Software development that uses a waterfall method is likely to deliver the wrong thing, too late. The intent of the Agile method is to deliver working software sooner, so the intended users—our clients and their customers—can provide feedback that steers us to deliver the right thing.
There’s a tension between delivering on time and delivering the right thing. In fact, the rush for on-time delivery can result in the wrong thing—an unusable product. There are ways to prevent this. User research can help. Continue reading “Ten ways to improve the usability of products that Agile teams build”
This week, I’m attending a few days of training in agile software development, in an Innovel course titled Lean, Agile and Scrum for Project Managers and IT Leadership.
My first exposure to agile was in Desiree Sy‘s 2005 presentation, Strategy and Tactics for Agile Design: A design case study, to the Usability Professionals Association (UPA) annual conference in Montreal, Canada. It was a popular presentation then, and UPA-conference attendees continue to be interested in agile methods now. This year, at the UPA conference in Portland, USA, a roomful of usability analysts and user-experience practitioners discussed the challenges that agile methods present to their practice. One of the panellists told the room: “Agile is a response to the classic development problem: delivering the wrong product, too late.”
Continue reading “Leaner, more agile”
Do you ever wonder how effective expert reviews and usability tests are? Apparently, they can be pretty good.
Rolf Molich and others have conducted a series of comparative usability evaluation (CUE) studies, in which a number of teams evaluate the same version of a web site or application. The teams chose their own preferred methods—such as an expert review or a usability test. Their reports were then evaluated and compared by a small group of experts.
What the first six CUE studies found
About 30% of reported problems were found by multiple teams. The remaining 70% were found by a single team only. Fortunately, of that 70%, only 12% were serious problems. In one CUE study, the average number of reported problems was 9, so a team would be overlooking 1 or 2 serious problems. The process isn’t perfect, but teams found 80% or more of the serious problems.
Teams that used usability testing found more usability problems than expert reviewers. However, expert reviewers are more productive-they found more issues per hour-as this graph from the fourth CUE study illustrates:
Teams that found the most usability problems (over 15 when the average was 9) needed much more time than the other teams, as illustrated in the above graph. Apparently, finding the last few problems takes up the most time.
The CUE studies do not consider the politics of usability and software development. Are your developers sceptical of usability benefits? Usability studies provide credibility-boosting video as visual evidence. Are your developers using an Agile method? Expert reviews provide quick feedback for each iteration.
To learn more about comparative usability evaluation, read about the findings of all six CUE studies.