User-Centred Design, Agile, and Government: Finding the Balance
User-centred design (UCD), Agile methodologies, and government processes may seem like separate entities, but they often need to work together in complex environments where accessibility and inclusion are critical. Achieving high-quality design work based on solid research in such environments can be challenging, especially when balancing the flexibility of Agile with the structure of government projects.
Agile and User-Centred Design: Understanding the Tension
In government projects, Agile has become a dominant methodology, particularly through the Service Standard, which emphasises iterative development and user feedback. However, some UCD practitioners new to the public sector struggle with Agile's origins in software engineering and manufacturing, where user-centred design wasn't a primary focus. While Agile encourages flexibility and responsiveness to change, it doesn't always provide the space needed for thorough user research and design iterations, as is essential in UCD.
What is Agile
Agile is frequently mentioned without a full understanding of its principles. In essence, Agile is an approach based on a manifesto created in 2001 by software engineers, which prioritises:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change by following a plan
Agile aims to address the shortcomings of the traditional "waterfall" approach, where projects move linearly from requirements to design to delivery. Instead of following a rigid path, Agile encourages teams to adjust and refine as they go, responding to feedback and making changes in real time.
While Agile offers flexibility, its roots in software engineering mean that it's not inherently aligned with the deeper research needs of UCD. Agile is designed to iterate quickly, which sometimes conflicts with the time UCD requires to understand user behaviour and context thoroughly.
Agile Frameworks and Their Contributions
Agile encompasses various methodologies and frameworks, each offering different tools for project management:
Kanban
Focuses on minimising work in progress and improving efficiency.
Lean
Reduces waste by incorporating early feedback loops and emphasising value.
Scrum
Delivers value in time-boxed sprints, allowing teams to assess and adapt frequently.
Extreme Programming (XP)
Encourages frequent releases through practices like pair programming and continuous testing.
While these frameworks stem from manufacturing or software development, many government teams have successfully adapted them to include UCD work. For instance, Autodesk's dual-track approach combines discovery (user research and design) with delivery, allowing user insights to feed directly into the Agile process.
Integrating UCD and Agile in Government Projects
One effective strategy is adopting Lean UX, which combines UX principles with Agile's flexibility. Lean UX promotes collaboration, early customer validation, and problem-solving over the pursuit of the next "cool feature." This approach aligns closely with government needs, where accessibility and inclusion are critical factors, and user problems must be prioritised over superficial design elements.
The Lean UX Manifesto in Government Projects
The Lean UX Manifesto, although not widely adopted at the time, offers valuable principles that align with government projects:
Early customer validation over releasing products with unknown user value: Government projects must prototype and test early to avoid costly mistakes and public service disruptions.
Collaborative design over designing in isolation: UCD professionals in Agile teams must involve stakeholders, from developers to policy experts, to ensure the work meets all user needs.
Solving user problems over designing the next cool feature: Government services must focus on user issues, ensuring accessibility and solving real problems rather than adding unnecessary features.
These principles ensure that UCD remains relevant in Agile government projects, particularly in maintaining a focus on the end-user's needs and the public sector's emphasis on accessibility.
Challenges in Implementing UCD and Agile Together
While the integration of UCD and Agile offers many benefits, it also presents challenges, particularly in government environments:
Time and Resources
UCD requires extensive research and user testing, which can be resource-intensive. Agile's fast-paced cycles may not always leave sufficient time for comprehensive user research, leading to tension between the two approaches.
Balancing User Needs and Governance
Government projects often involve multiple layers of governance and approval, which can slow down Agile iterations. UCD practitioners must work within these constraints while ensuring that user feedback is still incorporated effectively.
Evolving User Preferences
User needs change over time, and UCD must continually adapt to these shifts. Agile allows for flexibility in this regard, but the challenge lies in ensuring that ongoing user research feeds back into the development process without being overshadowed by delivery pressures.
Conclusion: Making UCD and Agile Work Together in Government
Successfully integrating UCD and Agile in government projects requires careful planning, collaboration, and a focus on user needs. While Agile offers flexibility and responsiveness, UCD provides the depth of understanding needed to create accessible, inclusive, and effective public services. The combination of these methodologies, when applied thoughtfully, can lead to better user experiences and more efficient service delivery in the public sector. Similar to a business relation.