Dan Stracey AAA 2016

What agile research can learn from agile so1ware development – NewMR Webinar Dan Stracey, Dub Online Qual and Insight Communi:es, 2016 @dub_research @danstracey

Dan Stracey Dub Online Qual and Insight

CommuniCes

18 August 2016

What agile research can learn from agile so1ware development


is here


Insight gathered closer to client decision making

Synonymous with online and

mobile

Impetus: ‘faster, cheaper, beNer’

Enhanced value (no less strategic,

rigourous or reliable)

Deeper agency / client partnering

Method agnosCcism

(flexibility and adaptaCon)

What does agile mean in the context of insight and

Market Research?


Concepts associated with agile


Traditional Agile

Decisions are undertaken by management

Decisions are undertaken by those impacted

Build the right product by rigorous analysis and detailed specs

Build the right product by involving the user / customer

Exhibit A: The traditional vs. agile mindset

People are mo:vated by extrinsic rewards (i.e. cash)

People are mo:vated by autonomy, mastery and purpose


Freedom to fail

Fail fast and fail cheap. Fail often. Fail in a way that doesn’t kill you. Seth Godin


waterfall

agile

Start Finish

Discover Plan Build MVP Review

Start Finish Iteration Iteration Iteration

High risk

£££££

Lower risk £££


Backlog To do Development Done

Story A (e.g. Geo-‐loca:on

feature)

Story B (e.g. emo:onal capture)

Story C

(e.g. open ended ques:on entry)

Testing Deployment

icon design

database model

user interface API

transla:ons icon design

iOS support

error checking

email valida:on

offline warning


The agile manifesto reimagined and applied to the world of MR


Individuals and interac/ons over processes and tools

Working so6ware over comprehensive documenta/on

Customer collabora/on over contract nego/a/on

Responding to change over following a plan

Key values of the agile manifesto


Individuals and interactions over processes and tools

Projects built around trusted moCvated individuals

Face-‐to-‐face conversaCon the best form of communicaCon

Best architectures and designs from self-‐organizing teams`

Trust staff -‐ abandon 9am to 7pm working culture (e.g. core /flex hours) Reduce email ‘waste’ / increase f2f interacCon More flexible resourcing; greater skill access and awareness for more diversely skilled teams

Implications for MR Agile principles


Working software over comprehensive documentation

Working so1ware is the measure of progress Working so1ware delivered frequently (weeks not months) ConCnuous aNenCon to technical excellence and good design

Replace term ‘so1ware’ with ‘insight’ / ‘acConable insight’ Movement towards bite-‐sized reporCng chunks -‐ ‘minimum viable insight’ Avoid ‘tools-‐first’ mindset, promote method agnosCcism



Customer collaboration over contract negotiation

Customer saCsfied by early and conCnuous delivery of so1ware Close, daily cooperaCon between business people and developers Sustainable development, able to maintain a constant pace

Sustainable work relaConships through closer client-‐agency partnerships More transparent stabilised workflows (use of kanban for research exploraCon and discovery?) Help clients connect with customers



Responding to change over following a plan

Welcome changing requirements, even in late development Simplicity — the art of maximizing the amount of work not done Regular team reflecCon to become more effecCve, and adjust accordingly

More agile, iteraCve approaches to design and discovery (lengthier but less prone to failure) Eliminate mundane jobs to reduce project waste Promote kaizen / conCnuous improvement (e.g. using weekly stand ups / stand downs



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Q & A

Ray Poynter The Future Place

Dan Stracey Dub Online Qual

Dan Stracey AAA 2016

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