Design is all about value. It helps transfer value from one person to another. Design insures you have an experience: that at the end, you’re different than when you started. Design makes this difference, and like Babbage’s Difference Engine of yore, specific knobs and levers control how much value you can create with design. In this presentation, we’ll learn how five levers — models, fidelity, audience, annotation, and velocity — work together. We’ll see how agile, lean, and waterfall teams apply these levers differently at different times to create different value from design. Friday at work, you won’t be able to stop yourself from asking five, simple questions. You’ll be maximizing design value for every project you encounter.

1. THE
DESIGN AGE
a young designer’s primer
for maximizing value
in agile and lean teams
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

2. Introduction
Design is all about value. It helps transfer value from
one person to another. Design insures you have an
experience: that at the end, you’re different than when
you started. Design makes this difference, and like
Babbage’s Difference Engine of yore, specific knobs
and levers control how much value you can create
with design.
In this presentation, we’ll learn how five levers —
models, fidelity, audience, annotation, and velocity —
work together. We’ll see how agile, lean, and waterfall
teams apply these levers differently at different times
to create different value from design.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

3. INTRODUCTION
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

4. Introduction
The Goal
Change how
you practice
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

5. Introduction
The Goal
Change how
you think about
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

6. Introduction
The Goal
Change how
you understand
design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

7. Introduction
Three Discussions
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

8. Introduction
1. Why?
Why are agile,
lean, and waterfall
the same thing?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

9. Introduction
1. Why?
Why are agile,
lean, and waterfall
the same thing?
This is called
the process.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

10. Introduction
2. What?
What are design’s
four concerns?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

11. Introduction
2. What?
What are design’s
four concerns?
This is called
the discipline.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

12. Introduction
3. How?
How do we
conduct design?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

13. Introduction
3. How?
How do we
conduct design?
This is called
the practice.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

14. Introduction
Three
Discussions
1. The process
2. The discipline
3. The practice
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

15. Introduction
The Walk Away
Five questions
that guide
how you
practice design
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

16. Mind Game
What’s the coolest, most
awesome thing about
where you work?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

17. Mind Game
Hi, I’m Austin Govella, an
Experience Design Manager
at Avanade where we’re
re-inventing how enterprises
collaborate.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

18. Mind Game
Hi, I’m Austin name
your Govella, an
Experience Design Manager
your title
at company where we’re
Avanade
r e-inventing howawesome
the coolest, most enterprises
thing about where you work
abut about about elaborate.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

19. A MANIFESTO FOR
USER EXPERIENCE
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

20. Manifesto
Designers don’t design anything.
Organizations design everything.
Just as your best thinker improves
everything, that one person in your
group who doesn’t understand user
experience creates a drag on every
product or service you produce.
To create better experiences, you
have to create better organizations.
You have to improve your organ-
ization’s design literacy. You have to
improve the design literacy of
everyone in the group.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

21. Manifesto
Organizations face common barriers
to designing better experiences.
These barriers — value, focus, time,
memory, talent, process, and
improvement — represent the
distance between you and the
balanced teams your organization
needs to create better experiences.
Sometimes these cultural barriers
are codified into your organization’s
process. Sometimes they exist as
hidden assumptions in your team
member's minds.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

22. Manifesto
Don’t change what you do.
Change how you do it.
Your design activities don’t change.
Change how you work with your
team. Change how you work, so your
goal is always a better organization
instead of a better product. Change
how you accomplish the design, so
that you are always improving your
team’s design literacy.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

23. Manifesto
The Inspiration
Don’t look for the next
opportunity.
The one you have in hand is
the opportunity.
— Paul Arden
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

24. HOUSEKEEPING
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

25. Housekeeping
The Presentation
A diverse range of
material from over
a decade that is
still evolving
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

26. Housekeeping
Questions
If something isn’t
clear, raise your
hand and ask.
Questions and discussion at the end
won’t be as useful. Grab a drink with
me afterward!
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

27. Housekeeping
Get The Slides
Available on
SlideShare:
http://slideshare.net/austingovella/design-age
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

28. Housekeeping
Contact Me
ag@agux.co
@austingovella
www.thinkingandmaking.com
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

29. Mind Game
The Customer is
always right.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

30. Mind Game
Whenever you hear something you
don’t agree with, tell yourself:
“The customer is always right.
I just don’t understand.”
Then, ask a question to help
you understand.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

31. AGILE
building certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

32. Agile
Manifesto for Agile Software Development
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

33. Agile
Manifesto for Agile Software Development
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

34. Agile
Manifesto for Agile Software Development
Individuals and interactions over models of people doing work
Working software over models of software
Customer collaboration over models of collaboration
Responding to change over models of change
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

35. Agile
Manifesto for Agile Software Development
Real people doing work over models of people doing work
Real software over models of software
Real collaboration over models of collaboration
Real change over models of change
Manifesto for Agile Software Development, http://agilemanifesto.org.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

36. Agile
But What Is Real?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

37. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

38. Agile
Agile Context
Known Unknown
Problem f
Solution f
Resources f
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

39. Agile
“Divination also becomes
progressively more difficult with
time, as circles of probability in
imaginary time enlarge.”
Peter Carroll, Psybermagick: Advanced Ideas in
Chaos Magick, New Falcon Publications, 2000.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

40. Agile
The Futures
Are Messy
Certainty Uncertainty/Waste
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

41. Agile
Agile Builds
Certainty
‣ Agile focuses on certainty
around what will be built.
‣ Agile seeks to minimize
unnecessary change.
‣ Agile values the build over
everything else. The build
represents certainty.
‣ Agile captures value by
reducing waste.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

42. Agile
Agile Process
REVIEW
1. Review the present.
PLAN
2. Plan the future.
3. Build the plan.
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

43. Agile
Agile Outcomes
Rely on the plan to
REVIEW create build.
Pursue velocity through the
PLAN
review, plan, build loop.
Quick reviews (velocity)
through the loop reduces
BUILD
risk you build the
wrong thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

44. LEAN
learning certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

45. Lean
“[Lean UX is] the practice of
bringing the true nature of our work
to light faster, with less emphasis on
deliverables and greater focus on the
actual experience being designed.”
Jeff Gothelf, Lean UX, presentation, Jan 2011.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

46. Lean
“[Lean UX is] the practice of
bringing the true nature of our work
to light faster, with less emphasis on
deliverables and greater focus on the
actual experience being designed.”
Jeff Gothelf, Lean UX, presentation, Jan 2011.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

47. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

48. Lean
Lean Context
Known Unknown
Problem f
Solution f
Resources f
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

49. Lean
The Futures
Are Expensive
Design loses money Design makes money
Out of cash
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

50. Lean
Lean Learns
Certainty
‣ Lean focuses on learning what is
most valuable.
‣ Lean seeks to maximize necessary
change.
‣ Lean values learning over
everything else. Learning
represents certainty.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

51. Lean
Lean Process
BUILD
1. Build the solution.
MEASURE
2. Measure the value.
3. Learn a new solution.
LEARN
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

52. Lean
Lean Outcomes
Pursue velocity through the
BUILD build, measure, learn loop.
Rely on what was measured
MEASURE
in order to learn.
Velocity through the loop
increases risk you build the
LEARN
right thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

53. DESIGN
measuring certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

54. Design
Design is a modeling discipline. The design process
creates models we use to validate predictions about a
system. Design validates what we expect against what
we perceive. We architect systems that engender
expectations and perceptions. Experience is the gap
between expectation and perception. We design this
gap. We design experience.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

55. Why?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

56. Design
Design Context
Known Unknown
Problem ? ?
Solution ? ?
Resources ? ?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

57. Design
The Futures
Are Possible
Unknown problems/solutions Known problems solutions
Discover Model Validate
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

58. Design
Design Measures
Certainty
‣ Design focuses on discover
uncertainty.
‣ Design models change.
‣ Design values measuring over
everything else. Measuring
represents certainty.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

59. Design
Design Process
DISCOVER 1. Discover the problem
and/or the solution.
MODEL
2. Model the solution.
3. Validate your model.
VALIDATE
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

60. Design
Design Outcomes
Pursues velocity through
DISCOVER the discover, model,
validate loop.
MODEL
Measure what was made
against expectations.
Velocity increases the risk
VALIDATE
you measure the right thing.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

61. THE PROCESS
designing certainty
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

62. The Process
The Same
Process
AGILE LEAN DESIGN
Plan Learn Discover
Build Build Model
Review Measure Validate
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

63. The Process
Agile Process
PLAN
REVIEW
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

64. The Process
Lean Process
LEARN
Plan
Review
MEASURE
Build
BUILD
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

65. The Process
Design Process
DISCOVER
Plan
Learn
Measure
Review
VALIDATE
Build
MODEL
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

66. The Process
But what do we discover? Model? Validate?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

67. The Process
The Unified
Process
DISCOVER
Plan
DATA Learn
MODELS
Measure
Review
VALIDATE
Build
ARTIFACTS MODEL
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

68. The Process
Agile is obsessed with the question:
Is this what you wanted?
Lean is obsessed with the question:
Is this the most valuable thing?
Design is obsessed with the question:
Is this what we thought it was?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

69. The Process
Data
How do we create Models
Artifacts } Deliverables
Discover
How do we Model
Validate } Activities
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

70. THE MODELS
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

71. The Models
Design is a modeling discipline. The design process
creates models we use to validate predictions about a
system. Design validates what we expect against what
we perceive. We architect systems that engender
expectations and perceptions. Experience is the gap
between expectation and perception. We design this
gap. We design experience.
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

72. Mind Game
What does design model?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

73. Mind Game
If design models, what four things
does design model?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

74. The Models
o
Users
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

75. The Models
p
Interfaces
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

76. The Models
Interactions
o p
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

77. The Models
Systems
o p
o p
o p
o p
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

78. The Models
We validate our models by showing them to people.
Who do we validate our models with?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

79. The Models
Audience
AUDIENCE
Yourself Your team Organization Your users
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

80. The Models
How realistic must our models be
in order to be validated?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

81. The Models
Fidelity
VISUAL
None Low Medium High
BEHAVIOR
None Low Medium High
CONTENT
None Low Medium High
CONTEXT
None Low Medium High
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

82. The Models
What does our audience need to know in order to
validate the models?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

83. The Models
Annotation
IMPLICIT - What can the audience intuit? (Affordances)
None Low Medium High
EXPLICIT - What do we need to tell them? (Instructions)
None Low Medium High
TACIT - What do they already know? (Culture)
None Low Medium High
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

84. The Models
How will we communicate the models?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

85. The Models
Communication
TIME - When are you communicating with the audience?
Synchronous Asynchronous
PLACE - Where is the audience?
Co-located Remote
USE - How will it be communicated?
Private Shared
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

86. THE FIVE
QUESTIONS
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013

87. The Models
The Five
Questions
1. What model are we validating?
2. Who is the audience?
3. What fidelity do we need?
4. What annotation do we need?
5. How is it communicated?
From “The Design Age: maximizing value in agile and lean teams” by Austin Govella, Feb 7, 2013