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Adding UX Value to Agile Development:
Creating Applications Customers Love

Jeffrey Hammond
Vice President,
Principal Analyst
Forrester Research, Inc.

David Clark
Vice President,
Design Director
TandemSeven

Ian Buchanan
Product Manager
VersionOne
Making Leaders Successful
Every Day
Adding UX Value to Agile Development
Creating Applications Customers Love
Jeffrey Hammond, VP, Principal Analyst
@jhammond

November 19, 2013
Empowered customers
have given rise to a new era

1900–1960
Sources of
Competitive
Advantage:

1960–1990

1990–2010

2010+

Age of
Manufacturing

Age of
Distribution

Age of
Information

Age of
the Customer

© 2012 Forrester Research, Inc. Reproduction Prohibited
“All of the technology
required to transform
industries through
software finally works.”
— Marc Andreessen
“Why Software Is
Eating The World”

Image source: Andreessen Horowitz (http://a16z.com/)

© 2013 Forrester Research, Inc. Reproduction Prohibited

5
Hospitality
Then

2000s

Now

800-325-3535

Image source: HotelChatter (http://www.hotelchatter.com/), Expedia (http://www.expedia.com/), TripAdvisor
(http://www.tripadvisor.com/), and Airbnb (https://www.airbnb.com/)

© 2013 Forrester Research, Inc. Reproduction Prohibited

6
Payments
Before

2000s

Now

Image source: Fotosearch (http://www.fotosearch.com/), Frame’s Pest Control (http://www.framespestcontrol.com/), and
SMK Seri Payong (http://www.seripayong.net/)

© 2013 Forrester Research, Inc. Reproduction Prohibited

7
Consumer expectations always shift
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
8
What defined consumer delight in 1852?
Satisfied

1852
Delight

Not
Implemented

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Implemented

Dissatisfied
9
What defined consumer delight in 1972?
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
10
What defined consumer delight in 1999?
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
11
What defined consumer delight in 2009?
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
12
Mobile is shifting customer
expectations …
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
13
… and accelerating the speed of the
shift
Satisfied

Delight

Not
Implemented

Implemented

Basic

Source: Kano Model
© 2013 Forrester Research, Inc. Reproduction Prohibited

Dissatisfied
14
Customers demand modern applications
Building modern applications

Are you Agile enough?
Do you collect (and incorporate)
rapid feedback?
Can you design useful, usable,
desirable experiences?
Do your cloud, big data, and mobile
strategies work together?
Can you build high quality, multichannel, 5 star apps?
Source: Flickr (http://www.flickr.com/photos/kaz25/2444344463/sizes/o/in/photostream//)
A delivery process for speed

© 2013 Forrester Research, Inc. Reproduction Prohibited

17
Adapt Agile with the POST technique

P
O
S
T

People
Use Personas to profile your target audience.
Objectives
Decide on the needs of your personas and
your business goals.
Strategy
Determine your approach to meet your objectives.
Technology
Choose the technologies that will enable you to
implement your strategy.
Personas

Jeremiah is 52 years old and has a lot of experience
as a sales representative working for ACME. His
typical day is spent on the road visiting different
clients. He knows a lot about ACME’s products and
is glad to share this information with everybody he
meet in his visits.
As he is always on the road he needs to be very
organized with his schedule and is time sensitive
when he is headed to a specific client visit. Not just
because being punctual is a virtue, but he wants to
accomplish all sales goals for the month and wants
to get home to enjoy the end of his day with his
family.
Jeremiah spends most of the time online through his
3G phone or his iPad and notebook with a hotspot,
but sometimes inside client buildings the signal is
very low or even non-existent.
Jeremiah is as much a brand advocate for ACME as
an order taker. ACME sales management expects
him to talk about products, answer questions, offer
information on new products and to be very
proactive in his client visits.

© 2012 Forrester Research, Inc. Reproduction Prohibited
Identify
customer and
stages of
journey

Journey maps
Persona:
James

Awareness

Consideration

Research

Purchase

Engagement

Wow

Enjoyable

2

7

3

6

Describe each
step in the
journey, the
customer’s
needs and
perceptions

8

Functional
1

11
5

4

10

Indicate
significant
steps

Neutral
Missed It

Frustrating

© 2012 Forrester Research, Inc. Reproduction Prohibited

9
Indicate
primary (and
secondary )
devices for
each step
Wireframes
iPad

9:24 PM

HOME

MENU

Add New Product

lorem ipsum

02387209847

9832472084

5

1-DAY Demo Meeting Rx -0.50 6P -0.50

Name / Comment

5

1-DAY Rx -0.50 6P -0.50

Name / Comment

5

1-DAY Demo Meeting Rx -0.50 6P -0.50

Name / Comment

5

1-DAY Rx -0.50 6P -0.50

Name / Comment

Clear All

iPad

9:24 PM

CANCEL
Won't scan? Enter the code below
25000274589

1

5

6

7

8

9

0

© 2012 Forrester Research, Inc. Reproduction Prohibited

3

4

Light

2

C
DONE

Submit Order
Kanban boards

© 2012 Forrester Research, Inc. Reproduction Prohibited
Prioritize gathering customer feedback

› Collect feedback early and often
› Use visual prototypes to gather “broad
brush” feedback

›
›
›
›
›

Assign someone to listen to public
feedback
Analyze feedback for recurring patterns of
failure and opportunity
Proactively reach out to unhappy users
Build analytics into your applications
Create a regimen of A/B testing
Summary – Pulling it all together
›
›

Increasing velocity is a huge challenge, but business
conditions demand that you deliver
Agile is a start, but it’s not sufficient – you must extend and
modify it to quickly capture customer needs

› Use the POST technique – Personas, journey maps, and
wireframes will help you get started

›
›

›

Connect objectives to user stories and backlog
Use Kanban to drive small batch work and increase
velocity
Measure results, and feed them back into what you know
about your personas
An app delivery process for speed

© 2013 Forrester Research, Inc. Reproduction Prohibited

25

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AgileLIVE Webinar: Adding UX Value to Agile Development

  • 1. Adding UX Value to Agile Development: Creating Applications Customers Love Jeffrey Hammond Vice President, Principal Analyst Forrester Research, Inc. David Clark Vice President, Design Director TandemSeven Ian Buchanan Product Manager VersionOne
  • 3. Adding UX Value to Agile Development Creating Applications Customers Love Jeffrey Hammond, VP, Principal Analyst @jhammond November 19, 2013
  • 4. Empowered customers have given rise to a new era 1900–1960 Sources of Competitive Advantage: 1960–1990 1990–2010 2010+ Age of Manufacturing Age of Distribution Age of Information Age of the Customer © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 5. “All of the technology required to transform industries through software finally works.” — Marc Andreessen “Why Software Is Eating The World” Image source: Andreessen Horowitz (http://a16z.com/) © 2013 Forrester Research, Inc. Reproduction Prohibited 5
  • 6. Hospitality Then 2000s Now 800-325-3535 Image source: HotelChatter (http://www.hotelchatter.com/), Expedia (http://www.expedia.com/), TripAdvisor (http://www.tripadvisor.com/), and Airbnb (https://www.airbnb.com/) © 2013 Forrester Research, Inc. Reproduction Prohibited 6
  • 7. Payments Before 2000s Now Image source: Fotosearch (http://www.fotosearch.com/), Frame’s Pest Control (http://www.framespestcontrol.com/), and SMK Seri Payong (http://www.seripayong.net/) © 2013 Forrester Research, Inc. Reproduction Prohibited 7
  • 8. Consumer expectations always shift Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 8
  • 9. What defined consumer delight in 1852? Satisfied 1852 Delight Not Implemented Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Implemented Dissatisfied 9
  • 10. What defined consumer delight in 1972? Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 10
  • 11. What defined consumer delight in 1999? Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 11
  • 12. What defined consumer delight in 2009? Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 12
  • 13. Mobile is shifting customer expectations … Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 13
  • 14. … and accelerating the speed of the shift Satisfied Delight Not Implemented Implemented Basic Source: Kano Model © 2013 Forrester Research, Inc. Reproduction Prohibited Dissatisfied 14
  • 15. Customers demand modern applications
  • 16. Building modern applications Are you Agile enough? Do you collect (and incorporate) rapid feedback? Can you design useful, usable, desirable experiences? Do your cloud, big data, and mobile strategies work together? Can you build high quality, multichannel, 5 star apps? Source: Flickr (http://www.flickr.com/photos/kaz25/2444344463/sizes/o/in/photostream//)
  • 17. A delivery process for speed © 2013 Forrester Research, Inc. Reproduction Prohibited 17
  • 18. Adapt Agile with the POST technique P O S T People Use Personas to profile your target audience. Objectives Decide on the needs of your personas and your business goals. Strategy Determine your approach to meet your objectives. Technology Choose the technologies that will enable you to implement your strategy.
  • 19. Personas Jeremiah is 52 years old and has a lot of experience as a sales representative working for ACME. His typical day is spent on the road visiting different clients. He knows a lot about ACME’s products and is glad to share this information with everybody he meet in his visits. As he is always on the road he needs to be very organized with his schedule and is time sensitive when he is headed to a specific client visit. Not just because being punctual is a virtue, but he wants to accomplish all sales goals for the month and wants to get home to enjoy the end of his day with his family. Jeremiah spends most of the time online through his 3G phone or his iPad and notebook with a hotspot, but sometimes inside client buildings the signal is very low or even non-existent. Jeremiah is as much a brand advocate for ACME as an order taker. ACME sales management expects him to talk about products, answer questions, offer information on new products and to be very proactive in his client visits. © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 20. Identify customer and stages of journey Journey maps Persona: James Awareness Consideration Research Purchase Engagement Wow Enjoyable 2 7 3 6 Describe each step in the journey, the customer’s needs and perceptions 8 Functional 1 11 5 4 10 Indicate significant steps Neutral Missed It Frustrating © 2012 Forrester Research, Inc. Reproduction Prohibited 9 Indicate primary (and secondary ) devices for each step
  • 21. Wireframes iPad 9:24 PM HOME MENU Add New Product lorem ipsum 02387209847 9832472084 5 1-DAY Demo Meeting Rx -0.50 6P -0.50 Name / Comment 5 1-DAY Rx -0.50 6P -0.50 Name / Comment 5 1-DAY Demo Meeting Rx -0.50 6P -0.50 Name / Comment 5 1-DAY Rx -0.50 6P -0.50 Name / Comment Clear All iPad 9:24 PM CANCEL Won't scan? Enter the code below 25000274589 1 5 6 7 8 9 0 © 2012 Forrester Research, Inc. Reproduction Prohibited 3 4 Light 2 C DONE Submit Order
  • 22. Kanban boards © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 23. Prioritize gathering customer feedback › Collect feedback early and often › Use visual prototypes to gather “broad brush” feedback › › › › › Assign someone to listen to public feedback Analyze feedback for recurring patterns of failure and opportunity Proactively reach out to unhappy users Build analytics into your applications Create a regimen of A/B testing
  • 24. Summary – Pulling it all together › › Increasing velocity is a huge challenge, but business conditions demand that you deliver Agile is a start, but it’s not sufficient – you must extend and modify it to quickly capture customer needs › Use the POST technique – Personas, journey maps, and wireframes will help you get started › › › Connect objectives to user stories and backlog Use Kanban to drive small batch work and increase velocity Measure results, and feed them back into what you know about your personas
  • 25. An app delivery process for speed © 2013 Forrester Research, Inc. Reproduction Prohibited 25