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What is relationship between agile and OOP?

How well is the Agile methodology working for your development organization?

  • As a UX design practitioner involved with information architecture, interaction design, visual design and other aspects of envisioning and dreaming up / visualizing the experiences we design, develop and iteratively evolve — there are many challenges that come up along the way regarding the relationship between UX and Dev set up within Agile and Lean process management environments. There's an ongoing conversation regarding whether or not UX gets directly embedded into the current industry-standar Dev Agile workflows or if it needs more room to breathe and weave in and out of the Dev work threads. I would appreciate any deeper insight into: • Does Agile work well for your team? • If so, is your team purely development-drenched or do you also incorporate more hybrid, interdisciplinary talent like UX, business analysis, visual design and usability in the mix? • If you run a Dev-pure team — how do you make UX / Design-relative decisions in your Agile / Lean processes per Sprint or over the full feature / release cycle of your development lifecycles? • If you run an interdisciplinary / hybrid team that includes UX, research, analysis, etcetera — how does Agile / UX work ( meaning, what description-like details can you elaborate on regarding how the different disciplines collaborate, what challenges come up, etcetera ) in this more optimal, holistic team context? • If you run a team that interacts with UX and other teams not directly embedded within your direct Dev Team — how does Agile / UX work in that regard ( same request for further descriptive insight applies here, too, of course )? Thanks in advance for all of your insight, advice and details on this very crucial question here on Quora.

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    The best answer I can think of was given by Henrik Kniberg in his book http://pragprog.com/book/hklean/lean-from-the-trenches 6. How we structure the teams  There are five teams. One requirements team, 3 feature development teams, and one system test team. The requirements team is a virtual team, in the sense that they don't all sit together. There are essentially three roles within this team: Some analysts are embedded in one of the feature teams and follow that team's features all the way through development into test, answering questions and clarifying the requirements along the way. Some analysts focus on the "big picture" and aren't embedded in any feature team. They look further into the future to define high level feature areas. The rest of the analyst team are flexible and move between the above two roles depending on where the need is the greatest at the moment. I believe your UX role is part of the requirements team in one of the three possible analyst roles. 13. How we define Ready and Done [...] at the top of most columns on the project board is the "definition of done" for that column (which also means "definition of ready" for the subsequent column). The two most important ones are "Definition of Ready For Development" and "Definition of Ready for System Test", [...]. The level of UX should be clearly defined in the handover descriptions, i.e. "ready for ...".

Lorenzo Peroni at Quora Visit the source

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I work in an agile team in the Wikimedia Foundation. We have a designer on our team and we all work together in coordination. Sometimes the design work is incorporated as tasks into user stories, and in the beginning of a big project writing the visual and interaction design documents can be a whole story in itself. The designers delivers the designs as PDFs or prototypes that look and behave like the real site, but are implemented in very simplistic JavaScript. For every story that makes changes in the front-end of the product, we have a tasks for "design review", which means that the designers checks the output and signs off on the correct implementation of the design.

Amir E. Aharoni

i know that i've seen definite challenges crop up time and again with Agile and Lean in various organizations i'm sure each team's struggle to wrestle the Agile snake into something well-oiled, smooth and efficient resides within each team's individual and unique 'set up' prior to moving into Agile process implementation, but i think that one thing that seems to present the clumsiest ballroom dancing on the Dev floor stems directly from interpretations and opinions about 'the way' a team chooses to implement and think of Agile and Lean implementation of code for software engineering my personal struggle within these teams, however, might be a bit unique in and of itself, but i am surmising this is not the universal case as a UX Design Professional that typically does not touch the code in any way, and especially within the context of an organization that could be considered culturally 'development heavy,' i feel that i am still faced with the very same old school software design and dev challenges that Alan Cooper wrote about in 'The Inmates are Running the Asylum' { see http://www.amazon.com/The-Inmates-Are-Running-Asylum/dp/0672326140 for further context } and the challenges get magnified at a hyperbolically significant scale when that 'development heavy' team set up has been culturally embedded within an organizational environment for a decade or more i am discovering and becoming sharply aware that one of the core skillsets i need has nothing to do at all with: wireframing the information architecture of the software; advocating for the target user base of customers that need to use the software; researching the flows, personas and interactions; and so on the skill i seem to need has something more to do with changing a culture, which is a much huger and far more expensive and time-extensive challenge to face in the midst of trying to help that 'dev heavy' organization make software that at least doesn't suck i always hope in very enthusiastic ways coming into an organization that i am going to help the existing team create the most incredible software suites ever and not only change the vector for a company's profit margin through building far more useable and more powerfully compelling applications for its customers — but i'm also secretly longing to maybe even turn an industry vertical on its head and lead the way to more empowering and mind blowingly easy-to-use, enjoyable software experiences but then as reviews and meetings accumulate the oftentimes sad and lengthy historic legacy of why 'we can't' blocks the stairwell to success that only i seem able to see amidst a small ocean of the broken hearted does anyone else out there face these same dilemmas? how have you helped pave the way to change the culture of your team or organization to really start trusting and following a more user-centered design and development process that leverages usability, research and pseudo-scientific methodologies to build better software? if so, how long did it take to guide that culture in a respectful and professional manner to UCD? what kind of pains did your teams and organizations encounter and how did you mitigate the politics and personal issues that come up in any corporate environment facing big changes like these? or — am i hoping a little too hard here? maybe an organization needs to already start with that culture from the onset to best leverage and take advantage of the benefits UCD, i'm not sure — is that what you've found?

Louis Susi

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