This is the presentation that I gave at Agile India 2014 in Bangalore on integrating Lean UX process in to capital markets clients during 2013. Here for historical purposes, and the lessons apply still.

1. Experiences with Lean UX in Capital Markets
Agile India 2014
Michael Heydt, Principal, SunGard Advanced Technologies
Ravi Kanth, Senior Manager, SunGard Advanced Technologies

2. www.sungard.com
Goal for the Session
» Explain to you the adventure we have had in implementing Lean UX
with our Finance, particularly Capital Market and Wealth Management
Customers
» Give insights into how “theory” has been learned and implemented
» And key realizations that we’ve come to over many projects
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Agenda
» About SunGard Consulting Services
» Personal history with Agile and Lean UX
» Lean UX in a Nutshell
» How We’ve Adapted Lean UX
» UX as applied in Capital Markets and Wealth Management
» Lessons Learned from 2011-2013
» Moving Forward: 2014 and Beyond
» Q&A (answers not guaranteed)
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About SCS
» Consulting division of the worlds largest private software company
» Broad industry / product reach: Finance, Energy, Insurance, Higher
Education, Benefits Administration
» Advanced Technology Service Line
– NYC, Houston, London, Bangalore, Pune
– Current focus on UX, BigData, DevOps, Petabyte Data, and many
more
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Background
– Mike
– Ravi
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Additional Experience, Specific to Today
» 2009-2010 composited application frameworks for agility
» 2011-2012 applied concepts to wealth management domain
» 2013 application to capital markets
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Quote From Golfelf / Sieden: Benefit of Lean UX
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“Most importantly, all the teams at GE are
now empowered to get to a clickable
version of their experience in days
instead of months. They are able to
bring these ideas to internal
stakeholders and external customers
well before committing further
resources. In addition, the teams are far
better equipped to judge how successful a
new product release will be.”

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Steps of Lean From Golfelf / Sieden
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360 view of the customer from Golfelf / Sieden
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» Analyze the user
and his work
patterns
» There are many
different inputs
for
understanding
the users
workflow

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Lean UX Sprints From Golfelf / Sieden
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Well, this takes practice
» How to apply takes learning
» Apply UX to your UX Process (evolve how you create software)
» Lean UX is not just UI
– I think this is a misnomer for many people
– It is creating common understanding between users and those who
enable the user
– Defining how goals of the business get executed by users, and
implemented by software
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2013 Capital Markets Project(s)
» Capital Markets
– The customer: traders who want software tomorrow, with
incremental improvements regularly delivered
– Can’t wait for software to be built as every minute loses money
– But, we want to know a long-term strategy
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Challenges for UX with the CM Market
» Known worker processes, but legacy systems don’t implement
– Often 5-10 different systems to accomplish one simple business
process
– Requires continuous monitoring of multiple apps
» And it’s distributed UX
– Users run across roles, offices
– Need real-time collaboration, escalation, approvals
» Many organizations have their own UX groups
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UX Required Additional Perspective for CM
» Tight specification of business goals
» Need for roadmaps and timelines
» Limited, but voluntary access to users
– As long as we showed taking user into account
– And providing business value
» UX Had not been done before for CM customers
– Lots or work to “prove” the concept
» Define the patterns, show the benefit, rapid prototype
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What was our resultant means of success?
» UX is more than UI
» Business Goals and The Minimum Viable Product are Key
» MVP/MVFs define features that need to be created by users
» Build only MVFs that are needed to solve the business problems
» UX Patterns are how MVFs get mapped to technology
» Multigenerational plans map MVFs to sprints/themes
» Vision must be created to create common understanding of the plan
» MVFs provide traceability of code implementation to business goals
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The MVP/MVFs
» Each design / prototype is a proposed business solution
» Used each to validate user feedback
» It’s the smallest item that can be built to test assumptions
» An MVP does not have to be code. It is an approximation of the end
experience
» Used to learn and evolve the experience of the user

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The Lean MVP
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The UX Pattern
» What is a UX Pattern?
– A mapping of data to how the user wants to interact with the data in
a particular context (user roles and application delivery channel)
» What is involved in a UX Pattern?
– The data
– The user and their context
– The task to complete
– The delivery channel (desktop, web, mobile)
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What’s Our Process
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Understand the Business
Define Business Problems
Define Business Goals
Define MVP’s to Meet
Goals
Create the Software
IterativeUXSessionsand
Assessments

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The process creates… Vision
» Business Problem Statement
» Business Goals Statement
» List of MVF’s
» Prioritization of MVFs into a Multigenerational Plan (MGP)
» Vision is how MVFs transition the business to from the problem to the
goals, and at in what timeframes via the MGP
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The Team
» Three roles / people
– UX Information Architect
– Subject Matter Expert
– Developer
» All interact together with the user
» Desired to have some overlap of expertise across all three roles
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The Unified Team
Information
Architect
Domain
Expert
Developers
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Domain Specialist
Process Maps and Flows
• Knowledge of how the business works
Business Problem and Goals Definition
• Figures out the users and business pains
• And articulates how to fix them
MVP/MVF Definition
• What is exactly what we need to build
Multigenerational Plan
• What order do we implement MVPs
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UX Designer
UX Sessions
• User Interviews
• Persona Definition
• Works with graphic designer
Paper Prototypes
• Interactive sessions to determine user needs
Wireframes and storyboards
• Rapidly visualize, validate and revise the experience
Simulations
• Functional representation of final product
• Platform specific
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Developer
Coding
• Knows how to code for the platforms and technology
• From wireframes to production code
Visual Design
• Can make things pretty
• Knowledge of the target platforms
Adaptability through Reuse
• Builds flexibility of application to adapt to changes in UX
requirements
Environment
• Knows how to fit to the customer’s legacy technology
• There are no greenfields in capital markets
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Elements of the “Vision”
» Problem Statements
» Business Goals Definition
» The set of MVF’s = the MVP
» Multi-generational plan
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Example Final Problem Statement
• Really expensive to maintain existing system
Existing Tech Cant Be
Supported
• Creates chances for expensive mistakes
• Makes training expensive
• Every person makes their own process, all inefficient
Systems don’t support
workers processes
• They can’t see what’s going on in different systems
• Expensive context shifts when switching systemsUsers can’t multi-task
• Supervisors can’t monitor work of their employees
• Supervisors can’t approve or escalate events
No explicit support for
hierarchical workflow
• Too much functionality expose to users – they can make
expensive mistakes
Current Systems Don’t
Support User Roles
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Example Business Goals Definition
• Eliminate need to redundantly enter data
• Reduce context switching
• Reduced cost of training
User
Effectiveness
• Provide consistent and complete functionality
• Provide evolutionary software
• Sunset old technology
Functional
Capabilities
• Expose data to the enterprise
• Mobile Access
• Offline Access
Multiple Channel
Enablement
• Lower operational costs of hardware
• Get rid of old technology
• Higher service levels
Operations
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Example MVFs: CM Trade Amendment Approval
» Desk monitor sees and acknowledges trade amendments posted by
traders within a specified period
» Amendment needing approval are prioritized in views by duration to
expiry
» Desk monitor supervisors are given views of desk monitors with
amendments needing approval within a specified period of expiry
» Amendments exposed in all 5 internal systems will be surfaced to desk
monitors in a single view
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Long-term roadmap of MVF’s
MVF #1 MVF #2 MVF #3 MVF #2 MVF #3
MVF #4 MVF #N MVF #N MVF #N MVF #N
MVF #N MVF #N MVF #N MVF #N MVF #N
Highest Priority
Lowest Priority
FutureEnd of
Phase 1
Day 1
Support
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Themes

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MVR 1
• MVF #1
• MVF #2
MVR 2
• MVF #3
• MVF #4
• MVF #5
MVR 3
• MVF #6
MVR4
• MVF #7
MVR 5
• MVF #N1
MVR 6
• MVF #...
Month X MVP2: Month X+2 MVP3: Month X+3
MVP4: Month X+4 MVP5: Month X+5 MVP6: Month X+6
End of
Phase 1
Day 1
Support
The Multigenerational Plan – Sequenced MVRs
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Traceability of MVF to Problems and Goals
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Problem MVF Goal

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Traceability: Example
Problem
• They can’t see what’s going on in different
systems
MVF
• Amendments exposed in all 5 internal
systems will be surfaced to desk monitors in
a single view
Goal
• Reduce context switching
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Business drivers visualized
Business
Processes
Trade
Amendments
Operational
Risk
Monthly
Reports
Observed
Deficiencies
Requires
Produces
Aggregated
Analyzed
Adapts behaviors
and capabilities External
Internal
Cannot prevent
mistakes
Cannot react
to needs
Inefficient and
error prone
Day 1
Support
Monthly
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Add driver:
Business
Processes
Trade
Amendments
CALCULATED
Operational Risk
Approval
Workflows
Observed
Deficiencies
Requires
Produces
Generates
Analyzed
Adapts behaviors
and capabilities
Attempts to
prevent mistakes
Cannot react
to needs
Efficient and
reduces errors
Immediate
Future
External
Internal
Risk Reduction &
Approval Workflow
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From Clients…
» Your process is a breath of fresh air
» You have delivered so much more than we expected
» You’ve presented what you will be doing in the short and long-term in a
way unlike we’ve ever seen
» You are showing an understanding of our business that no one has
ever done
» “Amazing!”
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Things that went well in the CM project
» Time doing UX, in replace of “analysis”, was joyful
» Customers knew exactly what they are getting, and saw progress
weekly
» Scope did not creep due to definition of MVP’s and business goals
» We Delivered Exactly/ONLY What Was Needed, and it worked well
» Technically, MVVM Patterns Help Greatly with Reuse, rapid change in
UX, and IoC/DI goes great distances for SPLE
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Things I’d Like to do Better
» Longer cycle time than I would like
» Client UX Team was isolated, and only gave us a lot of high-fi photo-
shops.
» Still a lot of coding, and worrying about details of languages
» UI Wireframes done in Powerpoint (ugh).
» Need better support for patterns and code generation
» UX is not just UI: Performance. Data Requests are still important
» Manual deployments, still scheduling releases and waiting weeks
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The Future
» UX Body of Knowledge (BOK): the MVPs and patterns
» Create factories for creating software from the UX BOK
» Apply software product line concepts
– Common MVPs and patterns form fixed part of product platform
– Custom MVPs for the variable product components
» Apply to additional domains
– Insurance, Education, Benefits, Healthcare
» Platform specific components auto-wired as composited solutions
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The Future
» Not just
simulations
» UX design goes
directly to code
» Code directly to
deployment
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Thanks!
Michael Heydt
SCS ATS NYC
Michael.heydt@sungard.com
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Ravi Kanth
SCS ATS NYC
Ravi.kanth@sungard.com
Aditya Yadav
SCS ATS Bangalore
Adtiya.yadav@sungard.com