Lean UX and the SAFe program increment Life cycle

Lean UX and the SAFe program increment Life cycle

May 13, 2020 0 By Bhargavi V

Introduction

Lean UX is an incredibly helpful technique while working on projects where the agile development technique is utilized. Traditional UX techniques frequently don’t work when development is conducted in quick bursts, there’s insufficient time to deliver UX similarly but on a very basic level, Lean UX and different types of UX all have a similar objective at the top of the priority list; delivering extraordinary user experience. It’s just that the manner in which you deal with a project is slightly different. So how about we take a look, how that might work!

Lean UX – What is it?

Lean UX is focused on the experience under design and is less focused on deliverables than traditional UX. It requires a more prominent level of collaboration with the whole team. The core goal is to focus on getting feedback as early as could be possible to settle on quick choices. The idea of agile development is to work in rapid, iterative cycles and Lean UX impersonates these cycles to guarantee that data generated can be utilized in every emphasis.

Planning/ preparing for the PI

  • Before PI planning, the Lean UX believing is joined into the economic prioritization of the candidate recommended to enter the PI. From the moment Epics enter the Portfolio Kanban funnel state until they are executed and done, the LUXCE is a valued partner of the Epic Owners and LPM. When a Lean Business Case examines the resulting hypothesis of the Epic, a Lean UX master from LUXCE elaborates on the user requirement, keeping the work outcome-driven and the MVP flexible.
  • When an Epic is approved and reaches the backlog state in the Portfolio Kanban, LUXCE experts consult on further refining the Epic into related features. The objective is to create MMFs whose benefit hypotheses are clear, quantifiable, testable, and able to fit within a PI. This elaboration gives an economic Weighted Short Job First (WSJF) measure to prioritize the Epic into the implementing Portfolio Kanban state. We would then be able to organize its related features against those of other approved Epics in the Program Backlog.
  • Before getting starting with PI Planning event, it’s vital to communicate the prioritized features to enable trains and teams to begin planning how they will implement and test the hypotheses with customers in the least difficult way. Paving the way to the event, Set-based plan assumes variability, save alternatives should be used to build up the benefit hypothesis to test right off the bat in the upcoming PI. The empirical data and feedback they yield will continually inform the collaborative design stories to understand the MMF. Transparency of the Program Kanban and well-defined set of benefit hypotheses can be the contrast between an effective PI Planning and a disaster.
  • Just-in-time design artifacts are important to prepare for PI Planning, clarifying the unique context and limitations the framework is operating within. Their level of polish will appear to be unique with each team, train, and feature dependent on the familiarity with the issue.
  • Like the Architectural Runway, the Lean UX discipline, informed by the LUXCE, has a UX Runway of sorts. To progress rapidly, the benefit hypotheses and MMFs to be tried should be enabled. Lean UX enablers include building design frameworks, libraries, and style guides and layouts as an enabler. The LUXCE gives these framework rules to installed UX experts and Agile teams to make rising visual designs and basic wireframes that can be immediately changed into working prototypes to test with users. If these Lean UX enablers are disregarded, the runway will be consumed and speed to implement significant feedback loops will be stunted. For Lean UX experts to keep the framework sprinting without overrunning the runway or making a feedback bottleneck, it’s imperative that limit is planned in for UX enablers within Agile teams.

Participation in PI Planning

In the wake preparing for a successful PI Planning event, the LUXCE has another essential role to play during the event. It should be completely present to communicate, consult, refine, and plan around the PI vision with the Agile teams and program and business partners. It needs to arrange the prioritized features, benefit hypotheses, and least essential artifacts. Leadership and product management set the program vision and business setting; system architecture sets the program vision. The LUXCE likewise needs to merge the UX vision and clarify how it complements the methodologies.

For the design sets to merge with the technical requirements and the business results it’s important that trains see how the business, technical, and user visions fit together. Vision setting should be done in the first part of the day segment of PI Planning on the very beginning. During team breakouts, the Lean UX experts should be available to counsel the teams they work with. Design artifacts should just be communicated and shared. Lean UX experts need to encourage mutual understanding, leading Agile teams toward a shared plan process where they are the embedded experts. A Lean UX expert’s primary responsibilities include:

  • Helping to break out stories from features
  • Planning benefit hypothesis tests
  • Identifying related conditions and Lean UX enablers
  • Maximizing feedback incorporation loops into early PI iterations

Participating in PI Execution

  • The LUXCE keeps serving Agile teams and the trains in PI execution. While filling in as key partners in the LUXCE, the individual Lean UX experts additionally go about as embedded consultants within Agile teams. There’s a delicate balance between doing the investigative work to get ready for upcoming PIs and the just-in-time work identifying with current cycle development. Shared backlogs need to reflect everything while not getting out “staggered emphasis,”.
  • Staggered iterations and separate excesses make a scaled down mini-waterfall and a bigger number of handoffs than ideal or essential. This doesn’t mean there isn’t more UX work to do in front of the development. If, SAFe incorporates that work into the ordinary cycle cadence for increased transparency, and collaborative design with the Agile team and the LUXCE experts. With regards to set-based structure, choices will be wiped out in the initial iterations, Learning and feedback from benefit hypotheses rise through collaborative design and test execution. While weighing choices and finishing the stories to create and test the benefit hypothesis in early PI cycles, later iterations can incorporate the feedback by building the MMF. During PI Planning, it’s critical to allocate the limit from the built-in empirical feedback to this project so the MMF a compilation of collaborative design and tried benefit hypotheses —can be released to test and see production on demand with genuine users.
  • When empirical experiences advise MMF development close as far as possible of the PI, Lean UX enablers become an integral factor. A healthy UX Runway makes UX structure a team activity and decreases Agile team dependence on date-driven deliverables.
  • Other design deliverables that are valued vital arrive in the nick of time and just as required. This minimizes waste while maximizes empowerment and decentralized basic leadership. With capacity freed-up from not having to always deliver pixel-perfect designs, embedded Lean UX experts would now be able to concentrate on new benefit hypothesis, embedded from recently released MMFs, and consistently building UX enablers. This work is then planned into the next PI and prioritized against the other work in the program and team backlogs.