Slides from the talk at Agile Tour 2012 Gatineau.

1. COLLIDING WORLDS OF
DESIGNERS AND DEVELOPERS
Jennifer Fraser & Francis Beaudet
GO Agile Tour, November 2012
1

2. DEVELOPERS ARE FROM VULCAN
DESIGNERS ARE FROM WONDERLAND
2

3. OVERVIEW
! Introduction
! Personality Types and Communication Styles
! 7 Suggestions
! Questions and Your Thoughts
3

4. ABOUT THE SPEAKERS:
Jennifer Fraser
Director of Design
Macadamian
Francis Beaudet
Interaction Designer
Macadamian
4

5. 5

6. Design + Development
6

7. 7

8. 8

9. 9

10. Ottawa
6 designers
48 developers
Yerevan
San Mateo
1 designer
4 designers
42 developers
Cluj
2 developers
0 designers
12 developers
10

11. Ottawa
6 designers
48 developers
12 hour time difference
Yerevan
San Mateo
1 designer
4 designers
42 developers
Cluj
2 developers
0 designers
12 developers
11

12. = a challenge
(for both communication and collaboration)
12

13. Greatest challenge?
• communication
• collaboration
• lack of a common language
13

14. “Translation from art speak to technology and
back again, very different personalities.”
(source: Macadamian Employee Survey)
14

15. PERSONALITY TYPES

16. MYERS BRIGGS
16

17. FOCUS & ENERGY
(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ )
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18. TAKE IN INFORMATION
(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ )
18

19. MAKE DECISIONS
(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ )
19

20. DEADLINES
(source: http://mashable.com/2012/08/13/what-type-of-social-media-personality-are-you-infographic/ )
20

21. MYERS BRIGGS
21

22. SPOCK & ALICE
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23. SPOCK & ALICE
Once you have eliminated the Why, sometimes I’ve believed as many as six
impossible, whatever remains, however impossible things before breakfast.”
improbable, must be the truth...
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24. MYERS BRIGGS – SPOCK (ISTJ)
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25. MYERS BRIGGS – ALICE (ENFP)
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26. SPOCK & ALICE
26

27. PERSONALITY TYPES AND WORK STYLES
• Take in and present information in a • Take in and present information in a
step-by-step way
big picture way
• Make decisions by stepping back • Make decisions by stepping into
from the situation and taking an the situation and taking an
objective view
empathetic view
• Devote their energy to tasks that • Get energy from seeing potential
they see as important to fulfilling in things, but their interest wanes
a goal, but resist putting energy when the “routine” takes over, or if
into those for which they can't see a new, more interesting project
a practical application
comes along
• Meticulous in attention to details • Determines the values for each
and examine things closely to solution in terms of how it
ensure that they are correct
contributes to the overall whole
• Excels at handling logical problems • Easily handles and excels in
in an orderly way
ambiguous situations
27

28. COMMUNICATION TIPS SPOCK TO ALICE
(ISTJ TO ENFP)
• Invite them to a brainstorming session to explore other
options.
• Frame the conversation within the context of user’s goals.
• Include qualitative and emotive details in the conversation.
• Show how the specific pieces relate to the overall whole.
• Show differing examples of a similar pattern on the target
platform.
• If words aren’t working, try showing them a prototype or invite
them to your desk to talk about it in-person.
28

29. COMMUNICATION TIPS ALICE TO SPOCK
(ENFP TO ISTJ)
• Design the conversation you want to have so that it happens in
a structured way.
• Frame the conversation within the context of the project
requirements.
• Provide backing research or data.
• Show how the larger pieces break down into the details.
• Show examples of a similar pattern on the target platform.
• If pictures or trying to talk to them about it isn’t working, try
words.
29

30. COMMUNICATION TIPS
30

31. GENERAL COMMUNICATION TIPS
1. Explain Yourself: Explain why you did it the way you did it; de-
mystify the process
2. Ask questions: What is the issue? Are there other options? What
are the trade-offs?
3. Listen: After you ask your question, be quiet and listen; too often
we are too busy trying to make sure that we are heard that we
forget to listen.
4. Look at it from their perspective: What pressures do they
have? What options do they have?
5. Don’t take it personally: Criticism about the project or an idea is
not a criticism of you.
6. Assume best intentions: We are all working to deliver the best
product for the client.
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32. 7 SUGGESTIONS

33. 7 suggestions
33

34. 1 respect
34

35. trust
respect
35

36. 36

37. 37

38. Step away from your own pre-conceived notions.
38

39. 39

40. 40

41. 41

42. 42

43. 1 respect
43

44. 2 dance to the same beat
44

45. 45

46. Project goals and requirements.
46

47. Project goals and requirements.
Design goals for the project.
47

48. Project goals and requirements.
Design goals for the project.
Who we are building the product for, and why.
48

49. PERSONNA
Mar$n:&Aircra4&Maintenance&Technician&(AMT)&
My#job#is#to#perform#all#the#necessary#checks,#and#fix#any#
problems,#before#I#sign#off#that#the#aircra<#is#safe#to#fly.”#
Who#is#MarFn?# CharacterisFcs#
45#years#old# ! ‘Gun&slinger’&of&technicians;&either&firefigh$ng&
Licensed#CAT3B# problems&or&performing&checks&so&aircra4&can&get&
[Note:#CAT3A#refers#to#Avionics#Technician]# back&in&the&air&as&quickly&as&possible&
10#years#of#experience#in#aircraA#maintenance# ! ProcessEoriented;&will&always&follow&procedure&and&if&
he&doesn’t&know&the&procedure,&he&will&look&it&up&
Goals# ! Mar$n&uses&paper&checklist&and&make&notes&on&paper&
while&performing&maintenance&on&the&aircra4.&&
• Safety&of&the&aircra4&and&its&passengers&are&of&MOST& ! Must&be&ready&to&perform&service&checks,&turn&checks&
importance& and&adEhoc&checks&at&any&point&during&his&shi4&
• Try&to&minimize&the&$me&the&aircra4&is&on&the&ground;&
this&means&working&with&&his&colleagues,&supervisor,&& Skills#and#Knowledge#
Maintenance&Control&and&others&to&get&the&job&done&
! Very&experienced;&has&been&through&trade&program,&
MoFvaFons# and&has&a&number&of&years&of&experience&
! Not&overly&comfortable&with&technology;&his&main&
tools&are&a&pen,&radio&and/or&cell&phone&
• Mar$n&has&a&legal&responsibility&to&ensure&the&aircra4& ! Focused&but&curious&&
is&safe&to&fly;&this&is&his&primary&mo$va$on& ! ProblemEsolver&
• Also&feels&the&pressure&to&prevent&delays&so&the&aircra4&
can&get&back&in&the&air&(on&$me)& What#is#his#context?#
! Mar$n&goes&from&gate&to&gate,&troubleshoo$ng&
problems&or&performing&the&necessary&checks.&When&
it&is&busy,&he&has&limited&or&no&access&to&a&computer&
un$l&the&end&of&his&shi4.&&
! On&a&good&day,&Mar$n&can&be&found&in&the&lounge&
with&other&technicians&playing&euchre&or&reading&the&
paper.&&
49

50. USE SCENARIOS
Mar$n:&Service#Check#(RouAne)&
I#am#hoping#for#a#rouAne#service#check;#
this#plane#needs#to#be#in#the#air#in#6#hours. #
Use#Scenario#1a# Tasks#(conFnued)#
MarFn s# supervisor# has# assigned# him# Gates# 135.# He# Collect#necessary#tools/papers#
noFces# that# tail# #215# that# just# came# in# at# Gate# 2# is# due# ! Ensure&he&has&his&tablet&and/or&cell&phone&
for#a#service#check.#Since#the#next#flight#for#this#aircraA#is# ! Collects&parts&&&tools,&gets&in&his&truck&and&heads&to&
not# for# another# 6# hours,# # he# collects# his# tools# and# gets# the&aircra4.&
ready#to#perform#a#233#hour#service#check.##
Perform#Check#
# ! He&heads&directly&to&the&cockpit&and&checks&the&log&
Context#of#Use# book&for&any&new&faults&documented&by&the&pilot&
during&flight&
Mar$n& is& just& star$ng& his& shi4& and& checking& the& tail&
! Using&his&tablet,&Mar$n&pulls&up&the&service&check&
numbers&that&have&just&arrived&or&are&about&to&arrive&at&his&
job&card&for&this&aircra4&&and&begins&following&the&
assigned& gates.& He& discovers& that& tail& #215& is& due& for& a&
electronic&checklist&and&performs&the&required&
service& check.& Mar$n& collects& his& tools& and& necessary&
checks/tasks&
papers&and&leaves&the&Line&Maintenance&Office&to&head&to&
! Checks&off&items&as&he&completes&them&
the&gate.&
! Enters&notes&into&the&system&as&necessary&
! Because&a&service&check&is&fairly&extensive,&Mar$n&
Tasks# con$nues&performing&the&check&for&approx.&2E3&
hours.&&
Review#assignments# Note:#this&scenario&splits&into&two&decision&points:&a)&
! Using&his&tablet,&Mar$n&iden$fies&tail&#s&coming&in&on& rou$ne&(see&below),&and&b)&nonErou$ne&(see&next&slide)&
the&gates&assigned&to&him&and&reviews&the&ETAs&for&
each& A)#In#case#of#RouFne#Check#
! Searches&for&tail&#s&in&the&system&to&find&out&whether& ! Mar$n&completes&the&service&check&without&finding&
they&have&service&checks&due& any&issues&or&faults.&
! He&iden$fies&one&that&just&came&in&Ensure&he&has&his& ! Reviewing&the&checklist&on&his&tablet,&he&ensures&
tablet&and/or&cell&phone& everything&has&been&completed&and&marks&it&as&
complete.&
50

51. 1 respect
2 dance to the same beat
51

52. 3 communicate
52

53. 3 communicate often and early
53

54. 3 communicate often and early
54

55. Less is not more… in this case
55

56. 56

57. Daily scrum calls.
57

58. Less than 15 minutes in length.
3 questions:
What did you do yesterday?
What are you doing today?
Is there anything blocking you?
58

59. 59

60. 60

61. 61

62. Less than 15 minutes in length.
3 questions:
What did you do yesterday?
What are you doing today?
Is there anything blocking you?
62

63. 63

64. 3 communicate often and early
64

65. 3 communicate often and early
65

66. 66

67. Idea.
67

68. 68

69. You are going to need to change
80% of your first idea.
69

70. 1 respect
2 dance to the same beat
3 communicate
70

71. 4 think global
71

72. think global
…even at the expense of local
72

73. 73

74. Ottawa
6 designers
48 developers
Yerevan
San Mateo
1 designer
4 designers
42 developers
Cluj
2 developers
0 designers
12 developers
74

75. 75

76. Ottawa
6 designers
48 developers
Yerevan
San Mateo
1 designer
4 designers
42 developers
Cluj
2 developers
0 designers
12 developers
76

77. 77

78. Ottawa 5:00pm
=
Yerevan 2:00am
78

79. Ottawa 1:00am
=
Yerevan 10:00am
79

80. 80

81. 1 respect
2 dance to the same beat
3 communicate
4 think global
81

82. 5 show me yours…
82

83. 83

84. 84

85. Demo
Demo
Demo
85

86. 1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours
86

87. 6 sh*t happens
87

88. 88

89. Change = Bad
89

90. Model and sketch by: Christian Kliegel
90

91. 91

92. 92

93. 93

94. You are going to need to change
80% of your first idea.
94

95. Things are going to change.
95

96. 1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours
6 sh*t happens
96

97. 7 lather, rinse, repeat.
97

98. 1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours…
6 sh*t happens
7 lather, rinse, repeat
98

99. Lather, rinse, and repeat.
99

100. 1 respect
2 dance to the same beat
3 communicate
4 think global
5 show me yours…
6 sh*t happens
7 lather, rinse, repeat
100

101. Ottawa
6 designers
48 developers
Yerevan
San Mateo
1 designer
4 designers
42 developers
Cluj
2 developers
0 designers
12 developers
101

102. SPOCK & ALICE
102

103. “…collaboration makes the whole better than the
sum of the parts.”
(source: Macadamian Employee Survey)
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104. THANK YOU!
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105. CONTACT US
Questions?
Thoughts?
Stories to share?
Jennifer Fraser
Francis Beaudet
Director of Design
Interaction Designer
jennifer.fraser@macadamian.com
francis@macadamian.com
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