Contenu connexe Similaire à Agile Chennai Keynote by Jeff Patton (20) Agile Chennai Keynote by Jeff Patton1. Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
1 2. Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton
1 3. Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton
ThoughtWorks
jpatton@acm.org
1 4. Blending
User
Experience
& Business
Analysis
thinking in the
Agile Customer
Role
Jeff Patton
ThoughtWorks
jpatton@acm.org
AgileProductDesign.com
1 5. 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 6. 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 7. 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 8. By “Design” I mean the decisions we make regarding
the software solution we choose to build.
“The hardest single part of building a software
system is deciding precisely what to build.”
-- Fred Brooks In his 1987 essay “No Silver Bullet”
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 4
4 9. By “Design” I mean the decisions we make regarding
the software solution we choose to build.
“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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 4
4 11. Software user experience is built
from dependent layers
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 6
6 12. Software user experience is built
from dependent layers
Jesse James Garrett’s Elements of User Experience: http://www.jjg.net/elements/
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 6
6 13. The surface layer describes finished visual
design aspects
Surface
Skeleton
Structure
Scope
Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 7
7 14. The surface layer describes finished visual
design aspects
Surface
Skeleton
Structure
Scope
Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 7
7 15. The skeleton describes screen layout
and functional compartments in the screen
Surface
Skeleton
Structure
Scope
Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 8
8 16. The skeleton describes screen layout
and functional compartments in the screen
Surface
Skeleton
Structure
Scope
Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 8
8 17. Structure defines navigation from
place to place in the user interface
Surface
task panes
Skeleton
Structure modal dialogs
Scope
modal wizards
Strategy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 9
9 18. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 10
10 19. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 10
10 20. 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
• …
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 11
11 21. Garret’s Elements of UX stack can apply to the user
experience of other complex products
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 12
12 22. 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.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 12
12 23. 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
• …
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 13
13 24. 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
• …
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 13
13 25. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 14
14 26. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 14
14 27. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 15
15 28. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 15
15 29. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 16
16 30. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 16
16 31. “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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 17
17 32. “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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 17
17 34. Norman’s simple model for a human
in pursuit of a goal
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 35. Norman’s simple model for a human
in pursuit of a goal
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 36. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 37. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
take some
action
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 38. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
take some
action
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 39. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 40. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 41. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
goal evaluation
is my goal met or problem
resolved?
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 42. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
goal evaluation
is my goal met or problem
resolved?
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 43. Norman’s simple model for a human
in pursuit of a goal
problem or
goal
How I’d like to feel, or
what I’d like to achieve
goal evaluation
is my goal met or problem
resolved?
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 19
19 44. Distilling this down to goals, tasks, and tools
problem or
goal
How I’d like to feel, or
what I’d like to achieve
goal evaluation
is my goal met or problem
resolved?
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 20
20 45. Distilling this down to goals, tasks, and tools
goal
goal evaluation
is my goal met or problem
resolved?
take some
action
action evaluation
did that action deliver that results I
expected?
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 20
20 46. Distilling this down to goals, tasks, and tools
goal
task
the world
information and tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 20
20 47. Distilling this down to goals, tasks, and tools
goal
task
tool
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 20
20 48. Software contains features that support a
number of tasks and a number of goals
goals
tasks
tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 21
21 49. Software contains features that support a
number of tasks and a number of goals
goals
tasks
software
tools
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 21
21 50. Software contains features that support a
number of tasks and a number of goals
goals
tasks
software
features
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 21
21 51. When we think about
quality of use
experience, we need to
re-think what we mean
by quality.
22
22 52. 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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 23
23 53. 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?
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 24
24 54. 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?
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 24
24 55. Noriaki Kano asks us to consider quality as being
composed of objective and subjective elements
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 25
25 56. Noriaki Kano asks us to consider quality as being
composed of objective and subjective elements
“Discussions of quality have
revolved around the two aspects of
subjectivity and objectivity since the
time of Aristotle.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 25
25 57. Noriaki Kano asks us to consider quality as being
composed of objective and subjective elements
“Discussions of quality have
revolved around the two aspects of
subjectivity and objectivity since the
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.’”
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 25
25 58. Noriaki Kano asks us to consider quality as being
composed of objective and subjective elements
“Discussions of quality have
revolved around the two aspects of
subjectivity and objectivity since the
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 25
25 59. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 60. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 61. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 62. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
One dimensionals
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 63. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
One dimensionals
The more of this I get, the
better
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 64. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
One dimensionals
The more of this I get, the
better
Delighters
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 65. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
One dimensionals
The more of this I get, the
better
Delighters
I love this element of the
product!
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 66. Kano explains three general classifications for product features:
must-haves, one dimensionals, and delighters
Must-haves
The products must have this
features for me to be happy
One dimensionals
The more of this I get, the
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!
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 26
26 67. When we include user
experience design into a
holistic design process,
another model of
problem analysis and
solution definition
becomes useful
27
27 68. Design alternates between analyzing the problem
context and exploring possible solutions
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 69. Design alternates between analyzing the problem
context and exploring possible solutions
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 70. Design alternates between analyzing the problem
context and exploring possible solutions
sis
aly
an
l em
ob
pr
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 71. Design alternates between analyzing the problem
context and exploring possible solutions
sis
aly
an ti on
l em fi ni
ob de
pr on
ti
o lu
s
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 72. Design alternates between analyzing the problem
context and exploring possible solutions
sis
aly
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 73. Design alternates between analyzing the problem
context and exploring possible solutions
sis
user
aly
research
an ti on
l em fi ni
ob de
pr on
ti
o lu
business problems s
& goals analysis
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 74. Design alternates between analyzing the problem
context and exploring possible solutions
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 75. Design alternates between analyzing the problem
context and exploring possible solutions
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 76. Design alternates between analyzing the problem
context and exploring possible solutions
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 task design
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 77. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
& goals analysis task design
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 78. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
& goals analysis task design
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 79. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 80. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 81. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 82. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 83. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 84. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
As time passes, problem analysis activities are replaced by solution
definition activities.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 28
28 85. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 86. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 87. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 88. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
As time passes, problem analysis activities are replaced by solution
definition activities.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 89. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
As time passes, problem analysis activities are replaced by solution
definition activities.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 90. Design alternates between analyzing the problem
context and exploring possible solutions
task analysis
(how do users achieve goals today?)
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
business problems s Incremental
& goals analysis task design release planning
(how might users better reach goals?)
time
Often, design starts with a candidate solution in mind.
Exploring the problem helps validate the solution.
As time passes, problem analysis activities are replaced by solution
definition activities.
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 29
29 91. 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 92. Let’s look at a few of many possible
product owner team practices
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 93. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 94. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 95. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
Modeling Users
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 96. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
Modeling Users
Modeling workflow as user stories: User Story
Mapping
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 97. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
Modeling Users
Modeling workflow as user stories: User Story
Mapping
Paper prototyping and usability testing
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 98. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
Modeling Users
Modeling workflow as user stories: User Story
Mapping
Paper prototyping and usability testing
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 99. Let’s look at a few of many possible
product owner team practices
Facilitated collaborative work
Modeling business objectives
Modeling Users
Modeling workflow as user stories: User Story
Mapping
Paper prototyping and usability testing
Planning & road-mapping
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 31
31 101. Collaborative centers around model
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 32
32 102. Collaborative centers around model
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
A goal of a model isn’t completeness or accuracy, but communication
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 32
32 103. Collaborative centers around model
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
A goal of a model isn’t completeness or accuracy, but communication
For our purposes:
a model is any visual representation of our current understanding of a concept
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 32
32 104. Collaborative centers around model
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
A goal of a model isn’t completeness or accuracy, but communication
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 32
32 105. Often when we verbally discuss ideas, we may
incorrectly believe we have the same understanding
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 33
33 106. Representing our ideas as models allows us to
detect inconsistencies in our understanding
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 34
34 107. Through discussion and iterative model building we
arrive at a stronger shared understanding
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 35
35 108. Using that common understanding we can
work together toward shared objectives
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 36
36 109. Low fidelity card models are used to facilitate
discussions and build common understanding
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 37
37 110. Low fidelity card models are used to facilitate
discussions and build common understanding
Common model forms include:
Affinity diagrams
Chronological models
Decompositions
Ad hoc charts
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 37
37 111. Low fidelity card models are used to facilitate
discussions and build common understanding
Common model forms include:
Affinity diagrams
Chronological models
Decompositions
Ad hoc charts
Mix and match as you see fit
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 37
37 114. Collaborative modeling sessions follow a
simple, repeatable structure
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 39
39 115. Collaborative modeling sessions follow a
simple, repeatable structure
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
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
© 2006-2007 Jeff Patton, All rights reserved, www.agileproductdesign.com 39
39 116. Collaborative modeling sessions follow a
simple, repeatable structure
Use Collaborative Modeling Sessions to:
Build up tacit shared knowledge within the team
Build communication and collaboration skills within
the team
1 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
2 Documenter
Schedule & set up work session facility
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
39 117. Collaborative modeling sessions follow a
simple, repeatable structure
Use Collaborative Modeling Sessions to:
Build up tacit shared knowledge within the team
Build communication and collaboration skills within
the team
1 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
2 Documenter
Schedule & set up work session facility
Document & Communicate
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
39 118. Collaborative modeling sessions follow a
simple, repeatable structure
Use Collaborative Modeling Sessions to:
Build up tacit shared knowledge within the team
Build communication and collaboration skills within
the team
1 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
2 Documenter
Schedule & set up work session facility
Document & Communicate
Capture model with photo and/or movie
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
39 119. Collaborative modeling sessions follow a
simple, repeatable structure
Use Collaborative Modeling Sessions to:
Build up tacit shared knowledge within the team
Build communication and collaboration skills within
the team
1 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
2 Documenter
Schedule & set up work session facility
Document & Communicate
Capture model with photo and/or movie
Perform Document as necessary
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