Why Designers Struggle to Fit into Agile Teams
Agile frameworks can often be rigid, making it tough for designers to contribute effectively. Without incorporating discovery practices into the sprint, products are likely to fail.
Back in 2011, I was working as a UX Designer at a design studio that followed a waterfall process. We created detailed designs in Photoshop and handed them over to developers, hoping the final product would turn out as expected, but it rarely did.
Searching for a better approach, I discovered Agile and was immediately impressed. Despite failing to get my manager on board with Agile, I joined a company that fully embraced it. I looked forward to working in sprints as part of a cross-functional team, but my enthusiasm quickly turned to frustration.
I struggled with the two-week sprint cycle, feeling my creativity being restricted. In waterfall, I could design entire experiences and control every detail. Now, I was designing fragmented pieces and constantly negotiating with engineers. The excitement I felt at the beginning faded, much like Anne Hathaway’s character in “The Devil Wears Prada” realizing her job wasn’t what she hoped.
Over time, however, I started to appreciate Agile’s benefits. Collaborating with developers sped up the design process and brought in fresh, technical perspectives I hadn’t considered. Quick iteration within sprints made correcting mistakes more efficient.
The real issue wasn’t Agile itself, but rather Scrum, an Agile framework emphasizing speed and efficiency. Scrum’s focus on deliverables often limits exploration and experimentation. Additionally, Scrum sprints typically lack user feedback, making it hard to validate the user experience.
Agile values human interaction over strict processes. Through iterative retrospectives, we refined our method, incorporating Design Thinking and Lean UX to create a more inclusive and productive environment for designers.
I don’t criticize all Agile methods; it’s primarily Scrum’s rigid structure that frustrates designers. Initiated by developers in 2001 through the Agile Manifesto, Scrum’s roots don’t cater well to the evolving needs of design, which now requires discovery, experimentation, and validation.
Success in Agile shouldn’t be measured by speed but by achieving meaningful outcomes. Unfortunately, Scrum’s velocity metrics can make teams focus on rapid delivery rather than user and business impact. Designers often feel they’re in a race, akin to Keanu Reeves in “Speed,” preventing deep problem-solving and fostering superficial solutions over true innovation.
Validating ideas with user feedback is crucial, yet many Scrum teams avoid integrating research into sprints, mistakenly thinking it slows them down. On the contrary, continuous user feedback accelerates the process by filtering out bad ideas early. Mixing heavy upfront research with product development mimics waterfall, leading to inefficiencies. Real discovery happens within each sprint, with ongoing user validation and refinement.
Iteration is essential for improvement, turning initial concepts into polished products over time. Yet, teams often fixate on incremental delivery without revisiting and refining features, driven more by growth than perfection. Without iteration, designers face the unrealistic expectation of perfect solutions on the first try.
Collaboration between developers and designers is vital. Diverse perspectives drive better solutions, much like the synergy between Spock and Captain Kirk in “Star Trek.” Working together, rather than in silos, minimizes blind spots and fosters a more holistic approach to problem-solving.
True agility adapts methodologies to team needs rather than strictly adhering to prescribed frameworks. Explore alternatives like Lean UX, and remember that Agile is flexible. Commit to iteration, maintain strong communication, and focus on improving both the product and the team.
Agile, when done right, creates an environment where creativity and innovation can flourish, enabling designers and developers to produce their best work together.