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Valuing Design & DesignOps Practice

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Keynote given on May 30 @ DesignOps Global Conference.

In the world of design and Design Operations, leaders struggle to create insight into the success level of their design teams so that appropriate resources can be attained.

Publié dans : Design

Valuing Design & DesignOps Practice

  1. 1. Valuing Design & DesignOps Practices Dave Malouf @daveixd #designOps 2019
  2. 2. 1. What is the value of design? 2. How can we appreciate that value? 3. How are we losing design value? 4. How does DesignOps help?
  3. 3. 1. What is the value of design?
  4. 4. Is it just lipstick on a pig?
  5. 5. Would a Sprint Zero help us create more value?
  6. 6. #Trigger Warning
  7. 7. My eyes!! Make it stop!!
  8. 8. If we used their tools, would our designs be better?
  9. 9. Where is […] ? Reflection Empathy Synthesis Vision Exploration
  10. 10. We know great design when we see it.
  11. 11. What is great designing?
  12. 12. It’s not design without post-its, right?
  13. 13. You’re not a designer unless you can draw.
  14. 14. Design has to be collaborative.
  15. 15. Better designs come from better designing.
  16. 16. We know how to measure designs.
  17. 17. But how do we measure designing?
  18. 18. How do we scale quality? How do we transform from a silo to a partner?
  19. 19. How do we do this without reducing our value?
  20. 20. What is the value of design?
  21. 21. Design’s value is in these 4 activities • Driving Understanding & Empathy • Creating Clarity & Behavioral Fit • Exploring the possible & desirable • Envisioning experiences
  22. 22. Understanding & Empathy Observing, interviewing, & learning with the people for whom we will be designing. Synthesizing actionable insights to direct teams to design the right things.
  23. 23. Clarity & Behavioral Fit Providing the right structures to help people achieve value. Present words & images to maximize efficient communication of meaning & possibility. Fit the behavior of the system(s) to the behaviors of the humans who use them.
  24. 24. Exploring the Possible & Desirable Validation is not an end point, but a beginning point. Association of a multiplicity of ideas is at the heart of creativity.
  25. 25. Envisioning Ideas & Experiences Tell stories with words & images to convey insights. Using narratives to express the human possibilities of a design direction.
  26. 26. Some skills to create that value • Storytelling • Visual Thinking • Information Structure, Navigation, 
 & Presentation • Activity sequencing and modeling • Workshop Facilitation • Prototyping/Simulations
  27. 27. 2. How can we appreciate that value?
  28. 28. Different types of metrics Types •Quantitative data •Qualitative data, quantified. Collection Methods •Self reported •Gathered through automated instrumentation
  29. 29. Duration Variable • Moment in time • Comparative • Trend
  30. 30. Cascading use of data Metric What is available to measure that relates to our hypothesis? Correlation If we compare the original metric to another metric can that help understand the original hypothesis? Interpretation What does the correlation tell us? Which directions make the desired effect? Threshold What measure of the metric will tell us we reached an otherwise qualitative goal? Trend How do the prime metric and correlated metric compare over time? How strong of a correlation in the trend would be significant? (differential) Milestone What can we map against a timeline to help us understand and interpret possible moments of cause and effect? (such as releases, ship dates) Baseline The value of a metric or the combination of metrics at beginning of any initiative. Hypothesis What we want to learn from our data?
  31. 31. Setting up your measurement* *extrapolated from a case study by Intuit Data Type: Quantitative
 Time Designing Collected by: Self-reporting
 Using tool such as Harvest Desired Outcome
 Increase design quality &/or designer engagement Hypothesis:
 Increasing time designing will increase design quality &/or designer engagement Measuring Desired Outcomes:
 NPS, Heuristics, Usability Testing, Customer Satisfaction, etc.
  32. 32. Correlations are not answers. They are signals.
  33. 33. For Correlations to work … … The two metrics need to be plotted on the same ratio. … The correlation itself needs to be along a continuous and steep grade. … Major exceptions to the correlation over time need to be followed up on thoroughly.
  34. 34. How can you assess quality? Is the product organization aligned in their understanding of the value of you design(ing) to the business & their customers? 2 1. There is no alignment across the product organization. 2. There have been gains in alignment seen by open trials of design and research activities and processes. 3. Alignment is growing, as seen by more non-designers participating in design activities. 4. Design value is well understood and consistently articulated across the product organization.
  35. 35. Monitoring the DesignOps Practice. Vital Signs
  36. 36. Vital Signs for DesignOps Top 3-5 metrics that tell you something might be wrong, or everything is ok. Possible Examples • Number of UX stories that started in a sprint’s backlog, but didn’t get deployed to prouction. • Attrition rate within a design team compared to the whole organization. • Time spent designing/ researching.
  37. 37. Requires regular periodic evaluations
  38. 38. Examples Questions of DesignOps Value
  39. 39. People •Is recruitment leading to best in class talent hired? •Is the team engaged and growing professionally? •Are the values being upheld? •Are diversity & inclusion upheld as important values?
  40. 40. Workflow • Teams are meeting the needs of stakeholders? • How much of the total design process are team members being encouraged &/or allowed to do? • Are designs regularly being included in shipped goods?
  41. 41. Communications • Does the team have line of sight into the team & business? • Is the signal:noise ratio being managed? • Is tribal knowledge available easily?
  42. 42. Tools •Is the team able to get the tools they need to be successful & productive? •Are tools easily integrated to each other, and to the broader set of stakeholders (where appropriate)?
  43. 43. Governance • Are the mission & vision in place and well understood? • Are the team’s principles being used to evaluate the quality of design work? • Are decision making processes better understood, and acted upon?
  44. 44. Business Ops • Is the DesignOps team creating and maintaining relationships with key BusinessOps teams to ensure DxD smooth functioning?
  45. 45. How do you know if you are measuring the right things?
  46. 46. Your value to you
  47. 47. Your value to others
  48. 48. Alignment of value
  49. 49. Business Goals
  50. 50. A vision of success
  51. 51. Setting the path
  52. 52. Gather, monitor, compare, share
  53. 53. Measuring is a strategic activity. Be strategic about it.
  54. 54. 3. How are we losing design value?
  55. 55. If a designer is not designing, they are doing operations. - Meredith Black
  56. 56. The Right Activities The ones that create value
  57. 57. The Right Activities The ones that create value Empathy Clarity Vision
  58. 58. Serendipity by Design The Studio as Culture
  59. 59. Studio Culture • Externalized work • Empower interruption • Sharing/critiquing WIP • Associative processing • Abductive thinking • Exploratory > Deconstructive > Reconstructive
  60. 60. Culture of Learning Lean UX, Balanced Teams and Modern Agile • Self-organizing • Respect skills • Autonomy & Accountability • Empowerment • Coaching • Protect Flow • Constructive > Incremental Iteration
  61. 61. Resistance is Futile Agile is reality in one form or another. Good, Bad, and Damn!!!!! You Ugly.
  62. 62. Design Agile
  63. 63. Studio Culture Deconstructive Problem Understanding Getting to the right design Imagining possible futures Modern Agile Constructive Solution Engineering Getting the design right Risk mitigation
  64. 64. Impact of Agile • Research, interpretations, synthesis, insights, empathy are not part of most agile processes. • Deliverable as “working software” doesn’t encourage exploring and creating in the abstract. • Single cadence for entire team doesn’t consider that design & research practices works differently than development.
  65. 65. Beyond Agile
  66. 66. Culture eats [Ops] for breakfast — and pretty much every other part of your business.
  67. 67. Outputs valued over outcomes
  68. 68. Uniformity over appropriateness
  69. 69. Bureaucracy over efficiency
  70. 70. Handing over the wall, instead of collaborating
  71. 71. Silos
  72. 72. Narrow view
  73. 73. Risk Averse
  74. 74. 4. How does DesignOps help?
  75. 75. Carries the burden
  76. 76. Creates time
  77. 77. Increase quality
  78. 78. Clearer communications
  79. 79. Better hiring & Professional Development
  80. 80. Better tools, and more flexible procurement to get them.
  81. 81. Principles & Values to guide with.
  82. 82. All this leads to …
  83. 83. Design Operations Amplifying the value of design
  84. 84. Design Operations Amplifying the value of design me@davemalouf.com @daveixd http://medium.com/amplify_design
  85. 85. Thank You Dave Malouf Email: me@davemalouf.com Twitter: @daveixd http://medium.com/amplify_design