A brief slide deck that describes the purpose and value of User Experience tailored toward engineers who are working in agile development environments. I pulled together slides I've used over the years for many organizations and updated/scrubbed it.

1. Introduc)on
to
User
Experience
for
Engineering-­‐Driven
Organiza)ons
23
January
2015
Jim
Jarre0
443-­‐844-­‐9690
cell
jim@jarre:nterac<ondesign.com
www.linkedin.com/in/jarre:nterac<ondesign/

2. Pleasure
and
immersion
in
use.
Meet
expecta)ons
of
web
and
consumer
products.
Measurably
effects
usability.
Components
of
Usable
Systems
Good
requirements:
a
strong
understanding
of
users,
the
work
they
do,
the
context
within
which
they
do
their
work,
and
their
mo)va)ons.
Fitness
to
Use
Good
Design
Consistency
Aesthe)cs
More
ideas
=
beJer
design.
Skilled
design
prac<<oners.
Mul)-­‐disciplinary
design
teams.
Transfer
skills
to
other
areas
of
product.
Establish
trust
and
meet
expecta)ons.
Corporate
recogni)on.

3. Test
and
solicit
feedback
on
the
designs
using
expert
reviews,
cogni)ve
walkthroughs,
and
usability
evalua)ons.
User-­‐Centered
Design
Overview
*
Study
users
and
their
work
using
Contextual
Inquiry,
interviews,
and
surveys.
Inves)gate
Innovate
Ar)culate
Evaluate
Iterate
*
apologies
to
Bob
Dylan
and
INXS
Invent
new
ways
to
accomplish
the
work
using
par)cipatory
and
collabora)ve
design,
paJerns,
frameworks,
and
concept
selec)on.
Create
mockups,
prototypes,
or
specifica<ons
to
share,
test,
and
review.

4. Goal
of
User-­‐Centered
Design
Logical, Digital Work of Software
Messy, Analog Work of People
User Interface
Push
the
user
interface
to
be0er
support
the
way
users
work
rather
than
expressing
the
way
the
soSware
works.

5. Customer & User Engagement
Market & User Research
Design Evaluation
Market
Research
Concept
Feedback
Contextual
Inquiry
Product Development Lifecycle
Requirements
Validation
Cognitive
Walkthroughs
Usability
Tests
Beta
Releases
Demos &
Presentations
User
Engagement
Touch
Points

6. User
Research
UX
Architecture
and Concepts
UI Mockups
Detailed UI
Design
UI
Development
Product
Owner
Team
Product
Manager
Business
Analyst
Architect
UX
Designer
UX
Evaluation
Scrum
and
UI
Design

7. UX
in
the
Agile
Process

8. Strategic
and
Sustainable
UX
Investment
Concept
Realiza)on
New
Product
Design
Product
Improvement
Team
Educa)on
+
Process
Improvement
PaJerns
+
Standards
Compe))ve
Analysis
Other
Focused
on
poten<al
future
business
and
product
direc<ons.
Take
ideas
from
anywhere
-­‐
including
our
own
-­‐
and
create
concrete
representa<ons
that
can
be
shared,
cri<qued,
and
evaluated.
Focused
on
near-­‐
term
product
goals.
Itera<vely
invent,
define,
and
refine
solu<ons
for
current
and
next
releases.
Focused
on
improving
shipping
product
in
near-­‐
term
releases.
Collabora<vely
test,
review,
evaluate,
analyze
feedback
and
apply
to
exis<ng
product
func<onality.
Focused
on
building
the
capacity
of
our
teams
to
build
great
things
without
our
constant
direc<on
or
interven<on.
Bring
new
ideas
into
the
methods
we
use
for
product
development.
Teach
the
teams
to
fish.
Focused
on
capturing
and
replica<ng
the
good
stuff
and
removing
inconsistencies.
Define
pa0ern-­‐
based
approaches
to
common
visualiza<on
and
interac<on
cases
in
our
system.
Focused
on
understanding
our
compe<tors'
approaches
to
similar
problems
to
both
iden<fy
weaknesses
and
steal
good
ideas.
Review
marke<ng,
documenta<on,
and
use
of
our
compe<tors'
products.
Focused
on
keeping
UX
engaged,
visible,
and
relevant
across
the
en<re
organiza<on
and
product
lifecycle.
User
research,
collabora<ve
idea
genera<on,
storyboards,
sketches,
wireframes,
comps,
personas,
scenarios,
narra<ves.
Detailed
wireframes,
lo-­‐fi
prototypes,
naviga<on
diagrams,
behavioral
specs,
example
content,
style
guides
Bugs,
change
requests,
sugges<ons
and
influence.
Based
on
usability
tests,
expert
reviews,
customer
and
partner
feedback,
other
research.
Brown
bags,
mentoring,
reading
groups,
facilita<on
and
collabora<on
methods,
dev
par<cipa<on
in
user
research,
usability
tes<ng,
and
reviews.
Evolving
system
style
guide
and
pa0ern
library.
Promo<on
of
common
components
suppor<ng
those
standards
in
the
system.
Screenshots,
flows,
terminology,
concepts,
and
sample
data.
"Sell
against"
points.
Visibility
and
impact
at
the
leadership
level.
Presence
and
value
in
the
work.
40%
Strategic
40%
Tac<cal
20%
Ad
Hoc
Sustainable:
5-­‐10%
of
overall
R&D/engineering
budget*
Best
in
Class:
25-­‐40%
of
overall
R&D/engineering
budget*
*
includes
front-­‐end
development
resources