Agile for Managers

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En provenance du cours de University of Virginia

Agile Meets Design Thinking

877 notes

University of Virginia

Agile Meets Design Thinking

877 notes

Cours 1 sur 5 dans Specialization Agile Development

Despite everyone's good intentions, hard work and solid ideas, too many projects end up creating unneeded, unusable, and unsellable products. But it doesn't have to be this way. Agile and design thinking offer a different--and effective--approach to product development, one that results in valuable solutions to meaningful problems. In this course, you’ll learn how to determine what's valuable to a user early in the process--to frontload value--by focusing your team on testable narratives about the user and creating a strong shared perspective. We’ll show you how to: - Explain key concepts and practices from the agile product development methodology - Create a strong shared perspective and drive to value using personas and problem scenarios - Diagnose what software to develop and why using a set of agile user stories and prototypes - Facilitate narrative collaboration with user stories and prototypes - Allow for early testing and validation by analyzing and deciding on story backlogs As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 25 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

À partir de la leçon

Problems Agile Solves

The practices that deliver excellent product are well understood, but rarely seen. In this module, we’ll identify what’s hard about creating excellent products and how agile can help. We'll begin with a discussion of the Agile Manifesto, introduce key agile terminology, and explore how agile arose from previous development practices. Then we'll look at what makes implementing agile so challenging and make a case for why it's worth it and how to do it. By the end of this module, you'll have a solid understanding of agile processes and be prepared to use the Venture Design Template to work through project development and drive toward valuable outcomes.

What Is Agile?5:37

Agile for Managers4:37

Agile for Specialists4:46

Today's Best Practices9:13

Scale Friendly vs. Innovation Friendly4:06

What Makes Agile Hard5:37

The Blue Button Moment7:45

Culture of Experimentation5:36

Rencontrer les enseignants

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

In the last video we talked about what Agile is, where it came from, and

we talked about why it's important.

Here we're going to look at what does it mean to the individuals on a team.

And that's important because you probably are in one of these roles so

you can start to learn about what it might mean for you, but part of your success

with Agile is going to be about interdisciplinary collaboration.

So it's important to also understand what it means to all the different roles that

you're going to work with.

Let's start with these manager roles.

The project manager is typically a central figure in any software or

IT project, and we'll call her Paula in this case.

Paula's traditionally going to be measured on the timeliness and the amount of

content that she delivers, and Agile will absolutely help her do that.

It's extremely practical and it is a good project management methodology.

But it's about a lot more than that.

We're also going to help Paula learn how to create valuable outcomes.

So she may be sick and tired of delivering projects on time that then

go out into the world, or get in front of users and achieve a bad outcome.

So, we're going to help her learn how to establish project charters with management

that make room for valuable outcomes.

Now, Paula may not have a lot of experience working with the design process

and designers, and the idea of using that in the project and

the ambiguity it creates might justifiably make Paula a little bit uncomfortable.

But Paula's going to learn enough in this specialization or through you,

if you're going to work with Paula and coach her through this material, so

that she's able to engage with the design teams, and not just designers, but

she's able to use tools from product design on an every day basis

to work with sales and support people who are interacting with customers and

learning about them every single day.

And she's going to learn how to talk to Engineering & QA in the implementation

teams in the language of what's valuable to the user.

And we're going to make this accessible to her.

Now, the product manager may be telling her, hey we need to go out and

do more research about users, learn more, and that's pretty hard to

accommodate in a project if it's ambiguous what that's going to mean.

We're going to give Paula tools through design sprints so

she knows exactly how to go out and identify what needs to be done,

put it in a time box, and make sure that she's getting valuable results at the end

whose importance she can explain to executives and everyone else on the team.

Let's take a look at the product manager, we'll call him Pasquale.

His hobbies are fishing and carving things into trees.

And Pasquale wants to innovate.

He wants to build a breakthrough product that everybody loves.

And yet he feels like he's always overwhelmed by prioritized features and

requests from customers and

that he goes home every night feeling like he did just enough to keep things rolling.

And look, that's fine.

A lot of us feel that way, but we're going to give Pasquale the tools to

work on the design process on an everyday basis so

it's not this big, ambiguous thing that has to happen for things to be better.

Something that he can integrate into his everyday work with the project people,

with the implementation team.

I'll give you an example of just one little thing we'll help Pasquale do.

There's a classic problem where software isn't usability tested enough.

And often, it's because of this circular loop of, well we can't test it until

it's done, and then once it's done we have to release it anyway.

Well, we'll help Pasquale learn how to work with the implementation team

to build prototypes and structure really facile,

easy to use test plans so that they're getting in front of usability issues and

not constantly getting whacked in the behind by them.

So here we've talked about what this means for managers.

Again, it really has to do with how everybody interacts with each other and

their ability to use some of these common frameworks to talk about value and to make

time for each other, to do things right in a way that drives the valuable outcomes.

And in the next video we'll look at what that means for

the specialist that you see over in the right hand side of this diagram.

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