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Agile india 2014 Presentation
The document discusses the implementation of Lean UX within the capital markets sector by Sungard Advanced Technologies, highlighting the challenges and successes encountered while adapting these methodologies for finance clients between 2011 and 2013. Key insights include the importance of defining business goals, the creation of minimum viable products (MVPs), and the necessity of collaborative efforts among UX designers, domain experts, and developers. The authors reflect on lessons learned and outline future strategies to further integrate UX principles into software development across various industries.
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Agile india 2014 Presentation
- 1. Experiences with LeanUX in Capital Markets Agile India 2014 Michael Heydt, Principal, SunGard Advanced Technologies Ravi Kanth, Senior Manager, SunGard Advanced Technologies
- 2. www.sungard.com Goal for theSession » Explain to you the adventure we have had in implementing Lean UX with our Finance, particularly Capital Market and Wealth Management Customers » Give insights into how “theory” has been learned and implemented » And key realizations that we’ve come to over many projects 2
- 3. www.sungard.com Agenda » About SunGardConsulting Services » Personal history with Agile and Lean UX » Lean UX in a Nutshell » How We’ve Adapted Lean UX » UX as applied in Capital Markets and Wealth Management » Lessons Learned from 2011-2013 » Moving Forward: 2014 and Beyond » Q&A (answers not guaranteed) 3
- 4. www.sungard.com About SCS » Consultingdivision of the worlds largest private software company » Broad industry / product reach: Finance, Energy, Insurance, Higher Education, Benefits Administration » Advanced Technology Service Line – NYC, Houston, London, Bangalore, Pune – Current focus on UX, BigData, DevOps, Petabyte Data, and many more 4
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- 6. www.sungard.com Additional Experience, Specificto Today » 2009-2010 composited application frameworks for agility » 2011-2012 applied concepts to wealth management domain » 2013 application to capital markets 6
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- 8. www.sungard.com Quote From Golfelf/ Sieden: Benefit of Lean UX 8 “Most importantly, all the teams at GE are now empowered to get to a clickable version of their experience in days instead of months. They are able to bring these ideas to internal stakeholders and external customers well before committing further resources. In addition, the teams are far better equipped to judge how successful a new product release will be.”
- 9. www.sungard.com Steps of LeanFrom Golfelf / Sieden 9
- 10. www.sungard.com 360 view ofthe customer from Golfelf / Sieden 10 » Analyze the user and his work patterns » There are many different inputs for understanding the users workflow
- 11. www.sungard.com Lean UX SprintsFrom Golfelf / Sieden 11
- 12. www.sungard.com Well, this takespractice » How to apply takes learning » Apply UX to your UX Process (evolve how you create software) » Lean UX is not just UI – I think this is a misnomer for many people – It is creating common understanding between users and those who enable the user – Defining how goals of the business get executed by users, and implemented by software 12
- 13. www.sungard.com 2013 Capital MarketsProject(s) » Capital Markets – The customer: traders who want software tomorrow, with incremental improvements regularly delivered – Can’t wait for software to be built as every minute loses money – But, we want to know a long-term strategy 13
- 14. www.sungard.com Challenges for UXwith the CM Market » Known worker processes, but legacy systems don’t implement – Often 5-10 different systems to accomplish one simple business process – Requires continuous monitoring of multiple apps » And it’s distributed UX – Users run across roles, offices – Need real-time collaboration, escalation, approvals » Many organizations have their own UX groups 14
- 15. www.sungard.com UX Required AdditionalPerspective for CM » Tight specification of business goals » Need for roadmaps and timelines » Limited, but voluntary access to users – As long as we showed taking user into account – And providing business value » UX Had not been done before for CM customers – Lots or work to “prove” the concept » Define the patterns, show the benefit, rapid prototype 15
- 16. www.sungard.com What was ourresultant means of success? » UX is more than UI » Business Goals and The Minimum Viable Product are Key » MVP/MVFs define features that need to be created by users » Build only MVFs that are needed to solve the business problems » UX Patterns are how MVFs get mapped to technology » Multigenerational plans map MVFs to sprints/themes » Vision must be created to create common understanding of the plan » MVFs provide traceability of code implementation to business goals 16
- 17. www.sungard.com The MVP/MVFs » Eachdesign / prototype is a proposed business solution » Used each to validate user feedback » It’s the smallest item that can be built to test assumptions » An MVP does not have to be code. It is an approximation of the end experience » Used to learn and evolve the experience of the user
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- 19. www.sungard.com The UX Pattern »What is a UX Pattern? – A mapping of data to how the user wants to interact with the data in a particular context (user roles and application delivery channel) » What is involved in a UX Pattern? – The data – The user and their context – The task to complete – The delivery channel (desktop, web, mobile) 19
- 20. www.sungard.com What’s Our Process 20 Understandthe Business Define Business Problems Define Business Goals Define MVP’s to Meet Goals Create the Software IterativeUXSessionsand Assessments
- 21. www.sungard.com The process creates…Vision » Business Problem Statement » Business Goals Statement » List of MVF’s » Prioritization of MVFs into a Multigenerational Plan (MGP) » Vision is how MVFs transition the business to from the problem to the goals, and at in what timeframes via the MGP 21
- 22. www.sungard.com The Team » Threeroles / people – UX Information Architect – Subject Matter Expert – Developer » All interact together with the user » Desired to have some overlap of expertise across all three roles 22
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- 24. www.sungard.com Domain Specialist Process Mapsand Flows • Knowledge of how the business works Business Problem and Goals Definition • Figures out the users and business pains • And articulates how to fix them MVP/MVF Definition • What is exactly what we need to build Multigenerational Plan • What order do we implement MVPs 24
- 25. www.sungard.com UX Designer UX Sessions •User Interviews • Persona Definition • Works with graphic designer Paper Prototypes • Interactive sessions to determine user needs Wireframes and storyboards • Rapidly visualize, validate and revise the experience Simulations • Functional representation of final product • Platform specific 25
- 26. www.sungard.com Developer Coding • Knows howto code for the platforms and technology • From wireframes to production code Visual Design • Can make things pretty • Knowledge of the target platforms Adaptability through Reuse • Builds flexibility of application to adapt to changes in UX requirements Environment • Knows how to fit to the customer’s legacy technology • There are no greenfields in capital markets 26
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- 28. www.sungard.com Elements of the“Vision” » Problem Statements » Business Goals Definition » The set of MVF’s = the MVP » Multi-generational plan 28
- 29. www.sungard.com Example Final ProblemStatement • Really expensive to maintain existing system Existing Tech Cant Be Supported • Creates chances for expensive mistakes • Makes training expensive • Every person makes their own process, all inefficient Systems don’t support workers processes • They can’t see what’s going on in different systems • Expensive context shifts when switching systemsUsers can’t multi-task • Supervisors can’t monitor work of their employees • Supervisors can’t approve or escalate events No explicit support for hierarchical workflow • Too much functionality expose to users – they can make expensive mistakes Current Systems Don’t Support User Roles 29
- 30. www.sungard.com Example Business GoalsDefinition • Eliminate need to redundantly enter data • Reduce context switching • Reduced cost of training User Effectiveness • Provide consistent and complete functionality • Provide evolutionary software • Sunset old technology Functional Capabilities • Expose data to the enterprise • Mobile Access • Offline Access Multiple Channel Enablement • Lower operational costs of hardware • Get rid of old technology • Higher service levels Operations 30
- 31. www.sungard.com Example MVFs: CMTrade Amendment Approval » Desk monitor sees and acknowledges trade amendments posted by traders within a specified period » Amendment needing approval are prioritized in views by duration to expiry » Desk monitor supervisors are given views of desk monitors with amendments needing approval within a specified period of expiry » Amendments exposed in all 5 internal systems will be surfaced to desk monitors in a single view 31
- 32. www.sungard.com Long-term roadmap ofMVF’s MVF #1 MVF #2 MVF #3 MVF #2 MVF #3 MVF #4 MVF #N MVF #N MVF #N MVF #N MVF #N MVF #N MVF #N MVF #N MVF #N Highest Priority Lowest Priority FutureEnd of Phase 1 Day 1 Support 32 Themes
- 33. www.sungard.com MVR 1 • MVF#1 • MVF #2 MVR 2 • MVF #3 • MVF #4 • MVF #5 MVR 3 • MVF #6 MVR4 • MVF #7 MVR 5 • MVF #N1 MVR 6 • MVF #... Month X MVP2: Month X+2 MVP3: Month X+3 MVP4: Month X+4 MVP5: Month X+5 MVP6: Month X+6 End of Phase 1 Day 1 Support The Multigenerational Plan – Sequenced MVRs 33
- 34. www.sungard.com Traceability of MVFto Problems and Goals 34 Problem MVF Goal
- 35. www.sungard.com Traceability: Example Problem • Theycan’t see what’s going on in different systems MVF • Amendments exposed in all 5 internal systems will be surfaced to desk monitors in a single view Goal • Reduce context switching 35
- 36. www.sungard.com Business drivers visualized Business Processes Trade Amendments Operational Risk Monthly Reports Observed Deficiencies Requires Produces Aggregated Analyzed Adaptsbehaviors and capabilities External Internal Cannot prevent mistakes Cannot react to needs Inefficient and error prone Day 1 Support Monthly 36
- 37. www.sungard.com Add driver: Business Processes Trade Amendments CALCULATED Operational Risk Approval Workflows Observed Deficiencies Requires Produces Generates Analyzed Adaptsbehaviors and capabilities Attempts to prevent mistakes Cannot react to needs Efficient and reduces errors Immediate Future External Internal Risk Reduction & Approval Workflow 37
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- 39. www.sungard.com From Clients… » Yourprocess is a breath of fresh air » You have delivered so much more than we expected » You’ve presented what you will be doing in the short and long-term in a way unlike we’ve ever seen » You are showing an understanding of our business that no one has ever done » “Amazing!” 39
- 40. www.sungard.com Things that wentwell in the CM project » Time doing UX, in replace of “analysis”, was joyful » Customers knew exactly what they are getting, and saw progress weekly » Scope did not creep due to definition of MVP’s and business goals » We Delivered Exactly/ONLY What Was Needed, and it worked well » Technically, MVVM Patterns Help Greatly with Reuse, rapid change in UX, and IoC/DI goes great distances for SPLE 40
- 41. www.sungard.com Things I’d Liketo do Better » Longer cycle time than I would like » Client UX Team was isolated, and only gave us a lot of high-fi photo- shops. » Still a lot of coding, and worrying about details of languages » UI Wireframes done in Powerpoint (ugh). » Need better support for patterns and code generation » UX is not just UI: Performance. Data Requests are still important » Manual deployments, still scheduling releases and waiting weeks 41
- 42. www.sungard.com The Future » UXBody of Knowledge (BOK): the MVPs and patterns » Create factories for creating software from the UX BOK » Apply software product line concepts – Common MVPs and patterns form fixed part of product platform – Custom MVPs for the variable product components » Apply to additional domains – Insurance, Education, Benefits, Healthcare » Platform specific components auto-wired as composited solutions 42
- 43. www.sungard.com The Future » Notjust simulations » UX design goes directly to code » Code directly to deployment 43
- 44. www.sungard.com Thanks! Michael Heydt SCS ATSNYC [email protected] 44 Ravi Kanth SCS ATS NYC [email protected] Aditya Yadav SCS ATS Bangalore [email protected]
Editor's Notes
- #37 It’s all after the face and takes a long time to react Too long of a cycle Reactive, not adaptive, relative to the business Better to be reactive Slow feedback cycle, non-agile enterprise Not event driven Move to event-based enterprise
- #38 It’s all after the face and takes a long time to react Too long of a cycle Reactive, not adaptive, relative to the business Better to be reactive Slow feedback cycle, non-agile enterprise Not event driven Move to event-based enterprise