Being agile or appearing agile?

When I first heard about agility years ago, I first had the impression that processes and rules should be thrown overboard in order to miraculously realize volatile requirements in the twinkling of an eye. I couldn’t imagine how this would work: agility sounded to me like an unattainable wish concert.

Initially, when our software development team started to work with Scrum – with me as the product Owner and guided by an experienced Scrum Master – I seriously dealt with the topic.

I learned that agility does not mean chaos, but quite the opposite was true:

Lesson 1: Discipline

Agile approach has rules. We learned them in the previous Scrum training, but most of all our Scrum Master advised us to strictly adhere to the Scrum rules instead of interpreting them in the way that seemed most appropriate to us. What I learned: Agility is not a laissez-faire, but requires a very disciplined approach that only works if it is lived consistently and not bent as needed.

Lesson 2: The Sense

Fixed roles and rituals are useful. We had learned them for Scrum, but real understanding grew gradually through coaching and the questions of the Scrum Master. For example, when in the process of a sprint it turned out that several of the agreed user stories would not be reached. Of course, all team members tried to do their own job in the best possible way. This would have meant that the individual user stories would only be completed to 70%. The Scrum Master, however, put up for discussion the idea of discarding one or two user stories for the sprint instead and helping to complete the others. What we learned: Results orientation and focusing on a common goal make teamwork more productive and team members more satisfied.

Lesson 3: Team Spirit

The more we internalised the meaning of the rules, roles and rituals, the more efficient the projects became. The team grew more and more together and not only a common focus on achieving the goal developed, but real cohesion. Where previously colleagues had expressed a lack of understanding for each other’s work or had blamed each other, everyone in the team now knew what the others were doing and why. They helped each other to the best of their ability and trusted each other more and more. And because sustainable learning works above all through positive emotions, this was the point at which we developed a real understanding of agility.

In the end it became clear to me that agility only comes about through the interaction of rules, people and motivation. Understanding the agile values behind the rules is crucial. Otherwise there is the danger – by picking out or bending individual rules to one’s own needs – of failing with the agile approach.

This does not mean that the agile frameworks must not be adapted or selectively applied. But you have to understand them first.

UX is everybody’s business

Professionally and privately computer work and the use of apps and other digital tools have become everyday occurrences. UX ensures the easiest possible operation and focuses on the user experience. This means that digital products are intuitive, reliable and, at best, fun.

Why is a UX strategy important?

The goal of UX is to make the interface between man and machine as comfortable as possible. This includes the “Look & Feel” of the respective tool. It is equally important that the user learns the operation as quickly as possible and can work efficiently. In order to achieve this, it helps to take the user more into account during the development process.

Particularly in the development of complex products, such as business software, many people are often involved in the development – and they all set different priorities. As a result, it is often difficult to control the user experience in the development process.

With the help of a UX strategy, the design of the user experience is given a direction. A focus is set so that product managers, concept developers and developers know what is important in terms of UX and where the journey should take them.

But what does such a UX strategy look like?

Strategy first means formulating a goal and developing an idea of what measures and means should be used to achieve that goal. Established frameworks can help. The UX Strategy Blueprint by UX veteran Jim Kalbach is such a help. We successfully used it in the CONTACT UX team to formulate a UX strategy for the company. In June, at the UXStrat Europe conference, I reported on our experience with this method and also spoke about it in the UXStrat podcast.

The strategy will trigger many innovations in favor of a better UX. For example, using a mockup tool for the first time and testing operating concepts long before the first line of code is written. That’s exhausting at first, but it’s worth it!

How do you live UX? And what does that have to do with me?

A UX strategy alone does not do much good – you have to live it. In addition, it makes sense to involve colleagues from development and product management as early as the strategy development process.

A good user experience is designed at every corner and end, from the platform building block to the form configuration in the customer project. However, UX specialists cannot be involved everywhere. We lead the way, define the strategy and provide support – everyone is called upon to implement it. For us, support means providing colleagues with the right tools, resources and examples. So everyone can independently contribute to a state-of-the-art UX and develop a positive user experience for the user.

And when the end result is powerful and user-friendly products, everyone benefits.

Getting started with IoT in 4 steps

Everyone talks about the Internet of Things (IoT) and the digital twin – they form the framework for new, digital business models. According to a forecast by PwC, digitization will bring the manufacturing industry an increase in turnover of more than 270 billion euros in Germany alone over the next four years.

Companies are hoping for sales growth through smart products and digital business models. This is also confirmed by our current IoT study, which was conducted jointly with the Fraunhofer Institute for Production Systems and Design Technology (IPK) and the Association of German Engineers (VDI). It shows that companies have high expectations, but at the same time makes it clear that there is still a certain reluctance to implement the new legislation in practice. Many companies are faced with the question: “How does it actually work with IoT?”

In my experience, companies often think the second way before taking the first step, which leads to restraint. Of course, it is good and important to have a vision. The picture, which is often published in blogs and forums, usually shows very sophisticated IoT scenarios. They don’t start where many companies currently stand with their business model and technology knowledge.

That’s why it’s important to gain your own experience and gradually approach new digital business models, true to the motto Think big, start small, act now!. Own projects, also together with technology partners, automatically expand the wealth of experience. So why not start using the new technology to support classic business?

With my contribution I would like to show how companies can realize an effective IoT scenario for their business in just 4 steps.

Step 1: The digital twin as a communication interface

The necessary data for the digital twin is usually already available in the company. The first step is a simple serial number. It serves as a documentation interface and connects the data with the product. 3D data is added later. The data is often already available in PLM or ERP systems – for example from production, purchasing or development – and should be displayed in a dashboard.

Step 2: Generate data via sensors

Sensors are also often already available, for example for controlling devices, machines and systems. They record states such as power, pressure, consumption, etc. This data is now consistently recorded and stored suitably. In this way, the current status can always be viewed. In addition, limit values are defined, for example for excessive current consumption, whereupon warnings can be sent and errors rectified.

Step 3: Initiate smart maintenance work

A detailed damage and wear picture can be derived from the analysis of the data and measures such as maintenance projects can be initiated as early as possible. The digital twin serves as a documentation interface. All adjustments to the product thus remain traceable. This data history can later be used for the development of predictions (predictive maintenance). The digital twin as maintained supports the documentation of product changes, can link them with historical data and thus also prove in which configuration the product functions optimally. The classic product lifecycle is thus extended to its usage.

Step 4: Request spare parts

In addition, the information is used to request spare parts. With the help of compressed service parts lists or spare parts catalogs, the data is assigned to the affected component and the required spare part is delivered in the event of imminent damage. This data is also already stored in ERP systems. This process can be triggered manually or automatically on the basis of the device messages. In this way, companies avoid downtime in their own production.

In these 4 simple steps, an efficient IoT scenario has been implemented and a big step towards a digital business model has been taken. I am sure that many companies will be able to get started with the new technology in this way.

So: Get started and use the experience gained for digital business models!