Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Design Operations

235 vues

Publié le

My keynote at Interaction Latin American 17 Nov 2018

Publié dans : Design
  • Soyez le premier à commenter

  • Soyez le premier à aimer ceci

Design Operations

  1. 1. Design Operations #DesignOps Dave Malouf - @daveixd [07 Dec 2018]
  2. 2. Make it pretty
  3. 3. Sprint 0
  4. 4. #Trigger Warning
  5. 5. JIRA
  6. 6. Where is […] ? Reflection Empathy Synthesis Vision Exploration
  7. 7. We know great design when we see it.
  8. 8. But do we recognize good designing as easily?
  9. 9. Are you sure?
  10. 10. Alone or Together or Both?
  11. 11. Better designs come from better designing.
  12. 12. We know how to measure designs.
  13. 13. But how do we measure designing?
  14. 14. What about the right space for doing design?
  15. 15. How do we scale quality? How do we transform from a silo to a partner?
  16. 16. How do we do this without reducing our value?
  17. 17. Resistance is Futile Agile is here and here to stay. It may even have good stuff for designers.
  18. 18. Culture of Learning Lean UX, Balanced Teams and Modern Agile • Self-organizing • Respect skills • Autonomy & Accountability • Empowerment • Coaching • Manage/Protect Flow • Iterative > Contructive
  19. 19. Studio Culture • Off the monitor • Externalized work • Empower interruption • Associative processing • Abductive thinking • Construct > Deconstruct > Re-construct
  20. 20. Studio Culture Deconstructive Problem Understanding Getting to the right design Imagining possible futures Modern Agile Constructive Solution Engineering Getting the design right Risk mitigation
  21. 21. What is Operations?
  22. 22. Everything necessary to support the activities necessary to produce value within in a system.
  23. 23. Design Operations #DesignOps; what is it? Why is it?
  24. 24. How do we amplify the value of design investment, and thus increase that investment further?
  25. 25. Why DesignOps (now)? SCALE
  26. 26. What are we scaling? • Team Sizes • Number of Teams • Number of Systems • Types and number of integrations
  27. 27. Adding humans to any system makes it infinitely more complex to do successfully
  28. 28. What is DesignOps?
  29. 29. ValuesPrinciplesMission Processes Methods Craft Workflow People Governance Tools & Infrastructure
  30. 30. * Human Resources Career Development Recognition & Reward Recruitment Hiring Onboarding Offboarding * Practice Principles Design Language Methods ResearchOps** Critique Knowledge Mngt * IT SSO Communications Tech Onboarding Security compliance License Mngt Cloud Resources LOB Services Business Operations People Operations Workflow Operations HR* IT* Tools Governance Finance Legal Procurement Community Practice* Rituals Communications Design System ResearchOps Facilities
  31. 31. If you have 1 designer you have Design Operations. Are you as intentional about it?
  32. 32. Untended Tended
  33. 33. 1. Set up your team for success 2. Increase the value of your organization’s investment in design Goals of Design Operations:
  34. 34. Pieces of DesignOps •Human Resources •Community •Communications •Tools •Infrastructure •Workflow / Design API •Governance
  35. 35. Human Resources, Supporting the people in your organization.
  36. 36. How does/can HR support people? • Humane and intentional recruitment, hiring, & onboarding (and offboarding) • Personal & Team professional development • Career path, feedback protocols, etc. • Recognition & reward • Org structure
  37. 37. Organizational Structure “Now where should I put my design organization this year … ok, this week.?” •Scaling over time •Transforming vs. building •Cultural issues/values •Advancing practice(s)
  38. 38. If you aren’t working to get your top design leader to be a peer with both engineering and product you are doing it wrong.
  39. 39. Structure your design practice to create the most value, not based on who pays for it.
  40. 40. Designing Your Organization • Requires the whole team across functions. • Based on understanding the value of design contribution to your organization. • Guided by a “roadmap” towards a strategic vision. • Focus on balancing required skills.
  41. 41. The golden ratio What is the ideal ratio for designers to engineers? IBM is working towards 1:8. Gartner suggests 1:3
  42. 42. Ideal ratio for number of design/research resources is >1 per product mngr. — Kaaren Hansen EnterpriseUX 2017
  43. 43. Ratios are bad - Leisa Reichelt Head of Research and Insights Atlassian
  44. 44. Developing your team • Keep team’s skills balanced. • Move from generalists to specialists as your organization scales. • Invest in your people; they deserve it and you need it.
  45. 45. A team that knows who they are and where they can go runs smoothest
  46. 46. Hiring Process • Recruitment • Pipeline Management • Interviewing • Portfolio • Negotiations
  47. 47. Onboarding • Acceptance to first day • First day • Equipment, desk • Team Lunch • Benefits & other bureaucracy • Buddy System • Knowledge Transfer
  48. 48. Community of Practice. Inside and outside of your organization.
  49. 49. Developing a Community of Practice • Share and learn from each other and beyond. • Increase total design quality. • Develop & maintain values, principles, and mission. • Create an environment that drives engagement and connection.
  50. 50. Communication is the core method of transparency. Knowledge is both power and stability.
  51. 51. Issues in Communication • Maintaining a history • Change management • Knowledge transfer • Visibility cross-functionally • Visibility into and from the executive team(s) • Visibility across the design organization
  52. 52. The largest obstacle to design success is the misalignment of the value proposition that design itself provides an organization.
  53. 53. Communication Methods • Meetings • 1:1’s • All-hands • Standups • Off-sites & team training • Critiques & Reviews • Chat • Wiki • Ticketing and tracking
  54. 54. Craft starts and ends with the tools available and used.
  55. 55. Issues in Tools selection • Boring stuff: Price, Legal, Security, Performance, Platform(s) • Interoperability of formats • Enabling remote & collaborative experiences • To SaaS or not to SaaS • Workflow with other designers and non-designers.
  56. 56. Partner with IT & Procurement to empower managers and individual contributors.
  57. 57. Workflow connections teams. Decisions are made in the workflow system.
  58. 58. Workflow Your individual and team API •The connections and processes that move to go. •Contributing to continuous delivery & learning. •Connecting tools to make a post-modern factory.
  59. 59. Pieces of workflow Triggers What questions do you need answered? What questions do you need to answer? People For/with/by whom> Activities How does someone achieve answers? Tooling What tools are need and how do they connect? Channels What deliverables and where/how are they communicated? Governance What are and who evaluates the success/acceptance criteria for activity? Trust vs. Control Support What is needed outside of the activity to make sure the activity can take place?
  60. 60. Governance is the basis for decision making. The rules you choose to make and how you make them will be your culture.
  61. 61. Governance matters • Decision making • Autonomy & empowerment • Risk management • Security & Privacy • Compliance
  62. 62. Design Systems & Pattern Libraries What problem are you trying to solve? • Who is it for? • Who set out the requirements for it? • What are the success criteria?
  63. 63. Why Design Systems? • They help scale your design team throughout the enterprise. • They help maintain consistency and coherency throughout a complex application suite. • They increase efficiencies in both design and development. • They can aid in connecting design to the CI/CD workflow.
  64. 64. Parts is Parts • Style & Voice Guide (assets & docs) • Pattern Library (assets & docs) • Component library (Code & docs)
  65. 65. Issues in Design Systems • It can’t be seen as a bottleneck • It has to flow through stages of implementation. • Version & Deployment Management.
  66. 66. Design Systems can act as governance • Implement responsive (mobile friendly) • Implement accessibility
  67. 67. Once a design system needs to support multiple teams it starts to become a product of its own.
  68. 68. Products need dedicated teams Not all are full-time • Product Manager • Dev Lead • FE Engineer • Lead IxD • Visual Designer • Usability Engineer
  69. 69. Culture Put a bow on it Take the culture of learning, and infuse it with empathy, inclusion, and vision.
  70. 70. Culture broken down Values Moral and ethical code. Talks about our relationships between humans, planet, business. Principles Helps us evaluate what we’ve made. Is it good? Does it set us apart? Are we improving quality? Mission What do we want to achieve as a design team? As a complete organization? Vision If we reach our mission how will we know we go there? What does success look like? What measures does it have?
  71. 71. Where is it found? What are we empowered to do? What are we kept from doing? How do we make decisions? What rituals do we have? How do we recognize and reward?
  72. 72. Design Operations Leader •The role needs to start immediately. •1st by the head of design, •Then a part-time role of a line manager. •Finally a full-time position
  73. 73. The role includes Team project mngt Team communications Team culture mngt Team wide critiques Procurement lead Recruiting lead Design system owner Team IT Administration
  74. 74. Qualifications for a Design Operations Leader Systems: can map flows, relationships, and goals to understand complexity and communicate it clearly. Design depth: Community depth to gain insights. Plus personal experience to extrapolate solutions. Relationships: Needs to be able to build a wide net around themselves to align and influence. Understanding & Alignment: facilitate differing view points to drive organizations towards action.
  75. 75. How are we structured?What constrains us? What do we do? How do we communicate?Who are we? What else?
  76. 76. Making it happen • Boil bays > sounds > gulfs > seas > oceans • Be sure to include and collaborate • Drill hard into aligning value and meaning • Measure continuously, adjust accordingly • Imagine success and work to make it happen
  77. 77. Dave Malouf me@davemalouf.com @daveixd http://medium.com/@daveixd DesignOps on WeChat Contact Yushi Wang For more info: yushi@uxoffer.com

×