UX has in many cases been an afterthought on fast moving projects. There are distinct ways to approach the integration of the user experience process into the product development process and we will explore a couple of these here. To get more insight, I interviewed two UX designers that I have worked with to get feedback on how two different styles of integration affect them, the teams and the product as well. Details of what seems to work and what does not are presented below.
The least effective approach towards UX that I have observed is the retroactive approach, where the rest of the development process is agile, but interaction with the user experience group is in a waterfall manner. Team produces a product as the business analyst and/or product owner specifies it and then it is sent over to the User Experience group for evaluation. UX makes recommendations and based on the time available in the project or whether the dev team has moved on to other features, the recommendations are implemented or put on the backlog for "future".
The second approach is also that of UX as a service but more in step with dev teams. The UX group advises the analysts and works with them during the initial design phase of the project. There is a primary resource assigned to the team that can be reached out to at any point of the development process. The primary resource attends sprint reviews and gives feedback to the product analysts, if they see any need for a design change. This is a much more "agile" approach as it makes it possible for the team to get feedback, at least at the end of every iteration.
The third approach is the one where dedicated user experience resources are a part of the team. They are embedded and function just like every other member of the team, being involved in stories from kickoff to reviews. They are able to provide constant feedback and get an idea of the technical constraints the team is working under. At the same time the dedicated resources are able to provide a slight paradigm shift in the mindset of the team. The entire team can benefit by becoming slightly more user focused as that is the perspective the user experience folks use to look at the product.
I talked to a couple of folks that I have worked with to get their feedback on the last two approaches outlined here. Lauren Martin and Bruno Torquato agreed to participate and help me out in drawing out the distinction in outcomes from the two approaches. Here are the advantages of both approaches as outlined by them.
Both Lauren and Bruno made excellent points that can not be summarized simply as advantages of these systems. They both at this point work as embedded designers an agile teams. Lauren remarked how when being embedded, at times "creative flow is almost impossible to attain". On her team, the two designers have had to split responsibilities between "just in time and work ahead" responsibilities to make sure they can maintain creative flow and respond to team requests.
Bruno makes a point about the being within the team lays "more importance on developing relationships within the team" and the fact that the dynamic within the team can help with having more momentum with the project. Another advantage of team specificity mentioned by Bruno is being able to adopt process to product , i.e. use the ideal process based on team and product type.
Last bit though, my favourite quote from the interviews -
"It still depends on the team, and the system does not matter as much"- Lauren.
Rings very true, raising the team's consciousness is more important than the system the UX folks work in.