Part 2 – Agile UX: Designing the User Experience in an Agile World - SAP User Experience Community. In part 1 of this article, I summarized the background and basics of agile user experience (UX).
In this follow-up article, I’d like to move away from the theory and tell you more about my practical and personal experiences working with these methods. With the rise of agile and lean approaches across our industry, UX professionals are more likely than ever to find themselves supporting agile projects. Yet, many of us seem stymied by the challenge of effectively integrating UX within an agile development framework. As did I. The reasons are multi-faceted, yet easy to trace: While development teams were offered training in lean software development and agile software engineering with scrum methods, UX designers weren’t seen as an integral part of the software development process.
In the last team I worked with, we tried to apply the best parts of agile UX, lean UX, and design thinking to our product team as well as our development team. Some of the things I learned: Difficulties. Six Sigma. The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement.
It was introduced by engineer Bill Smith while working at Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995. Today, it is used in many industrial sectors. Six Sigma seeks to improve the quality output of process by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods.
The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. Doctrine Six Sigma doctrine asserts: "Six Sigma" was registered June 11, 1991 as U.S. Scrum sans itérations ? « Scrum sans itérations ?
» un concept étrange que d’imaginer une méthode itérative sans itérations … Et pourtant nombre de blogs de l’écosystème agile présentent Kanban, un processus par définition non itératif, comme une évolution intéressante pour les projets Scrum. L’objectif de cet article est donc d’illustrer comment ces deux approches, d’apparence contradictoires, peuvent se compléter pour le plus grand bonheur de nos utilisateurs ! L’article s’adresse à des lecteurs déjà sensibilisés à Scrum, si vous ne connaissez pas ce kit méthodologique, Wikipedia est un bon point d’entrée. Quelques illustrations de cet article ont été récupérées de l’excellent blog de Henrik Kniberg. Les limites de Scrum Lorsqu’une équipe devient mature sur l’utilisation de Scrum (et ceci peut prendre du temps !) DevOps ou le Lean appliqué aux activités IT du développement à la production. On a maintenant l’habitude de voir des principes du Lean Management derrière beaucoup des pratiques Agiles.
Par exemple : Plus intéressant est l’exercice de voir les bonnes pratiques DevOps comme des instanciations du Lean Management aux activités de livraison, intégration, tests, déploiement, suivi du run. Les analogies et principes sous-jacents du Lean pouvant alors nous aider à mieux comprendre la « magie » des pratiques DevOps ou même à en imaginer de nouvelles ! Single-Minute Exchange of Die. History The concept arose in the late 1950s and early 1960s, when Shigeo Shingo was consulting to a variety of companies including Toyota, and was contemplating their inability to eliminate bottlenecks at car body-molding presses.
The bottlenecks were caused by long tool changeover times which drove up production lot sizes. The economic lot size is calculated from the ratio of actual production time and the 'change-over' time; which is the time taken to stop production of a product and start production of the same, or another, product. If change-over takes a long time then the lost production due to change-overs drives up the cost of the actual production itself. This can be seen from the table below where the change-over and processing time per unit are held constant whilst the lot size is changed. Toyota's additional problem was that land costs in Japan are very high and therefore it was very expensive to store its vehicles. Lean IT. Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services.
Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service. Lean integration. Matrix management. Strictly speaking, matrix management is the practice of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often silos - of function and geography.
What is it?  It is a type of organizational structure in which people with similar skills are pooled for work assignments, resulting in more than one manager (sometimes referred to as solid line and dotted line reports, in reference to traditional business organization charts). For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a different engineering manager or a project manager while working on that project. Therefore, each engineer may have to work under several managers to get his or her job done.
R. Kanban (development) This article is about the process management and improvement method.
For the lean manufacturing process, see Kanban. Kanban is a method for managing knowledge work with an emphasis on just-in-time delivery while not overloading the team members. In this approach, the process, from definition of a task to its delivery to the customer, is displayed for participants to see. Scrum (software development) Scrum is an iterative and incremental agile software development methodology for managing product development.
It defines "a flexible, holistic product development strategy where a development team works as a unit to reach a common goal", challenges assumptions of the "traditional, sequential approach" to product development, and enables teams to self-organize by encouraging physical co-location or close online collaboration of all team members, as well as daily face-to-face communication among all team members and disciplines in the project. Lean software development. Lean software development (LSD) is a translation of lean manufacturing and lean IT principles and practices to the software development domain.
Adapted from the Toyota Production System, a pro-lean subculture is emerging from within the Agile community. Origin The term lean software development originated in a book by the same name, written by Mary Poppendieck and Tom Poppendieck. The book presents the traditional lean principles in a modified form, as well as a set of 22 tools and compares the tools to agile practices. The Poppendiecks' involvement in the Agile software development community, including talks at several Agile conferences  has resulted in such concepts being more widely accepted within the Agile community.