Many UX professionals working in Agile environments feel frustrated, overworked, and ineffective in meeting both business and user goals. The rapid, timeboxed pace of Agile is the main reasons for these negative feelings.

敏捷对于用户体验来说并不容易。当压力时,在制定一座设计请求时,并说“不”不是一种选择,managers often spread UX talent thinlyacross numerous teams and projects.

成功的敏捷发展需要从整个团队中的全部参与和致力参与,包括UX设计师。但是,在多个不同的敏捷项目上工作的UX设计师很可能会失败。当卷曲原型是一种用于生存的手段时,思想的设计解决方案和UX最佳实践往往是路边的。因此,最终产品不仅受到损害,而且UX专业人士烧坏并变得不满意。

跟踪UX Team(即,在给定时间段内可实现的最大工作量)的管理人员在分配UX资源方面可以更有效。经理武装能力价值和准确的工作估计,管理人员可以做出良好的决策,并与利益相关者进行富有成效的谈话,以及他们的团队能够现实地接受的东西,以及如何最优先考虑请求。

Estimating UX Work Apart from Development

敏捷开发过程中的一个基本实践是通过为每个用户故事或特性分配故事点来评估工作。传统的Scrum团队通常选择一个单独的评估来代表团队成员之间共享的工作水平,而不考虑规程。这种做法理论上听起来不错。

但是,在许多情况下,对用户故事的单一估计不代表ux努力。UX的努力可以大大断开与开发工作的连接。例如,撤消功能。对于UX,它可能是一个快速按钮设计,但对于开发人员来说,确保返回正确的数据可能需要更多的努力。

Having different work estimates, one for UX and one for implementation, is more realistic in some cases and allow teams to plan their work appropriately.

A major downside to having two different effort estimates is that it may require more coordination between UX and development, but it does not automatically mean that team members are out of sync. With thoughtful communication, especially between product managers, development, and the UX group, team members can work towards the same goals while using their talents more effectively.

For many teams, especially those who build complex systems,separating the UX and delivery work streams是一种常见的做法。(事实上,双轨敏捷项目best practice for a decade。) This divide-and-conquer approach can increase efficiency by allowing members from each discipline to contribute adequate time to address the current feature. If, in your organization, UX work and delivery work are mainly conducted in parallel streams, it’s advantageous for both groups to separately estimate the effort needed for each type of work.

However if your Scrum teams assign a single number to represent team effort for each user story, then it’s perfectly fine to continue this practice for UX work. In fact, it is ideal because the risk of communication breakdown is reduced.

计算UX速度

When estimating work, UX groups often borrow scales commonly used by development teams. For example, different UX user stories may have estimates of 1, 2, 3, 5, 8, 13, 21 story points. These values represent the relative size of用户体验。例如,估计需要8个故事点的项目需要比需要2所估计的项目的工作更多的工作量。

让我们说,您的UX团队的能力是一个迭代的50个故事点。基于此值,您可以确定您的团队可以承诺的UX故事。在这个例子中,如果设计需要21个故事点,您已经花了几乎一半的设计预算,因此更好值得。

It doesn’t matter which scale you use, as long as you are consistent and can effectively communicate what it means to others outside your team.

如果你以前没有估计过,你会觉得很可怕。你可能担心你的估计可能不准确。不要放弃。大多数UX团队发现,在估计变得精确之前需要多次尝试。随着时间的推移,估计值确实会变好。了解用户体验团队的能力如何随着时间的推移而变化是很重要的。当团队成员获得经验并加强工作流程时,他们可能会做得更多。

建立容量限制的好处

谈判UX承诺

了解您的团队的能力是一个有用的通信工具,可以协商您可以承诺的内容。它会删除您在您可以且无法正常工作的论据中的任何感知主观性的概念。

而不是简单地说,“我不能这样做,”工作估计可以为为什么接受请求,无论大小,都需要一些级别的重新识别。估计消除了经常附加到关闭或推迟请求的情绪元素。

如果您有一个具体的数字来表示容量,则可以指向它作为特征可能需要等待或重构的原因。UX容量在要求在要求更多的员工时也可用于与人力资源进行通信。

Show Transparency

When UX effort isn’t appropriately represented, UX work becomes less valued. Tracking UX capacity makes UX effort appear less nebulous to outsiders. So when they ask you to do just one more small thing, they can see why you might need to push back.

保持你的顶级人才

缺乏估计可能会导致资源规划不足,导致UX专业人员感到过度劳累和幻想。当估计不存在时,很难说不,或推回工作。因此,许多UX成员都感到压迫越来越多地参与项目,这导致UX严重影响的整体影响。

如果不度量能力或不理解项目所需的工作,那么要求用户体验设计师同时在多个团队中工作将导致用户体验的失败。太多的组织已经失去了顶尖的用户体验人员,因为他们让他们失败了。最好将用户体验工作放在关键项目中,在这些项目中,用户体验的重点将显著影响发布目标,而不是将其分散到许多结果不太理想的计划中。

如果您需要雇用更多的用户体验专业人员,请将容量估计作为您请求的理由。

回顾过去估计数

在您遵循我们的建议估计了几个月的UX故事点之后,您应该将过去的估计值与您完成的活动所花费的实际资源进行比较。最有可能的是,估计有点偏差。估计总是如此,而且您可以确定开发估算也不是100%准确。没有用每一个估计值都能击中靶心,这一点也不羞耻。

但在您估计远离现实的情况下,您应该尝试找出原因。什么早期警告标志应该导致你增加一定的估计?或者在发起工作之前似乎会出现繁重的问题,但结果迅速克服?

Sometimes individual idiosyncrasies cause an estimate to be wrong. But other times there are systematic issues you can identify that cause estimates to be consistently wrong under specific circumstances. Discovering such conditions can make your future estimates more accurate and thus improve the management of your UX-resource allocation.

结论

保持单独的UX用户故事不是UX成功的要求。如果您已经在团队成员(和管理)之间具有强大的沟通,跟踪UX努力并不重要。但是,如果管理UX工作感觉随意,UX用户故事可以帮助您的帮助。

Agile relies on estimates to communicate velocity. Having UX estimates allows you to communicate using terms that other Agile members understand and relate to, thus making it more effective for you to negotiate UX commitments.

Get more tips on how to approach UX in Agile environments in our精益用户体验与敏捷研讨会, 我们的有效的敏捷UX产品开发报告