- How and why do human-centred design and agile work together, in a corporate context. - Create a product vision before you start agile development. It's not BDUF and it will save you a lot of time. Before you can course-correct, you need a course! - A few simple points about how designers and developers work together effectively during implementation, especially on complex, legacy systems. - And some notes about what to do when you REALLY can't get contact with your customers.

1. DESIGNOFFICE
Agilityfest
Combining Design and Agile
for great results
Phil Barrett and the Design Office team
August 2018

2. Absa Design Office: The banking app. And much more…

3. Absa Design Office:
~130 people who collaborate to solve wicked problems
and deliver great customerexperiences.
So that customers choose to do business with absa.

4. Design Thinking is especially good at unpicking wicked problems like this

5. DESIGNOFFICE
We identify great solutions using the
design thinking process
5 “Human-Centred Design”(HCD)
Diverge
Converge
Diverge
Converge
Make the right thing
(Problem)
Make the thing right
(Solution)
SYSTEM
INSIGHT
ALIGNMENT
AND FOCUS
FRESH
IDEAS
VALID
SOLUTIONSEMPATHISE DEFINE IDEATE
PROTOTYPE
& TEST

6. DESIGNOFFICE
Design delivers a good experience
6
Reliable
Works fast and correctly every time.
Usable
Easy to discover what it does and operate it.
Powerful
Offers advanced features and shortcuts for high-frequency users.
Delightful
Looks beautiful, slick and charming to use.
Useful
Does things people want and need, better than before

7. Not human: Logical, patient, makes optimal decisions Actual humans: Emotion, limited attention.
Customers’ behaviour during a service experience impacts the bottom line

8. DESIGNOFFICE
8
More signups
More products per customer
Higher value per customer
Longer customer lifetime
Lower service costs
Advocacy: Lower
marketing spend
Reduce
costs
Increase
revenue
Good experience
= good business

9. DESIGNOFFICE
Good customer experience delivers revenue growth
Forrester compared five pairs of publicly
traded companies where one company in
each of the pairs had a significantly higher
score than the other in Forrester’s
Customer Experience Index during the
period 2010 to 2015.
They built models that calculated the
compound annual growth rates (CAGR) for
the ten companies from 2010 to 2015.
9

10. So design is a
key enabler of
Absa’s strategy.
DESIGNOFFICE
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For all of these challenges, we have to
solve wicked problems or create great experiences.
Usually both.

11. Agile + design =
DESIGNOFFICE
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12. We love agile because
• It works on human timeframes
• It works with human motivational psychology
• It delivers value early
• It enables organisations to course-correct as they learn
DESIGNOFFICE
12

13. DESIGNOFFICE
Agile is great at delivery
13

14. DESIGNOFFICE
14
Where do
backlogs
come from?
backlogs
come from?
Where do

15. BDUF
DESIGNOFFICE
15
Big Design Up Front
Assumes that you can already know the answers before you make things
and try them out for real. And in big systems or new systems, you can’t.

16. DESIGNOFFICE
Before you can course-correct,
you need to set a course.
16
The right solution lies over here
No design up front? Prepare for
more rework and lower customer
satisfaction.

17. DESIGNOFFICE
Discovery: Creating and proving a solid vision
Define, agree and validate:
• Target users
• Jobs they need to get done
• Pain points and opportunities for us to exceed expectations
• Overall product/service structure
• Selected key journeys
• Prototypes showing those journeys
• Tested and iterated with target users until they click
• Business objectives
• Business key results
• Agreed understanding of current state
• Business constraints
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3-12 weeks
USER JOURNEY
CONSTRAINTS
USER SITUATION
BUSINESS SITUATION
USER GOALS (JBTD)
BUSINESS GOALS
PERSONAS
OVERALL CAPABILITIES &CONSTRAINTS
CUSTOMER GOALSAND MOTIVATIONS
OUTCOMES
METRICS
CAPABILITIES
TASKS
PAINS&GAINS
ABSA DESIGN OFFICE
Once you’ve pinpointed the right problems, many solutions can start to appear.
Problem discovery canvas v0.2

18. DESIGNOFFICE
Share customer insights - problem definition workshops - team ideation sessions - observing customer tests
Structured alignment and collaboration built in
18

19. DESIGNOFFICE
Customer story sessions - Diary studies - Live experience testing
Effective customercontact built in
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20. DESIGNOFFICE
Prototypes - User tests - Customer outcome analytics
Testing and learning built in
20

21. DESIGNOFFICE
Product discovery example:
Business bank
Comparing my
business to others
Show people how businesses like them, or businesses in their industry, are performing
• People don’t like being compared to similar businesses, because they feel like their
business is different
• People are concerned about the source and accuracy of the data presented
• People are concerned that their own business’s data will be used without their
consent
Competitors:
It doesn’t look like anyone offers this
21
A new way of reading your
balance
• People liked the importance of balance over available balance
• Business owners want to see the amount of cash available
immediately at any given time. They are less interested in their
net value and have trouble interpreting a balance that takes
asset finance and investments into account.
• People liked being able to select the accounts to take into
consideration to calculate balance.
• The participants interviewed have five or fewer bank accounts,
and they tend to have all their transactional and savings accounts
with the same bank. Asset finance is often with another bank.
Competitors:
No other bank is doing it this well
Idea: Validated Idea: Invalidated
• They are scared of making mistakes and paying the wrong person• They try to avoid a long list of beneficiaries
• They don’t trust ‘bank approved’ beneficiaries
• They felt that it involves a lot of effort, especially if they don’t have a relationship yet with the
beneficiary
George - Partner
Whaam Concepts
Even with AVS people did not likeadding a beneficiary because
“I just hate having a long list of beneficiaries so myregular suppliers are beneficiaries and everyoneelse is a once-off payment. I know it’s a ‘schlep’.
Unexpected discovery

22. DESIGNOFFICE
22
Product discovery gets you a vision

23. DESIGNOFFICE
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… and a backlog and roadmap

24. DESIGNOFFICE
MegaU’s Purpose
We encourage, teach and enable
young South Africans
to use their money wisely,
to make their dreams come true
today and tomorrow.
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25. DESIGNOFFICE
• ☷☷☷☷ ☷☷☷☷☷ ☷☷
☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷
☷☷ ☷☷ ☷☷☷☷☷☷☷
Roadmap:The big themes that will start to get us there
25
Now Next Later
• ☷☷☷☷ ☷☷☷☷☷ ☷☷
☷☷ ☷☷☷☷☷☷
☷☷☷☷☷ ☷☷ ☷☷
☷☷☷☷☷☷☷ ☷☷☷☷☷
☷☷ ☷☷ ☷☷☷☷
• ☷☷☷☷ ☷☷☷☷☷ ☷☷
☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷
• ☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷
☷☷☷☷☷☷ ☷☷☷☷☷ ☷☷ ☷☷
☷☷☷☷☷☷
BASIC CONVENIENCE
• ☷☷☷☷ ☷☷☷☷☷ ☷☷
☷☷ ☷☷☷☷☷☷ ☷☷☷☷☷
☷☷ ☷☷ ☷☷☷☷☷☷☷
☷☷☷☷☷ ☷☷ ☷☷
☷☷☷☷
ACQUISITION
MONEY EDUCATION
CRYSTALISE THE VALUE
ACQUISITION
• ☷☷☷☷ ☷☷☷☷☷ ☷☷
☷☷☷☷
BASIC CONVENIENCE
BASIC CONVENIENCE
BASIC CONVENIENCE

26. DESIGNOFFICE
Different timeframes = different conversations
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LEANUX
Fuzzy-edgedSpecific
Minimal Full featured
Pragmatic Ambitious
Locked down Changeable
Explore
Robust
Challenging
Debate and discover
Now Next Vision

27. DESIGNOFFICE
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In sprint, it’s more like this

28. Agile ceremonies - co-location, if you’re lucky
UX+Agile: Developercollaboration built in

29. DESIGNOFFICE
A sprint
29
DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 7 DAY 9 DAY 10
SPRINT X
REVIEW&RETRO
PLANNING
DAY 4
GROOMING
GROOMING
DAY 8

30. DESIGNOFFICE
A sprint,plus design ceremonies
30
DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 7 DAY 9
SPRINT X
REVIEW&RETRO
PLANNING
GROOMING
DESIGN
DAY 4
GROOMING
DESIGN
DAY 8 DAY 10

31. DESIGNOFFICE
…plus usercontact
31
DAY 1 DAY 2 DAY 3 DAY 5 DAY 6 DAY 9
SPRINT X
REVIEW&RETRO
PLANNING
LEANUX
GROOMING
DESIGN
DAY 4
GROOMING
DESIGN
DAY 8 DAY 10
USERTESTING
DAY 7

32. DESIGNOFFICE
A story ripens overseveral sprints
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SPRINT X
REVIEW
PLANNIN
GROOMI
DESIGN
GROOMI
DESIGN
USER
SPRINT X-1
REVIEW
PLANNIN
GROOMI
DESIGN
GROOMI
DESIGN
USER
SPRINT X-2
REVIEW
PLANNIN
GROOMI
DESIGN
GROOMI
DESIGN
USER
Story discovery. Story flows and
sketches.
Story prototype.
For example…
User test. Final review. Sizing.
READY FOR DEV
Different stories will follow longer or shorter journeys, depending on size and complication.

33. User testing for corporate, wealth and Africa:
Not straightforward!
DESIGNOFFICE
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34. DESIGNOFFICE
So we use what we can get
Before design
We work with people who do have customer contact:
relationship managers, contact centre staff.
We create persona hypotheses.
We tell customer stories and map experiences.
Afterlaunch
We make feedback easy for customers to send - and we
gather and analyse it.
We measure customer success rates.
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35. DESIGNOFFICE
An as-is customerjourney map
35
SMEs in Uganda
Sources include: CVP team presentations, Barclays pitch
book, in-country websites, internal process docs, exec
presentations, mystery shopping, interviews with
relationship managers…

36. DESIGNOFFICE
Personas: Evolving
best guesses about
our target users36

37. DESIGNOFFICE
Measure customersuccess rates
Ratios like…
• Signup/conversion rate
• Transaction success rate
• Churn rate
• Repeat calls per issue
Paired with quantities like…
• Active users
• Transaction volumes
37
Registered users
Monthly active users
24,500 17
Don’t let big vanity numbers obscure
customer success reality.

38. DESIGNOFFICE
Typical corporate metrics and targets today
38
Service/product/feature
implemented.
On time and on budget.
BU staff PD objectives are
set using this.
Profits generated.
Sometimes revenue.
BU boss targets are
set using this.
Some stuff happens
The organisation
measures these, and
ignores the middle.

39. DESIGNOFFICE
Bettermetrics and targets
forcustomercentric organisations
39
Implementation
ProfitCustomers get what they want
by buying or using your products
Measure where the
money is actually being
made!

40. DESIGNOFFICE
When we discoverUX debt,add it to the backlog and
prioritise it along side otherfeatures
40
Debt
Story
Story
Debt
Debt
Story
Remember, if people can’t use an existing
feature:
• We can’t make money out of it.
• They might choose a competitor product.
So fixing a feature that’s released is just as
important as releasing a new feature.
Debt
Story

41. So remember…
• Good experience is a key competitive
advantage.
• Backlogs don’t make themselves! Take time to
set a course before everyone starts building.
• Design must participate in all the agile
ceremonies, and it needs an extra one: design
sessions.
• When you can’t get face time with customers,
work with people who do.
• Measure customer success rates and prioritise
UX debt alongside new features.
DESIGNOFFICE
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42. Enjoy!
email: phil@fronttoback.org
whatsapp: 074 316 8874