Many different styles and frameworks of Agile Software Development have been developed since The Agile Manifesto was written. A prevailing goal across the alternatives is to promote peace of mind for customers, users, and the development team. Unfortunately, it is all too common for Agile teams to experience turbulence rather than tranquility.
Seven guiding principles that promote peace of mind are presented. These principles provide a framework for discovering new processes and practices that will improve team productivity, communication, and performance. The goal for practitioners is to find, identify, and implement practices that work in their environment and make people awesome.
9. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
Interaction should be Distraction Free
Things Go Better when Done with Others
Embrace Your Complexity and No One Elseâs
13. @rbkeefer
User Expectations of System Performance:
⢠Respond within one second to avoid interrupting a userâs flow of
thought
⢠Distraction and performance of other tasks if an applicationâs
response time exceeds ten seconds
⢠Complete sub-tasks in less than a minute
⢠Complete an entire task in less than ten minutes.
Things Should Work as Expected
Nielsen, J. (2009) Powers of 10: Time Scales in User Experience.
14. @rbkeefer
Manage Expectations:
â˘Align expectations with use
â˘Perception is reality
Things Should Work as Expected
Turner, S. (2008). Selling the Sizzle: The Importance of Managing Expectations. User Experience
Magazine, 7(2).
19. @rbkeefer
Tactical: Daily standup meetings;
Quality measures
Pivotal: Relative progress toward cycle goals
Strategic: Frequency of production releases;
Backlog growth
Always Know How Things are Going
Applied to Agile Teams:
20. @rbkeefer
Tactical: Daily homework;
Test / quiz scores
Pivotal: Periodic grade cards
Strategic: Grade level completion;
Graduation
Applied to Childrenâs Grades:
Always Know How Things are Going
25. @rbkeefer
Users Measure Quality (SUS):
No Trust
Some Trust
Begrudging Use
Cynical Satisfaction
Basic Promises
FulďŹlled
Fits
Environment
No Negative
Consequences Delights
Quality is Baked In
Bangor, A., et al. (2009) Determining what Individual SUS Scores Mean: Adding an Adjective
Rating Scale. Journal of Usability Studies, 4(3). pp. 114 - 123.
26. @rbkeefer
Quality is Baked In
Net Promoter Score:
Loyal
Enthusiasts
Satisfied /
Unenthusiastic
Unhappy Customers
27. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
31. @rbkeefer
Organizations which design systems ⌠are constrained
to produce designs which are copies of the
communication structures of these organizations.
~ Melvin Conway, 1967
Software Architecture
Always Know How the Parts Relate to the Whole
32. @rbkeefer
Always Know How the Parts Relate to the Whole
Information Architecture
Keefer, R. (2015) Creating a DoGo Map: A Step-by-Step Guide. User Experience Magazine.
February. Vol. 15(1). http://bit.ly/1zPyfZu
Keefer, R. (2015) Adapting Information Architecture for Lean and Agile Environments with
DoGo Mapping. UX Magazine. January. No. 1371. http://bit.ly/1DUV6Hh
34. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
37. @rbkeefer
Interaction Should be Distraction Free
Interruption of a task that required moderate to high
cognitive load had a significant impact on:
⢠the time required to complete the task
⢠levels of annoyance and anxiety
Bailey, B., et al. (2001) The Effects of Interruptions on Task Performance,Annoyance, and Anxiety in
the User Interface. Interact .Vol. 1.
Mark, G., et al. (2008) The Cost of Interrupted Work: More Speed and Stress. CHI 2008
Proceedings.
38. @rbkeefer
Interaction Should be Distraction Free
âI have sort of come to rely on interrupts. If Iâm
not being interrupted, I donât know what to do. I
have to generate an internal interrupt of some
sort to get me going.â
~ Manager
Hudson, J., et al. (2002) âIâd Be Overwhelmed, But Itâs Just One More Thing to Do.:â Availability and
Interruption in Research Management. CHI 2002 Proceedings, 4(1).
39. @rbkeefer
Interaction Should be Distraction Free
âI used to be really good at keeping a list of things
to do, but once I became a manger, the list slowly
disappeared, and now I focus on whatever is in
front of me in the moment.â
~ Interview Participant
40. @rbkeefer
Interaction Should be Distraction Free
$300 Million Button
Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/
41. @rbkeefer
Interaction Should be Distraction Free
$300 Million Button
Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/
Skip
42. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
Interaction should be Distraction Free
47. @rbkeefer
Begin with your next new hire
âMakeâ people get together
Start with âweâ
Things Go Better when Done with Others
48. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
Interaction should be Distraction Free
Things Go Better when Done with Others
52. @rbkeefer
Determine who owns the complexity
Admit that complexity exists
Embrace Your Complexity and No One Elseâs
53. @rbkeefer
If itâs your complexity - embrace it
Determine who owns the complexity
Admit that complexity exists
Embrace Your Complexity and No One Elseâs
54. @rbkeefer
If itâs your complexity - embrace it
Determine who owns the complexity
Admit that complexity exists
Else - push back
Embrace Your Complexity and No One Elseâs
55. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
Interaction should be Distraction Free
Things Go Better when Done with Others
Embrace Your Complexity and No One Elseâs
57. @rbkeefer
Things should Work as Expected
User
TeamClient
Simple
Cohesive
Feedback
Tools
Tests
Environment
Integrity
Engaged
Quality
58. @rbkeefer
Always Know how Things are Going
User
TeamClient
Breadcrumbs
Clear Labels
Appropriate Navigation
Transparency
Clarity
Certainty
Test Results
Team Capacity
Build/Deploy Status
59. @rbkeefer
Quality is Baked In
User
TeamClient
âJust Worksâ
Assurance
Clear communication
Verify information architecture
Clarify taxonomy
Test interaction design
Code coverage (60% min)
Continuous integration/testing/deployment
Short concise methods
60. @rbkeefer
Always Know how the Parts are Related to the Whole
User
TeamClient
Impact of risks
Relate demo to release plan
Understand domain
Interactions affect domain
Understand architectures
Understand effect of change
61. @rbkeefer
Interaction should be Distraction Free
User
TeamClient
Low cost of failure
Limit use of pop-ups
Focus
Limit external distractions
Planned feedback
Published agenda
Finish early
Focused communication
62. @rbkeefer
Things Go Better when Done with Others
User
TeamClient
Identify all stakeholders
Invite stakeholders into
process
Identify primary interactions
Provide open communication
Open team communication
Direct contact with PO
Timely answers to questions
63. @rbkeefer
Embrace Your Complexity and No One Elseâs
User
TeamClient
Embrace domain decisions
Shun technical complexity
Embrace domain complexity
Shun technical complexity
Embrace technical complexity
Shun domain decisions
64. @rbkeefer
Seven Principles for Peace of Mind
Things should Work as Expected
Always Know How Things Are Going
Quality is Baked In
Always Know How the Parts Relate to the Whole
Interaction should be Distraction Free
Things Go Better when Done with Others
Embrace Your Complexity and No One Elseâs
65. @rbkeefer
References
⢠Bailey, B., et al. (2001) The Effects of Interruptions on Task Performance, Annoyance, and Anxiety in the User Interface. Interact . Vol. 1.
⢠Bangor, A., et al. (2009) Determining what Individual SUS Scores Mean: Adding an Adjective Rating Scale. Journal of Usability Studies,
4(3). pp. 114 - 123.
⢠Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York: Harper & Row.
⢠Hudson, J., et al. (2002) âIâd Be Overwhelmed, But Itâs Just One More Thing to Do.:â Availability and Interruption in Research
Management. CHI 2002 Proceedings, 4(1).
⢠Keefer, R. (2018) Evidence-Based Story Mapping. User Experience Magazine, 18(2). https://bit.ly/2PXESZv
⢠Keefer, R. (2015) Creating a DoGo Map: A Step-by-Step Guide. User Experience Magazine. February. Vol. 15(1). http://bit.ly/1zPyfZu
⢠Keefer, R. (2015) Adapting Information Architecture for Lean and Agile Environments with DoGo Mapping. UX Magazine. January. No.
1371. http://bit.ly/1DUV6Hh
⢠Keefer, R. (2014) Designing for Peace of Mind: Almost Getting to Flow. User Experience Magazine. Vol. 14(2). pp. 24-26. http://bit.ly/
1B6ZCTZ
⢠Mark, G., et al. (2008) The Cost of Interrupted Work: More Speed and Stress. CHI 2008 Proceedings.
⢠Matsudaira, K. (2018) Bad Software Architecture is a People Problem. Communications of the ACM, 59(9).
⢠Nielsen, J. (2009) Powers of 10: Time Scales in User Experience. https://www.nngroup.com/articles/powers-of-10-time-scales-in-ux/
⢠Spool, J. (2009) The $300 Million Button. https://articles.uie.com/three_hund_million_button/
⢠Turner, S. (2008). Selling the Sizzle: The Importance of Managing Expectations. User Experience Magazine, 7(2).