Tag Archives: UX
According to Clayton Christensen in The Innovator’s Dilemma, markets for disruptive technologies may not be known prior to release and therefore often cannot be planned for. Where does that leave UX? How can you do research if you don’t know who to talk to? How can we do any user-centered design if we don’t know who the users will turn out to be and how they may use the product? So what is the value of UX in an early stage start up or similarly innovative team?
While he doesn’t say so explicitly, his research seems to favor an agile approach. Constantly evaluating the product to determine who is using it and what value they are deriving will allow a team to focus their efforts on the goals most important to this new found audience.
This points to two clear uses for UX in the early stages of the creation of a disruptive technology. The first is to give the product the best chance of success by inc0rporating design standards and best practices. The second is in researching the new population of users, their activities, goals, and behaviors.
You only get one chance to make a first impression. Leveraging interaction standards will help give a new product the best chance for a positive initial reaction. Design standards may not work for everyone. They are, by definition, generic. However, it will make the product most likely to be usable by the broadest possible audience. In addition, while aiming for ‘just barely good enough,’ make sure that there is a shared definition of the level of quality required and that there is a UX component to that definition.
Once the first release is live, analyze the user activity. Reach out to some of the most active users. Talk to them about what they love, what they don’t like, how they found out about you, etc. Keep probing each answer for more detail. Find some users who signed up but never became active. What made them interested initially? How did they find using the product? Why did they stop? See if you can define the gap that prevented them from becoming active users.
Once similar stories of real people deriving real value begin to emerge, then we can start to leverage familiar UX tools to move beyond best practices to create a tool that supports the unique needs of those using it.
Having UX involved from the beginning will help you recognize the market when it emerges and be ready to meet its unique demands.
Share your experiences designing new or disruptive technologies. When was UX involved? While you’re at it, please rate this post using the stars beneath the title.
Fast, good, and cheap. Pick two.
This is the familiar instruction represented by the project triangle. A project that is of high quality and delivered quickly will be costly. One that is done well with limited resources will likely take time. An inexpensive project delivered quickly will suffer in its execution. Keeping this in mind, compare waterfall with agile.
Waterfall demands a certain level of quality. All of the upfront research and design, as well as the many gates and checkpoints insure that when the product is released, it meets the expectations defined up front. Waterfall projects can be good and fast, or good and cheap, but the underlying notion is good. Now, experience tells us that the definition of ‘good’ can vary greatly on waterfall projects. ‘Good’ can mean that the end users find the product useful and usable, or that the project is predictable, i.e. that the budget is met with the expected scope, or that the target date is hit and the expectations of scope are managed. I’m sure each of you has experienced many variations on what stakeholders consider ‘good’.
Agile chooses fast and cheap. Sprints are short and teams are small. There are many good reasons for this. They are well documented elsewhere, and include getting working software to users faster, being able to address high priority problems quickly, and abandoning features with little value. With this approach, the mantra for each sprint is ‘good enough’. When choosing fast and cheap, what is sacrificed will be quality. At least initially, this may be true, but agile counters this by adding many revisions following quickly on the heels of an initial release. Problems can be quickly identified and fixed in the next release, which may be as little as two weeks away.
This requires a significant shift in thinking for User Experience. It is our job to ensure that the users have something they find valuable and easy to use. We think big thoughts about mental models and context and integrate detailed thoughts on layout and implications. We have been accustomed to defining the entire picture, making sure all the pieces fit, before moving on. It can be very challenging to take one piece of a larger project and just get it to ‘good enough’ while ignoring the rest of the system. We are judged on how the product looks and behaves. Sacrifices made for expediency affect our credibility and reputation.
We also may have different ideas of what constitutes ‘good enough’. To a prototypical engineer, it may mean that the feature is present and functional. For UX, it’s about utility and ease. A product owner may fall somewhere in the middle. Its important for each team to agree on their shared definition of ‘good enough’. If forced to work under the simplest extreme of ‘functional’, we may not be pleased, but at least our target is clear and we know what to work towards.
This change in thinking is a key challenge to successfully integrating UX and agile. One approach is define a rough, high-level vision so that all involved can get a sense of the whole. During each sprint, or prior to each sprint, fill in the details of the pieces, or stories, about to be built. It won’t guarantee that there won’t be rework, but it will help balance the need for holism with the need for speed. If you don’t get it right this time, there’s always next release.
Before getting into the details of our particular challenges, I wanted to acknowledge, for all of you going through this, that adopting agile is hard, perhaps one of the biggest professional hurdles I’ve faced in recent history. While I’ve been in the same industry for about 12 years now, I imagine this is about as close as you can come to switching careers without actually doing it. You think you know what’s going on, but the rug keeps getting pulled out from under you. However, I also like the term ‘adopting’ because this is similar to adding a child to your family.
When you have a kid, your life is no longer the same. You’ll sleep less. There will be lots of screaming, and you will have to clean up more crap than ever before. Moving to an agile process seems a lot like that. The hope is that once you figure it out, life is better and you wonder how you ever lived without it.
Even reading about agile can be as confusing as negotiating the parenting section of a bookstore. Want to know how to get your baby to sleep at night? Here are 20 books that all say something different. Want to adopt an agile process? Here are multiple options, each with different interpretations.
To be fair, the looseness of agile, and scrum in particular, is one of the things I like most about it, and what also causes the most pain. If you were to ask a personified scrum process what to do, the answer would likely be, “It depends.” It may be true, but it doesn’t feel helpful.
Agile is more of a philosophy than a process. It dictates very little. We have five scrum teams working concurrently and each one works a little differently. One team has a number of outsourced members across the globe. Two others are working on entirely new initiatives The last two are refining existing parts of the site, although they move from making small tweaks to significant additions or revisions. Some teams do more costing and planning for each sprint, while others are very loose. Each of these teams have developed their own idiosyncratic scrum process that works with their unique situation. This is one of the powerful elements of the agile methodology, the flexibility. It is also one of the biggest challenges. Teams must define their process for themselves. Scrum only provides a framework. Each team is trying to do what is best for their people and their project, but it can be very difficult to work across multiple teams that are working differently.
There seems to be a sense of the serenity prayer to it. Agile is a new process and will require a lot of change. However, realize what you won’t be able to change and find a way to work within those constraints. I appreciate that this process acknowledges the realities of organizations and attempts to work with them. I found Ken Schwaber’s book Agile Project Management with Scrum very helpful in demonstrating this. In this book, Ken presents case studies of teams in different circumstances at different companies. In one case study, knowing that the program management office required Microsoft Project files for status reporting, the Product Owner adapted scrum reporting to fit within Project’s framework. Rather than trying to get another part of the organization to adapt in a futile battle against the windmills, teams in this book found ways to improve their process while working with the constraints they had to live with.
So if this feels painful or impossible, that’s normal. It means that you’re going through change. Recently, our Program Manager and resident certified Scrum Master attended a conference with two major agile gurus. After listening to the other people describe their problems, he says that he came away feeling that we are doing quite well compared to a lot of other companies! Given how hard it has been for us, I really feel for those who are not quite as far along the path.
As we figure things out, I’ll share what I can. Until then, if you have any questions, I may respond with, “It depends.”
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