While workinkg in a start-up company, SPOQA, from 2014, I do relearn the role of UX designer because of shorts resource(time, people). And working in a product team with developer, I try to understand thier convention and set up my role. So, I talk about the role, through experience in company, of ux designer at the agile age

1 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist

Outline/structure of the Session

- Roles of UX designer in my company and reason

- Roles: UX designer, PM, Scurm Master(?), Product Owner(?)

- Because

- UX designer understand a whole product.

- Connect to customer.

- In company, there are a none of PM, UX designer has to be PM

- Manage requirements and working process(SCRUM, KANBAN)

- Current role : make a product's delivery process to customer

- Reason: all problem(requierments) can not be solved at once.

- Must be manage tine and people.

- Divide a problem and make a intermediage process.

- The important of making a intermediate process.

- A obstace: dependency

- In order to advance, must be convince and make mantra.

- Convince a member and evolving the team.


Learning Outcome

- Learn what it means to work in agile, especially the opinion of the UX designer.

- Learn a hint on how to run a team in agile.

- Hear the process to work in agile in the start-up company.

Target Audience

UX Designer, Product Manager

schedule Submitted 1 year ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Jutta Eckstein

    Jutta Eckstein - Sociocracy – A means for true agile organizations

    45 Mins

    Sociocracy is a way for groups and organizations to self-organize. Based on four principles only (self-organizing teams, shared decision making based on consent, double-linking, and electing people to functions and tasks), sociocracy provides a path for existing organizations toward empowerment and self-responsibility on all levels. It enables managers to become agile leaders. Different to comparable models, sociocracy allows companies to start where they are – with their existing organizational structures and the like. It seems to be a perfect fit for organizations which are in the need to be agile truly (due to market pressure), beyond their IT departments and software teams.

    Moreover, on the team level - sociocracy provides a means for the Scrum Master and/or coach to enable self-organization.

  • Liked Bas Vodde

    Bas Vodde - The Story of LeSS

    Bas Vodde
    Bas Vodde
    Consultant, Speaker, Trainer
    schedule 1 year ago
    Sold Out!
    45 Mins

    This talk is based on story-telling, where Bas will share the creation of LeSS and within that side-track on explaining better how LeSS works.

    LeSS is a lightweight (agile) framework for scaling Scrum to more than one team. It was extracted out of the experiences of Bas Vodde and Craig Larman while Scaling Agile development in many different types of companies, products and industries over the last ten years. There are several case studies available and an upcoming book describing LeSS in detail.

    LeSS consists of the LeSS Principles, the Framework, the Guides and a set of experiments. The LeSS framework is divided into two frameworks: basic LeSS for 2-8 teams and LeSS Huge for 8+ teams. All of these are also available on the less.works website.

    LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.