Surviving Back to Back Design Sprints and Securing UX Presence in Product Design
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A modified Google Ventures design sprint methodology was applied to seven back to back design sprints on three product lines. The UX team had previously been a reactive agile design team that had minimal support from product owners and stakeholders. With management championship, the design sprints were implemented with the UX team, product owners and stakeholders. Additions were made to the Google Venture methods to minimize our internal challenges and increase the success of the sprint. Outputs from each design sprint were presented to upper management and became part of the product road maps. The sprints not only increased collaboration between roles, but transformed the UX team into a spearheading product vision and solutions team.
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Surviving Back to Back Design Sprints and Securing UX Presence in Product Design
- 1. 1 SURVIVING BACK TO BACK DESIGN SPRINTS AND SECURING UX PRESENCE IN PRODUCT DESIGN TALISSA DAVIS LEAD UX DESIGNER
- 2. 22 I'M NOT AT ALL ASSOCIATED WITH GOOGLE OR ANY OF THE TOOLS OR SOFTWARE THAT I’M GOING TO MENTION TODAY. Disclaimer
- 3. 3 WHO WE ARE CONNECTURE, INC.
- 4. 44 Leading Provider of Health Insurance Software Solutions: • SaaS-based and multiple platforms • Individual, Group, Medicare, Engagement • Diverse distribution: Health Plans, Brokers, Affinity Groups, Federal Govt., Provider Sponsored Plans • Decision support, conversion, retention and analytics tools Founded in 1999 20 million consumers served every year Milwaukee; Chicago; Durham; Farmington;Washington, D.C. 130+ clients, including 20 of the largest carriers WHO WE ARE
- 5. 55 OUR MISSION --- To empower our customers with innovative technology that makes choosing healthcare coverage simpler.
- 6. 6 SOFTWARE SOLUTIONS ARE AT THE CENTER OF SOLVING OUR CUSTOMERS’ PROBLEMS
- 7. 7 UX TEAM EFFORTS AN D POSITION
- 8. 88 UX TEAM Kristine Howell Former UX Manager Talissa Davis Lead UX Designer Jeremy White Lead UX Designer Jessica Bahling Senior UX Designer Christopher Neuharth Former VP of Product Mike Beck, Front End Developer
- 9. 99 PREVIOUSLY • Live under Product but supported clients • Reactive • Worked off of ticketing system (Kanban) • Big team with leads assigned per product line • Conducted design sprints off and on as needed
- 10. 1010 A PERFECT TIME FOR CHANGE Open EnrollmentIdea Backlog Product Initiatives 7 Design Sprints in 3 Months
- 11. 1111 FOCUSED ON 2 SEGMENTS GROUP INDIVIDUAL MEDICARE DRUGCOMPARE
- 12. 12 GOOGLE VENTURE DESIGN SPRINTS H OW W ER E W E GOIN G TO IN N OVATE?
- 13. 1313 GOOGLE VENTURE (GV) DESIGN SPRINTS https://www.gv.com/sprint/ “The sprint is a five-day process for answering critical business questions through design, prototyping, and testing ideas with customers. ” “The sprint gives teams a shortcut to learning without building and launching.”
- 14. 1414 GV DESIGN SPRINT WEEK https://www.gv.com/sprint/
- 16. 16 SURVIVAL H OW D ID W E MOD IFY?
- 17. 1717 RULES AND EXPECTATIONS • A sprint introduction presentation was given to all new participants • Due to budget, employees could participate remote • Electronics were allowed • Meetings were conducted online (conference room for those at HQ) • Had to use video • Everything (sketches and assets) were online • A decider had to be present (or appoint one in their absence) • All participants sketched, helped with test plan and user testing • Use of existing pattern library was encouraged
- 19. 1919 OUR SPRINT SCHEDULE Most flexibility GV SPRINTWEEKPRE-SPRINT POST-SPRINT
- 20. 2020 Pre-Sprint Area in RTB PRE-SPRINT • Resources • Our previous research • Newer secondary research • 101 meeting • Product managers/deciders gave background information • Users • Existing product • Sales • Market trends • Participants encouraged to put lightening demo examples in RTB Instructions Documentation Notes/ideas
- 21. 21 GV SPRINT WEEK • Schedule • Minor time adjustments to daily schedule to accommodate participants in different time zones • Flexible on prototyping and testing days • Delegation • 2 designers for prototyping • UX and/or other roles wrote test scripts on prototyping day Pre-Sprint Area in RTBGV Each day had a panel
- 22. 2222 Post-Sprint Area in RTB POST SPRINT • Testing depended on participant availability • Test results • Summarized as we went • Finalized recommendations in separate meeting • Sketched and updated prototype if needed • Presented the sprint results to other employees and upper management • Conducted retrospectives Notes from testing Synthesis and new sketches
- 23. 2323 SCHEDULING • One person in charge of scheduling • Used Aha! for timelines and to hold assets • Used Confluence as a checklist for the daily schedule • Emailed sprint invites • Block off participants calendars ASAP • Include all links for assets • Use same online meeting info • Specific design sprint emails were created and sent at one time
- 24. 2424 TOOLS Realtime board earned the “Gold Star” Collaboration Scheduling & Documentation Prototyping &Testing
- 25. 2525 DEEPER LOOK INTO RTB • Organize days and activities into panels • Everything goes here • Pre-sprint info • Sprint (map, sketches, voting, user testing notes, etc) • Parking lot
- 26. 26 OUTCOME SPOILER : W E MA D E IT
- 28. 2828 WHAT WAS AMAZING? • All roles had input • Built off of everyone’s ideas (e.g. “not my way” or blame game) • Other roles ”stepped up” in traditional UX tasks (sketching, scripts, testing) • We shared results with clients • There is more trust within and across teams • UX secured role in developing new products “My favorite part is getting different perspectives from each team member through sketching and consolidating those to make something better.” - Melissa, Solutions Architect “It does not have to be perfect. The whole point is to get your creative juices flowing and challenge yourself to think about ways to solve problems in more ways than one. “ - Beth, Product Analyst Manager
- 29. 2929 UX AND OUR ROLE IN PRODUCT • 2 product/segment redesigns • UX is continuing the design with product • UX is an equal partner in development discussions • Personas were created and/or improved • We got “buy in” that this process works! “We had many designs that fed the product roadmap and were able to innovate” -Kristine, Former UX Manager
- 30. 30 LESSONS LEARNED LOOKIN G BAC K
- 31. 3131 WHAT WOULD WE CHANGE? • Keep the initiatives or products in sequence • Take on smaller issues/problems • Ensure 2 designers are available to prototype • Getting more key people involved (sales, development) • Make sure MVP is clear • More time (wrap up, iterate) “I feel like sometimes we are a little too ambitious – we set the bar too high and then fail to deliver in set timeframes.” -Melissa, Solutions Architect
- 32. 3232 FINAL WORDS OF ADVICE… • Carve out the time • Educate participants on the process and expectations • Try to stick to the daily schedule • Involve multiple roles but be mindful of personalities • In person (if possible) • Encourage involvement and participation (especially remote participants) • Keep it positive and highlight everyone’s strengths • Ensure your target is the right size • Determine if you are going to consider technical limitations • Reassure everyone that the prototype doesn’t have to be perfect • Document the sprint • Conduct retros (make improvements and celebrate your successes) “Use the prototype and results as a guide to the final product .Things will changes as analysis and prototyping continues to requirements and development.” -Melissa, Solutions Architect
- 33. 3333 OTHER COMMENTS FROM PARTICIPANTS “I think the design sprint was really beneficial to get input and ideas from a wide spectrum of individuals, considering suggestions, identifying possible problem solutions and deciding the best way to proceed.“ -Debbie, Senior Functional Advisor “We might get it wrong; it might not be the final product but we will know before we invest a large amount of $$$ and time.” -Melissa, Solutions Architect “It has been very beneficial to give our clients insight as toWHY we do things certain ways. It has also been good to share our personas with clients to see how they align to how they think of personas in their world.” -Beth, Product Analyst Manager
- 34. THANK YOU! CONTACT ME FOR ANY QUESTIONS TALISSA DAVIS LEAD UX DESIGNER tdavis@connecture.com
Notas do Editor
- Good am I'm Talissa Davis, Lead UX designer at Connecture. I'm going to share with you on how we survived 7 back to back sprints and how we secured our UX presence in product design My goal is that you will have something actionable from this presentation to take back with you.
- First off, I'm not getting paid. I'm going to share with you a list of tools or software that were available to us. I'm sure there are many tools out there and even some of our sponsor tools would have been amazing.
- I'm going ot share with you some marketing slides to add context to our company culture.
- We are health insurance software Multiple platforms Many remote employees. I'm in Atlanta, UX team is in Milwaukee Our shopping, quoting and enrollment software is part of the client solution. WE can't claim their landing pages
- Here's our company mission statement. We need to help customers make it simple for them to choose health insurance and they also need choice for themselves. As Bob said at the villian vs. Superhero talk, Medicare is a prime example.
- I want to give you some background on how we were structured and what we were doing previously
- First, I want to introduce the UX team. These are the people that survived this with me. They are all in the Milwaukee area
- Previously.. We are product designers. The product gets customized or "configured" by the clients. We also get pulled in for some client support We were very reactive. We weren't in front of development. We worked off of a service desk and ticketing system. I would assign design tickets to designers per product. It was always centered "what tickets are you working on" We had several successful design sprints for product redesigns but For the most part... it was centered around "what needs to be done now" and not future innovation
- Last fall was the perfect time for us to change things up Company identified products VP product and UX manager championed GV sprints Can you imagine my face when Kristine, my former manager told me this. My head was spinning. And that she wanted me to ensure we met our goal. How are we going to do this?
- Out of these four segment/product lines, leadership decided that Group and medicare were the ones to focus on. Group is Small employer coverage. So a broker typiclaly shops for a small employer (not ACA) We also did entirely exploratory process design sprint out of this.
- How many people have experienced a GV design sprint? Here's a brief intro/refresher.
- Basically it's an amazing and exhausting experience. It gives you the ability to solution and validate very quickly without a lot of time or money. You bring all of these people together, address a problem, identify a target and test a solution in 5 days.
- Monday-Diving into the problem: setting goals, identify sprint questions, map out your users and flows, interview SMEs, and identifying your target. Tuesday- Lots of innovation: lightening demos, sketching Wed- vote and storyboard Thurs- build out prototype Friday-test GV does outline activities and timelines that help you through this process
- I have the book here if anyone wants to take a peek The website provides basically everything
- We did have to modify to meet our goal We had segments that were new to some of us We had participants that were new to the GV design sprint process
- Gave a ppt at first sprint of each product and for new participants as needed I went to milwaukee a couple of times. It's always better in person, but it can be done remote Everything had to be put online. I'll talk to you about how we did that in a minute. A decider had to be present or we would have to shut down (especially on the decision days...prototype and testing, not so much) Product owner, PM, VP Everyone had to participate. UX can't do it all. We got really good at delegating tasks (didn't care about the role)/ let it go Everyone sketched...we had exercises to help them (figure 8, police sketching---someone who doesn't feel comfortable can tell ux what they are thinking...boosts their esteem) We have a pattern library for all of UI design. At the beginning of the sprints, we would determine how in or out of the box we wanted to be Usually it's that happy medium of "use what you can, but don't let that stop you"
- Here are our the typical roles that we included. The top 3 are the essential roles. They are the foundation. 2nd row, it was a typical mix. Sometimes the Product owne/PM would be the decider It's always nice to have 2-3 UX designers, 1-2 BAs Solutions architects are nice to have. Sales and dev We interviewed sales as our SMEs. We couldn't get them for more time than that. Same with dev, it was hard to pull them in. 1 of the products, we didn't know what platform it would be built on, so we didn't know who. (wish we would have...but pulling them in is best for more technical sprints (not exploratory/redesigning)
- We added the pre sprint and the post sprint. We felt that 5 days was not enough for us. Google Ventures outlines activities outside of the sprint, but we have all of these activities as part as our "formal sprint" We had to be flexible in testing due to participant recruiting- brokers are hard to find.
- When redesigning a current product Wanted to look at our past research on our product Refresh ourselves with what the latest research is around the functionality of the product We had a meeting where the product owners etc. Would give us background and what they were were hoping to get out of the sprint. It was a good way to get a jump start prior to sprint week Lightening demos—get them in Here's a screenshot of where we put our pre sprint resources- I will go over the tools /software in a minute, but the take away is that we had an area to jot down questions, research links, etc Unfortunately, I can't share the data, but I wanted to show how we organized our sprint.
- Stuck to the GV design sprint schedule Allowed for flexibility on prototyping and testing Team goes overboard on complexity/fidelity of the prototype at times Again, everything was in RTB. We put our sprint questions, drew are map, uploaded all of our sketches and voted in there.
- Most of the time the testing wrapped up durint our "post sprint week" Some points about how we handled the results...
- had up to 10 emails open at one time- sent all at once Alot of this maybe common sense-but when you are in the middle of it, you have to keep organized. No one likes a million updated meeting invites
- these are the tools that we used. Like I said, this is what was available to us Real time board can be really hard for new users. But it met our needs of having evertyhign in one place. Axure- we tend to gravitate towards high fideltity, XD is the only other tool that's available us to right now (No sketch, balsamiq etc)
- Had minimal squirrel moments, when we did, they went to parking lot have to keep your focus on the target that you identified- call people our if they aren't pull up the map with that target - make sure the sketches and prototype are meeting your target
- eliminates the "my way or no way" still have "know it alls" People stepped up. As far as testing, we had them shadow us and explain the best practices of questions and interviewing. everyone has been overwhelmingly positive we came together and we did this
- UX didn't hand these prototypes into a black hole The designs that were done in the sprint are in dev right now. I’m supporting them and still designing ahead. we are integrated within the product/dev teams. example: remove x feature. No, we can't. that was a main part of our sprint and it tested well buy in from stakeholders and upper management
- Hard to get a group of people to shift their focus. Working on 1 product for 1.5 weeks, then changing to a different product. You could also do a main sprint and follow that with mini-sprints as needed I felt that our targets were too big. prototyping was a nightmare. I feel like this is where we should have stuck to GVs recommendation---small! It’s nice to have as many UX as possible. It can be done with one. –I facilitated and prototyped a couple of weeks ago. I did it…but it was a lot mentally. More people Dev during 1st 3 days Sales more on 1st 2 days? Ask product owners to be upfront about the MVP. I felt like we wasted time- design big ideas...then it gets descoped. At times I feel like we could put more effort into making the MVP the best possible experience
- Just do it! Maybe you can't do anything back to back like we did. You have to get buy in from managers that it works. Start small. Do 1 or 2 and see how it goes 1. the presentation 2. people are dedicating alot of time. allow breaks 3. be mindful of personalities. Don't invite someone who will throw off your efforts or not be a team player. 4. esp remote 5. compliments go along ways