makes
them think more
creatively…. making it
easier for people to find
solutions to the
problems they
encounter.”

-- Don Norman

23

Norman explains three characteristics of design to
observe: Visceral, Behavioral, & Reflective

Visceral
What is the products
initial impact or
appearance?

Behavioral
How does the object
feel to use?

Reflective
What does the object
make you think about?
What does it say about
it’s owner?

24

Noriaki Kano asks us to consider quality as being
composed of objective and subjective elements

25


“Discussions of quality have
revolved around the two aspects of
subjectivity and objectivity since the
time of Aristotle.

25


time of Aristotle.

Embedded in this objective-
subjective split is the idea that
objective quality pertains to the
‘conformance to requirements’
while subjective quality pertains to
the ‘satisfaction of users.’”

25


time of Aristotle.

Embedded in this objective-
subjective split is the idea that
objective quality pertains to the
‘conformance to requirements’
while subjective quality pertains to
the ‘satisfaction of users.’”

--Noriaki Kano

25

Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters

26


Must-haves

26


Must-haves

The products must have this
features for me to be happy

26


Must-haves


One dimensionals

26


Must-haves


One dimensionals

The more of this I get, the
better

26


Must-haves


One dimensionals

better

Delighters

26


Must-haves


One dimensionals

better

Delighters

I love this element of the
product!

26


Must-haves


One dimensionals

better

“This car has many flaws. Buy it
Delighters
anyway. It’s so much fun to drive”
-- from a NY Times review of the Mini I love this element of the
Cooper product!

26

When we include user
experience design into a
holistic design process,
another model of
problem analysis and
solution definition
becomes useful
27

27

Design alternates between analyzing the problem
context and exploring possible solutions

28


time

28


sis
aly
an
l em
ob
pr

time

28


sis
aly
an ti on
l em fi ni
ob de
pr on
ti
o lu
s

time

28


sis
aly
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis

time

28


sis
user
aly
research
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis

time

28


user
sis
modeling
user
aly
research
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis

time

28

task analysis
(how do users achieve goals today?)
user
sis
modeling
user
aly
research
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis

time

28

task analysis
user
sis
modeling
user
aly
research
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis task design
(how might users better reach goals?)

time

28

task analysis
user
sis
modeling
user
aly
research
an ti on
l em fi ni
ob de
pr user scenario
on
writing ti
o lu
business problems s

time

28

task analysis
user
sis
modeling
user
aly
research
an ti on
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu
business problems s

time

28

task analysis
user
sis
modeling
user
aly
research
an ti on
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu
business problems s Incremental
& goals analysis task design release planning

time

28

task analysis
user
sis
modeling
user
aly
an on
research user story writing
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time

28

task analysis
user
sis
modeling
user
aly
an on
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time
 Often, design starts with a candidate solution in mind.

28

task analysis
user
sis
modeling
user
aly
an on
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time
 Exploring the problem helps validate the solution.

28

task analysis
user
sis
modeling
user
aly
an on
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time
 As time passes, problem analysis activities are replaced by solution
definition activities.
28

task analysis
user
sis
modeling
user
aly
an on
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time

29

task analysis
user
sis
modeling
user
aly
an on
ti
l em user interface
fi ni
ob
design
de
pr user scenario
on
writing ti
o lu

time
 As time passes, problem analysis activities are replaced by solution
definition activities.
29

Now let’s look at
practices that a
customer or product
owner team users to
move from problem
analysis through to
solution definition
30

30

Let’s look at a few of many possible
product owner team practices

31


Facilitated collaborative work

31



Modeling business objectives

31




Modeling Users

31




Modeling Users

Modeling workflow as user stories: User Story
Mapping

31




Modeling Users

Mapping

Paper prototyping and usability testing

31




Modeling Users

Mapping

Paper prototyping and usability testing

Planning & road-mapping

31

Collaborative centers around model
building

32

building

[a model is] a description or analogy used to help visualize something (as an
atom) that cannot be directly observed
- Merriam-Webster on-line

32

building


A goal of a model isn’t completeness or accuracy, but communication

32

building



For our purposes:
 a model is any visual representation of our current understanding of a concept

32

building



For our purposes:
 a model is any visual representation of our current understanding of a concept

We’ll build models to understand our problem context, and explore solutions

32

Often when we verbally discuss ideas, we may
incorrectly believe we have the same understanding

33

Representing our ideas as models allows us to
detect inconsistencies in our understanding

34

Through discussion and iterative model building we
arrive at a stronger shared understanding

35

Using that common understanding we can
work together toward shared objectives

36

Low fidelity card models are used to facilitate
discussions and build common understanding

37

Common model forms include:
 Affinity diagrams
 Chronological models
 Decompositions
 Ad hoc charts

37

Common model forms include:
 Affinity diagrams
 Chronological models
 Decompositions
 Ad hoc charts

Mix and match as you see fit

37

Collaborative modeling looks like this

38

Collaborative modeling sessions follow a
simple, repeatable structure

39

Use Collaborative Modeling Sessions to:
 Build up tacit shared knowledge within the team
 Build communication and collaboration skills within
the team
 Help the team to gel as an affective workgroup

39

the team
 Help the team to gel as an affective workgroup

Prepare
 Write a short statement to set goals and scope for
the session
 Identify participants – 4-8 is ideal
 Fill These Roles:
 Information Suppliers
 Information Acquirers
 Information Modelers
 Facilitator
 Documenter
 Schedule & set up work session facility

39

the team

1  Help the team to gel as an affective workgroup

Prepare
the session
 Facilitator

2  Documenter

Perform
 Kickoff with goals and scope
 Get information figuratively and literally on the table
using brainstorming or discussion
 Model the information to clarify, add details, distill
details, and understand relationships
 Close by summarizing the results, on camera if
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com
possible 39
39

the team


Prepare
the session
 Facilitator

2  Documenter
Document & Communicate
Perform
possible 39
39

the team


Prepare
the session
 Facilitator

2  Documenter
 Capture model with photo and/or movie
Perform
possible 39
39

the team


Prepare
the session
 Facilitator

2  Documenter
 Capture model with photo and/or movie
Perform  Document as necessary
possible 39
39

Blending User Experience & Business Analysis in Agile

Blending User Experience & Business Analysis in Agile

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