Determining the service strategy and design
Clarifying the strategic approach sets out the overall objectives to be achieved. This may often be provided by a well considered product or service strategy or will need to be worked out. Providing a conceptual framework for the design effort ensures the design output is harmonious and the constituent parts add up to a coherent whole.
Developing UX designs
Detailed service and UX designs are developed collaboratively by the delivery team and the users, ensuring the resulting products and services valuable, usable and feasible:
Valuable – the product delivers benefit to the organisation funding it. The Product Owner looks to deliver the most value to the funding organisation through the Minimum Viable Product (MVP).
Usable – the product must be both desirable and usable enough to use. Our UX Designers, Business Analysts and content developers work with your subject matter experts (SMEs) to understand details of the product to be built by developing a solid understanding of the users’ needs and the business context.
Feasible – building the application must be feasible and cost-effective. Decisions made without explicit collaboration with those who build the product are risky. Involving the technical delivery team in the entire discovery and planning process, exposes potential risk sooner and maximises the opportunities available.
Equally, products and services need to be efficient, secure and operable:
Efficient – to be valuable and usable, services need to be efficient at the point of use. This includes any physical product delivered but also extends to the wider service wrap.
Secure – to retain value and be feasible as a service, data security through considered application of Identity and Access Management is a factor that needs to be designed into the service from the outset.
Operable – whether delivering products and services into a DevOps capability or not, operational viability is a key service design consideration.
Assessing value and building the backlog
Initially at least, there is no single way of determining value suitable to all situations. Instead, we assess value using a number of ‘value lenses’ such as the number of users impacted, efficiency gains, lowering operational, operational risk, user satisfaction, and so on.
Against value is set cost in the form of development and delivery costs, as well as cost of adoption and cost of support. Together, these metrics enable us to provide a rough value/effort assessment that helps us determine the delivery priorities that shape the Epic backlog.