IT Management

IT Management

Scrum and Kanban: Same or Different? Which one is better?


What is the Agile Scrum Structure? How is it various from the Kanban method. If you are using the Scrum structure and leveraging the Kanban board, you may be believing that Scrum and Kanban are the very same. In addition, you may be questioning which approach is a much better suitable for your work.

In this post, I have actually noted the core distinctions in between Scrum and Kanban. Additionally, I likewise covered which structure is finest matched with various kind of work or groups.

Scrum in a nutshell

Scrum is an iterative and incremental Nimble procedure structure to develop complex items of the greatest possible worth. In Scrum, the group constantly deals with the greatest concern products initially. The work is carried out in other words, time-boxed versions or sprints Each sprint starts when the group devotes to finish focused on user-stories based upon their readily available capability in the sprint. A model ends when the group has actually provided a possibly shippable item increment of the item. For that reason, the scrum advancement group provides company worth to users at the end of each sprint.

The 3 Scrum functions – Item Owner, Scrum Master, and the Advancement Group – are specified listed below:

  • An Item Owner chooses what requirements to be constructed and in what order.
  • A Scrum Master serves as a servant leader and coaches the group to follow Agile Scrum concepts.
  • An Advancement Group is a group of self-organizing people who establish a top quality item.

Scrum needs the below events to be performed on a routine cadence:

  • Item Stockpile Improvement
  • Sprint Preparation
  • Daily Stand-Up
  • Sprint Evaluation
  • Sprint Retrospective

Above all, Scrum is most matched for complicated tasks where things are more unforeseeable than they are foreseeable. In complicated domains, there is a requirement to work together with others, have an ingenious state of mind to examine, experiment with various concepts, and adjust based upon the knowings.

To find out more about Scrum, you might read my book, The Fundamentals Of Scrum– A Simple Handbook to one of the most Popular Agile Scrum Structure.

Kanban in a nutshell

Kanban is the most popular Lean structure. This method works finest for groups that have a constant circulation of inbound demands with various concerns. In the Kanban method, each demand or a work product is represented by a Kanban card that streams from one phase of the workflow to another till it is total.

Kanban is really versatile in nature. New work products can be contributed to the stockpile at any time Even the workflow can alter anytime. If group capability modifications, WIP restricts get recalibrated. In addition, Kanban does not recommend any functions or events. It enhances an existing procedure by getting rid of waste and enhancing time to market

To find out more about Kanban, you might read my other book, The Fundamentals Of Kanban – A Popular Lean Structure

Compare Scrum and Kanban

Listed below area notes the core distinctions in between Scrum and Kanban:

  • Scrum was developed for complicated item advancement to reduce the constraints with the conventional Waterfall method. Kanban, on the contrary, stemmed to handle work and control stock at Toyota with Just-In-Time and Lean concepts.

  • Scrum recommends item groups to handle work within time-boxed, brief, and constant length versions or sprints. Nevertheless, Kanban defines a constant circulation of work throughout various states.

  • With Scrum, advancement groups develop a possibly shippable item increment at the end of every sprint. For that reason, groups can launch code at the end of every sprint if authorized by the item owner. With Kanban, groups can launch code anytime or on-demand.

  • Scrum needs 3 functions – Item Owner, Scrum Master, the Advancement Group. Kanban, on the other hand, does not recommend any particular function.

  • In Scrum, the tiniest piece of company worth that a group provides is a user story. Each user story might then be broken down into smaller sized jobs or sub-tasks. Nevertheless, in Kanban, each work product is represented as a Kanban card.

  • Scrum is finest matched for complicated item advancement efforts that are unpredicatable in nature. Such complex efforts need research study, experimentation, and an emerging style. Kanban, on the contrary, is finest matched for easy and complex efforts where things are more foreseeable than they are unforeseeable.

  • With Scrum, sprint evaluation and retrospective events are performed at the end of every sprint to check and adjust. Though Kanban does not recommend any events, groups might perform an evaluation conference on a regular monthly or a quarterly cadence to evaluate cycle time, circulation performance, and so on

  • Scrum recommends user stories to be approximated in regards to story points. Nevertheless, Kanban does not need work products or Kanban cards to be approximated. In Kanban, evaluation is optional. Some groups select to approximate their work to have more predictability while others choose to divide their cards such that each of the cards is of the very same size.

  • With Scrum, the most popular metrics are sprint burndown and speed. Other beneficial metrics are release burndown, release burnup, and sprint burnup. The most popular Kanban metrics is cycle time. Metrics such as preparation, throughput, cummulative circulation diagram (CFD), and control charts are likewise leveraged.

  • Kanban has more versatility than Scrum as brand-new work products can be contributed to the workflow at any time.

  • Scrum recommends events to be performed on a routine cadence. For example, the sprint preparation event need to be performed at the start of each sprint. Sprint evaluation and retrospective events need to be performed at the end of each sprint. In addition, the day-to-day stand-up needs to be performed every day of the sprint. Nevertheless, Kanban does not recommend any cadence or events to be performed. In Kanban, conferences are held as required.

  • With Scrum, extra or brand-new user stories must not be contributed to the active or a continuous sprint. Nevertheless, in Kanban, brand-new work products or cards can be included anytime, offered the WIP (Work-In-Progress) limitation hasn’t reached yet.

  • In Scrum, the sprint stockpile is reset after every sprint. Nevertheless, the Kanban board is constant.

  • To embrace Scrum, business require to establish a nimble state of mind. Scrum needs a significant modification to the existing organizational structure and procedures. As an outcome, leaders invest into Scrum training and develop brand-new functions or positions to develop the very best Scrum groups. On the contrary, Kanban does not need any substantial modifications to onboard onto this structure.

Now that you comprehend the distinctions in between the 2 structures, you can choose which method works best for your group. For more on Agile, Lean, Scrum, or Kanban, you might check out listed below books:


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IT Management

Liberating Structures: Design Storyboards – for planning productive meetings and workshops

Liberating Structures basically altered the method I work, and they are assisting me ending up being effective as Scrum Master and Agile Coach. Liberating Structures are a set of patterns, that enables a group, of any size, to work together and self-organise around a subject, issue or difficulty, by including and letting loose the capacity of each person.

The structure Style Storyboards has actually shown really beneficial to me, when preparing conferences and workshops. Although it is created for a group, this structure basically altered how I prepare to assist in group events.

It actually assists me concentrate on the objective, and after that choose the very best method to attain that. Without this, it is simple to fall in the trap of picking the structure/activity initially, and after that missing out on the objective.

Responding to the following concerns, assist me remain on track. The graph that comes out of it, works as my “assistance canvas”.

  • What is the function of the event?
  • What structures would I usually utilize for this session?
  • What Liberating Structures or other activities could attain that function?
  • Which structure/activity is finest matched to attain the function?
  • What would the invite that will set off reflections and discussion with lots of viewpoints appear like? (See Attribute of Powerful Invitations for Liberating Structures)
  • What should be asked to debrief if the event accomplished the function?

The responses are tape-recorded in the “storyboard”:

This example is a retrospective, assessing my group’s recently developed Meaning of Done, handling a few of the issues the group raised: (1) we now have a Meaning of Done, however we have actually attempted that in the past, and it will simply go on the wall and we’ll forget it. (2) our brand-new Meaning of Done will not deal with ‘backend stories’ so I can’t see how it will work. (3) To what usage is our Meaning of Done if we are unable to go all the method to done in each sprint?

The graph of the prepared event is a terrific method to produce shared understanding and foster rewarding discussions about what we wish to attain, when preparing together with a group.

I have actually discovered it tough to utilize this structure together with individuals who did not yet find the power of Liberating Structures or are not acquainted with some Liberating Structures. Up until now I have actually been preparing on my own, providing a style storyboard to the group, and after that working from there. That is not actually the intent, as my viewpoint will be more dominant, and makes it harder for others to contribute … Yet it is still much better than what we utilize to do.

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IT Management

Knowledge Driven Culture


In my previous blogpost about developing an Engineering Culture I quickly discussed the pillar “Understanding Driven”. This pillar is actually about culture. About behaviour and about frame of mind. You can just have actually an understanding driven culture if individuals want to share understanding, and if individuals are open to get it.

In lots of business there are a handful of individuals that are really well-informed. Certainly they address concerns when asked, and want to share a few of the understanding, however in some way understanding is not genuinely moved.

At Xpirit we like the mantra” Program, Together, Alone”. In Dutch it sounds something like “voordoen, samen doen, zelf doen” which precisely equates to “we reveal you, we dot it together, you do it yourself”. That method, we make certain that we are not just there to address concerns however likewise to make certain individuals have the ability to do it themselves in the future. Obviously this uses up more time, however on the longer term this is even more productive. Think about providing the starving male a fish, or teach them how to fish (Offer a Male a Fish, and You Feed Him for a Day. Teach a Male To Fish, and You Feed Him for a Life Time– Quote Detective ®)

In order to do that you require to make it possible for individuals to both share their understanding and have the ability to get it. Let’s dive a little in to how you can do that.

Sharing Understanding

There are lots of methods to share understanding and generally whatever is great. I believe that sharing “some” understanding is much better than not sharing at all. What we see taking place a lot is that individuals do not understand what to speak about. They believe what they understand is unsatisfactory, or it is not helpful. Likewise, lots of business attempt to “focus” the understanding sharing in to all type of boxes, locations, subjects or focus groups. I have actually discovered that constraint and borders in fact paralyse individuals that wish to share something. Simply let individuals share what they wish to share.

By releasing the borders, individuals feel needs to more at ease purchase sharing understanding. And when the pressure is off, you can ask to share something about a subject you have concerns on. However do not begin with that.

Likewise essential. Sharing understanding can be performed in various manner ins which are really various for various individuals. Some individuals like to provide on a phase, some for big groups, and some for smaller sized groups. Other like to do workshops or brainstorm sessions. Some individuals like to compose post, some individuals like to tape-record a podcast or a video. Individuals like to share by putting code in a repo on GitHub and others similar to to have 1:1 discussions.

The very same concept uses here. Do not restrict your individuals. Allow them to share their understanding. Ensure they learn about conference where they can speak, let them arrange a meetup, Assist them with composing abilities to begin composing post. Facilitate them with great devices to tape-record something. Do a session on a conference together, When you eliminate all the borders and issues, individuals begin t grow.

At Xpirit we have numerous platforms where we share our understanding. The most popular ones are our Development Day and our XKE (Xebia Understanding Exchange).

The XKE is a weekly occasion on a Tuesday where we come together as a group and share understanding. We have an unique app that holds all the sessions, and individuals can select what they desire. On a routine Tuesday there have to do with 4-5 parallel sessions. two times a month we do this sharing together with our Xebia associates and we run 15-20 sessions in paralel. Brainstorms, discussions, demonstration’s, code programs, practice sessions. It can be whatever. As long as it is sharing

4 times a year we arrange a Development day. Recently we had one in Motorworld in Perfume. There we come together as a group and do something “ingenious”. What it is. That depends on you. You can do anything you like, as long as it is ingenious for you. Generally little groups of individuals interact to make something excellent. In most cases, they simply find out something, however periodically something lovely comes out that ends up being incredibly popular in either the neighborhood or for consumer.

Getting Understanding

This is a brief paragraph. Getting understanding appears easy, however it is not. It is a state of mind. It indicates, being open for other viewpoints, being open to find out, be linked to others. That appears easy, however is actually tough. It currently begins in the working with procedure. You can employ the very best of the very best. The one that has all the understanding, however opportunities are, that this will not enhance. If you understand whatever currently, why would you be open to others. So, more notably, look for frame of mind. What does somebody understand, however likewise what does somebody not (yet) understand. And how does somebody handle that?

Frame of mind is whatever. To support individuals by being open, often you require to eliminate some worries. Worries of being ashamed or the worry of felling inferior. That can be done by simply an excellent discussion, however often concerns are deeper that than. Assist individuals with getting some training, assist them grow on an individual level, assist them handle their individual concerns. Business advantages are never ever quantifiable, however think me. Individuals will thrive and everybody will be much better on the long term./

So make certain you do not employ those Fantastic Jerks, however individuals that can grow.

Why Netflix Does Not Endure Fantastic Jerks|Inc.com

Summary

In this article I offered you a little insight on sharing understanding, some concepts how you can do that and ideally some motivation to appl him you own life and company.

Hope this assists!


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IT Management

Remembering Jerry: Experiential Learning: Beginning, Inventing, Simulation


It’s been 5 years considering that– regretfully– Gerald M. “Jerry” Weinberg died. Since then, I battled with some public grieving about him, till just recently I had simply the ideal concept. I currently covered Jerry’s physical books in the previous year. There are some gems left in a few of the books he later on released on Leanpub. Today, I will dive into 3 of them in one post: Experiential Knowing: Starting, Developing, Simulation. (You can get the majority of the material of the physical books I examined on Leanpub also– some may have a somewhat various name.)

Experiential Knowing is at the heart of the Analytical Management course in addition to the Amplify your Efficiency conference. Having actually gone to PSL in 2011, and being a fitness instructor myself, I aspired to be familiar with a few of the training style ideas that entered into all the various formats. Because these 3 books do not have a pendant in physical kind, this was sort of the only method to dive into the subject for me.

Start

Essentially, I liked the entire series due to the reality that I might re-live a few of my Analytical management workouts, now discussed by the designer himself. In the very first of the 3 volumes, Jerry lays a few of the foundation for creating experiential knowing workouts while describing lots of workouts that he utilized throughout his profession.

Starting takes the reader from beginning points in experiential knowing workouts over to over progressively enhancing the workout. You will follow together with a number of the examples, and integrate the style of the workout with ever more of Jerry’s other ideas.

For instance, the really first workout explains splitting the group into 2 and asking each sub-group to carry out an easy procedure. Among the groups gets to select an observer, while the other simply deals with their own following their own procedure. In later on chapters you will find out about using metaphor’s to your workouts, all the while advising the reader of keeping the workout easy and transparent.

A lesson I rather needed to discover the difficult method handle setting out traps. Sure, you can present traps into your knowing workouts, however in an experiential knowing set-up, it’s difficult, perhaps even difficult to inform up-front what individuals will discover. So, individuals will constantly bring their own traps with them and may discover something absolutely brand-new for them that they did not mean to be therein. Which is completely great. As an experiential fitness instructor, you require to produce the ground for the discovering to thrive without understanding which type of seeds will succeed into flowers of veggies.

In general, Starting lays the soil for the 2 other volumes in this series, and you will entrust to a standard understanding of experiential knowing from this volume, all set for the next things to come.

Developing

Developing handle all the important things we human beings take pride in: tinkering, drawing, painting, and so on. If you can integrate your knowing material with individuals creating things, they will not just enjoy themselves however likewise value the lessons they draw from it.

Comparable to the other books in this series, you will dive into a range of lessons, from your home of card workout and how to enhance it, over playing with toys, and what you, as an experiential knowing designer, may wish to keep an eye out for. Because gaining from your experiences is so essential for experiential discovering to take place, this book covers all the useful manner ins which creation can enter into your student’s journey.

Simulation

The last book in the series handled the most likely longest workout in the entire analytical management class: Verseworks. Any person who has actually handled the mines, fixing jigsaw puzzles in a dark space without a chair, too little to stand directly if you’re my size, over to earnings and expenditure estimation for your start-up and so on essentially assembles all the components from the 2 previous books into a single massive experiential knowing workout.

Simulations are a crucial method to discover something about your everyday task by doing something absolutely various, yet, seeing the pattern in between the 2 various environments that emerge. The unneeded traps discover their method back in here, as you ought to not develop your simulations with a lot of desired traps. Learners constantly bring their own traps and may get puzzled over a lot of confusions if there are numerous deceptive things in the method.

I actually delighted in Simulation, and attempted to integrate a bigger simulation into among my training classes to some big level. Other associates attempted to do the very same simulation, too, though I believe Jerry’s guide from the 3rd volume here assisted me to be conscious of all the important things I ought to know when creating and helping with a simulation in my own class– although I actually can’t call them.

In General, all these years after checking out the 3 books, I question why these books just released on LeanPub did not fulfill a greater level of interest, yet, seldom spoke about. I believe Jerry laid an excellent cause for much better pieces of training in these 3 books, and it’s actually simple for the reader to follow along. However possibly, not everybody remain in the position to develop experiential knowing workouts, which’s why I see so little speak about this series.


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IT Management

Patrick Debois talks about changing the quality of life of others – Yves Hanoulle



#Interview with Patrick Debois for the #video edition of Who is #agile( #WIa 042)

We discussed

— Listening to our bodies to prevent stressing out
— How he inadvertently developed #devops
— altering the #quality of life of others
— Examples about discovering
— Historic understanding
— Bringing context for square no
— The balance in between discovering more vs excessive
— Making his grey hair
— Dive deep for a couple of years
— Being moms and dads of teens
— Grateful, mad, unfortunate, scared at school and work
— McCarthy Bootcamp from jim mccarthy & & Michele McCarthy
— About how being more #senior both assists you and slows you down.
— Castles as a safe location

Books we discussed
– Transforming organisations (Laloux)
— Leren Veranderen

We pointed out
Stijn Decneut
Tom Klaasen
Steven Noels
Kris Buytaert

Patrick Welcomes
Chris Lucian and Austin Chadwick from the The Mob Mindset Program

. .

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IT Management

Halloween Celebrations In Saudi Arabia


Saudi Arabia phases once-banned ‘Halloween’ events

Saudi Arabia, the Land of the 2 Holy Masajid and the Holiest and one of the most Spiritual location for Muslims, has actually hosted an occasion to commemorate the once-banned celebration of Halloween.

In a definitely un-Islamic relocation the Saudi Kingdom has taken this action to carry out ‘social reforms’ (?) meant to modernise the nation under de-facto ruler, Crown Prince Mohammed Bin Salman.

In Islam any practice which does not have its origins in The Divine Bible (The Holy Qur’ an) and The Sunnah is absolutely forbidden. This uses to numerous Pagan practices such as Halloween, Valentine’s Day etc. Even a report by the New york city Times explains the celebration of Halloween as having Pagan Roots.

The Noble and Last Messenger of Allah Sallallahu alaihi wasallam is reported to have actually stated: ” Whoever mimics a country is among them!” ( Hadith-Abu Da’oud).

… and Allah Ta’ala Knows Finest

( Source: Haqqseeker)


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IT Management

Self-Organization myths!


If you ‘re somebody who’s struggling to grasp what self-organization is and want to get some readability across the details and myths round this idea, then this put up could also be fascinating to you! This is likely one of the most conveniently misinterpreted idea.

Everybody talks about Self-organizing groups and I need to say it’s a frequent expectation from any Agile group that groups should be self-organized or be taught to get there as shortly as doable!  Self-organization shouldn’t be a simple feat that may be mastered shortly. It takes time and effort as Self-organization is a journey and never an finish state that may be attained by following some particular algorithm! It has to do quite a bit with the conduct and mindset of the groups.

Let me begin with my reflection of some myths on Self-organization-

  • Groups begin self-organizing from the primary day they meet and greet one another
  • If there may be a whole lot of management and monitoring then, the crew tends to self-organize sooner
  • The pace of self-organization will increase exponentially with the quantity of stress created on the crew
  • Self-organization sooner if there are a bulk of monitoring instruments and studies in place for monitoring and monitoring
  • Self-organizing groups typically do not need a supervisor or a frontrunner to information them
  • Self-organizing groups encompass a handful of specialists
  • Self-organization can simply be imposed on groups
  • Self-Group if tied to particular person efficiency value determinations, it will get executed sooner
  • Nobody can query or problem a Self-Organizing crew, they’re the final word choice makers
  • Any group of people who find themselves randomly put collectively in a crew can self-organize
  • The self-organizing crew  produces excellent outcomes very quickly following their inception and their run fee i.e. productiveness  is unbelievableThe listing goes on…

 

 

 

 

 

 

 


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IT Management

Considerations for a New Team


Scrum Team Size and Structure

  • MUST – No sub-teams
  • MUST – No hierarchies
  • SUGGESTED – ‘Typically fewer than 10 people’ (3)
  • Are the team members remote or co-located?
  • Are all the team members committed to the team?
  • Are there any unspoken hierarchies, e.g. an assumed leader?

Cross-functional

  • MUST – The team has all the skills necessary to create value each Sprint (3)
  • Are the skills siloed into specialisms, or are the team members multi-skilled (or T-shaped)?

Evaluating Group’s Skill Bases (2, page 162)

Four types of knowledge
  • Individual expertise: gained through training, education, and experience
  • Relational knowledge: An understanding of how to work together to integrate individual knowledge to achieve specified goals
  • Embedded knowledge: The core technologies on which your group’s performance depends, such as customer databases or R&D technologies
  • Metaknowledge: The awareness of where to go to get critical information

Self-Organising

  • Do they decide what is developed?
  • Do they decide who does the development?
  • Do they decide how to build an increment?
  • What are they responsible for in terms of product development?
  • Are they held accountable for creating an increment?

Team Working Agreements

Communication

  • How do they like to communicate day to day?
  • Do they have any information radiators to aid their communication?
  • What are the understood response times for communications internally and externally?

Team Culture

  • Do they socialise away from work?
  • What is the energy of the team?
  • Is there overtime? Is it acceptable/ expected?

Evaluating Individuals (2, page 171)

Consider these six criteria

  • Competence: Does this person have the techincal competence and experience to do the job effectively?
  • Judgment: Does this person exercise good judgment, especially under pressure or when faced with making sacrifices for the greater good?
  • Energy: Does this team member bring the right kind of energy to the job, or is she burned out or disengaged?
  • Focus: Is this person capable of setting priorities and sticking to them, or prone to riding off in all directions?
  • Relationships: Does this individual get along with others on the team and support collective decision making, or is he difficult to work with?
  • Trust: Can you trust this person to keep her word and follow through on commitments?

Team Smells

Problematic behaviour patterns (2, page 120)

Lack of…Symptoms
FocusThe group can’t clearly define its priorities, or has too many.
Resources are spread too thin, leading to frequent crises and firefighting.
People are rewarded for their ability to put out fires, not for devising enduring solutions.
DisciplinePeople exhibit great variation in their levels of performance.
Employees don’t understand the negative consequences of inconsistency.
People make excuses when they fail to make commitments.
InnovationThe group uses internal benchmarks to measure performance.
Improvements in products and processes unfold slowly and incrementally.
Employees are rewarded for maintaining stable performance, not for pushing the envelope.
TeamworkTeam members compete with one another and protect turf rather than work together to achieve collective goals.
People are rewarded for creating fiefdoms.
Sense of urgencyTeams members ignore the needs of external and internal customers.
Complacency reigns, revealed in beliefs such as ‘We’re the best and always have been’ and ‘It doesn’t matter if we respond immediately’

References

  1. Henrik Kniberg’s checklist
  2. The First 90 days by Michael D. Watkins
  3. The Scrum Guide

Explore more


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IT Management

Desusabilidade do Poupa Copos


Duran te alguns meses trabalhei em um prédio onde existia um “Popa Copos” instalado no corredor. Diferente dos dispensers de copos tradicionais, este produto vende o conceito de economia na utilização evitando o desperdício, visto que ele libera um único copo em sua utilização.

Entretanto, ela falha em seu princípio mais básico, liberar facilmente o copo a ser utilizado.

As pessoas sempre enfrentavam dificuldades na sua primeira utilização, muitas delas, não conseguiam retirar o copo, fazendo com que a curva de aprendizado fosse muito alta.( As pessoas pediam ajuda a outros funcionários da empresa, tentavam abrir a parte de cima do equipamento, ou até mesmo, ficavam sem tomar água.)

Como podem ver no vídeo abaixo, para liberar o copo os usuários precisam mover para a esquerda uma peça azul e aguardar que o copo caia.

https://www.youtube.com/watch?v=kfHPzRZv15E

Parece fácil né? Mas não é.

Agora, vamos aos problemas:

  • Como a parte que o usuário relocation parece uma lingueta, muitos tentavam puxar e não, mover. ( em menos de quatro meses, encontrei três peças quebradas em cima do equipamento)
  • Além de mover a peça para esquerda, é necessário aguardar o copo cair ( cerca de 1 segundo) Mesmo parecendo pouco, como o equipamento tem uma mola em sua composição, o modelo psychological da maioria dos usuários, period apenas mover e deixar que a peça volte automaticamente. Quando isso ocorre, o copo é amassado ao meio pelo próprio equipamento gerando frustação e desperdício.
  • Para finalizar, avaliando a utilização mais de perto, percebi que apenas mover a peça para a esquerda não funcionava em sua grande maioria, period preciso ainda, dar uma “balançada” na peça para que o copo fosse liberado.

Antes de escreve este post, avaliei o mesmo equipamento em três lugares distintos, para me certificar que além dos problemas de usabilidade/ concepção do produto, não se tratava apenas de um defeito do equipamento que existia em minha empresa. Não para minha surpresa, em todos, pude constatar todos os problemas e mais um importante, a utilização do equipamento por pessoas mais velhas, period muito mais problemático. As ações de mover e aguardar a queda dos copos, não eram percebidas como naturais.

Possíveis soluções e melhorias para o produto?

  • Ajustes na peça que é puxada pelos usuários (formato, cor, ergonomia) além de ajustes nas cores e instruções do equipamento que ajudem no entendimento (cognitivo) que a ação esperada é para mover para esquerda.
  • Substituição do formato mecânico (de mover) para uma ação mais direta e inconfundível, como, apertar um botão.

E você tem alguma sugestão para melhorar a usabilidade deste produto?


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