InRhythm

Your partners in accelerated digital transformation

Product Development

How Customized Usability Testing Benefits You and Your User

Software development is all about accurately capturing what the user wants. More accuracy is always better, of course. But what if you could have more accuracy while also saving costs? Why wouldn’t you want that?

Traditional software development was to actually write the software, get your users to test it, have their inevitable change requests come in, change your software, test again, etc. It’s more labor intensive that way (thus more costly), but more importantly it’s less accurate, though that might seem counterintuitive. When you deliver something the user does not want, you did not accurately give them their desired solution. By accurately capturing what the user wants earlier in the process, developers can more accurately engineer the solution later.

For example, let’s say you are mocking up new screens in wireframes on Figma. It’s much easier to change a wireframe than to change code, and for the user it’s basically the same thing. They see the UI changes, get to make their change requests, and you get to implement those change requests in Figma, not in code. 

But usability testing takes this a step further. By using mood boards you can get on the same page as your user early in the dev process.  Using rapid prototyping lets you quickly iterate through various ideas in the early, cheaper stages of the project. And then wireframing, whether you are using Figma, Sketch or XD files, lets your users see how the app will appear. All of this can be done during the early, cheaper stages, and why wouldn’t you take advantage of that with the great tools we now have? Usability testing gives you more accuracy at a lower cost. Can’t beat that!

Creating Robust Test Automation for Microservices

Any and all projects that a software engineer joins will come in one of two forms: greenfield or legacy codebases. In the majority of cases, projects will fall into the realm of the legacy repositories. As a software engineer, it is our responsibility to be able to strategically navigate our way through either type of project by looking objectively at the opportunities to improve the code base, lower the cognitive load for software engineering and make a determination to advise on better design strategies. But, chances are, there is a problem. Before architecture or design refactors can be taken its best to take a pulse on the health of your platform End to End (E2E). The reason being, lurking in a new or existing platform is likely a common ailment of a modern microservices approach – the inability to test the platform E2E across microservices that are, by design, commonly engineered by different teams over time.

I recently worked on a greenfield platform and nearly 6 months into the project, one of the most critical parts of the project had fallen several months behind from a quality assurance perspective. It was no longer possible for QA to catch up, nor was it possible for QA to engineer and execute E2E testing to complete common user journeys throughout the enterprise system. To solve this conundrum, E2E data generation tools needed to be created so that the QA team could keep upbuilding and testing every scenario and edge case. As I see it, there are three main requirements for an E2E account and data generation tool. The tool should:

1) Create test accounts with mock data for each microservice

2) Link those accounts between up and downs stream microservices

3) Provide easy to access APIs that are self-documenting 

Using a tool like Swagger, QA can use the API description for REST API, i.e. OpenAPI Specification (formerly Swagger Specification) to view the available endpoints and operations to create accounts, generate test data, authenticate, authorize and “connect the microservices”.

By creating tools for E2E testing, our QA team was able to eliminate the hassle of trying to figure out which upstream and downstream microservices needed to be called to ensure that the required accounts and data were available and set up properly to ensure a successful test of all scenarios i.e. based upon the variety of different data types, user permissions, user information and also covering the negative test cases. The QA team was able to catch up and write their entire suite of test scenarios generating the matching accounts and data to satisfy those requirements. The net result of having built an E2E test generation tool was automated tests could be produced exponentially quicker and the tests themselves are more resilient to failure. 

Even though the microservices pattern continues to gain traction, developing E2E testing tools that generate accounts and test data across an enterprise platform will likely still remain a pain point. That having been said, the purpose of this article is to raise awareness. Software Engineering Leadership has an opportunity to step up and ensure that the enterprise system that they look after is healthy E2E. I can’t think of a better way to maintain a healthy system than to ensure accounts and data in the lower environments actually work and unblock testing end-to-end. 

James Woods, Web Engineering Practice Lead

Change? What Change? Everything Always Goes to Plan

As software engineers, we are conditioned to brace for change. The very nature of our work requires that we be ready for it. Yet, at our cores, we don’t want there to be any changes. We don’t surrender to the inevitable changes that are going to be required after we submit content for a code review. Instead, we steel ourselves against it, and gear up for battle with a mindset of resistance. We don’t want our QA teams to find any bugs because we’ll then have to make changes to the code we’ve already written. 

The experience, however, is like the Grinch who does everything that he can to stop Christmas from coming. Of course, the holiday arrives anyway. Similarly, despite our best efforts to plan and design an agile effort which builds change in, we’re still not entirely prepared to embrace those changes when they do come. And they will. They always do.

Agile Value #4: responding to change over following a plan” speaks to this behavioral response. It’s all about our attitude. Are we prepared for change and willing to accept that there will be change (as there is for every software engineering project)? Or are we preparing for a fight that we are inevitably going to lose? 

Agile craftsmanship requires that we be nimble in our designs and in our approach. The code we write must stand up to meet the quality demands of the project and not interfere with other parts of the project, but it has to be nimble, too. Anyone at any time in the future may need to rework that code or replace it altogether. If it’s rigid and inflexible, the effort to update it (or replace it) will be that much more intense. Working sprint after sprint is already intense enough – we don’t need to add more stress to our day. In contrast, we need to take measured steps to reduce it.

One of the best ways to manage this stress and to reduce our anxiety is to prepare for change. Embracing a mindset of flexibility prepares us for the change that is coming. If our response is calm and collected, the changes requested will be received just like any new project instead of what may feel like a personal attack on our abilities.

Approaching any project with the expectation that it will likely end differently than it began requires proactively building a roadmap that is designed to be nimble and responsive by anticipating potential changes. Getting ahead of industry trends and predicted needs requires that we are constantly in the mode of collecting feedback from clients, tracking the market and soliciting input from other agile experts. Scenario planning is another way to help with preparedness. This is the only way that we can evolve as a trusted colleague and partner to the clients we collaborate with.

Christopher Okhravi, an authority on agile software development, offers an insightful perspective on the application of Agile Value #4. He reminds us that, “We should never forget that they [the clients] are the ones asking for the system. And they are the ones who will ultimately use it.” Another factor that we need to remember is that rigid planning and process are the antithesis of the freedom derived from an agile approach. As each project unfolds, we learn more about the needs of that project and gain new insights on how to best deliver the code needed to execute the project. However, as we do so, we tend to drift further from the original plan which no longer reflects our reality and this creates tension for everyone involved. 

So, what is the best way forward? Embrace Agile Value #4. We must plan for the worst but hope for the best because change is inevitable. We must be nimble – and stay that way. Change is a necessary element of what we do. We can design our product roadmaps to be responsive and proactive or we can choose to be reactive and struggle to keep up. Getting ahead of industry needs and trends helps us prepare for the changes that will come. Being open to continuous feedback from our clients, our managers, our peers and our colleagues helps us evolve into a trusted co-worker and business partner. 

“Change always comes bearing gifts.”  ~Price Pritchett

Robert Morrell

Practice Lead, Java Cloud

What We’re Reading Around the Web

Agile Manifesto 4/4 – Responding To Change Over Following A Plan by Christopher Okhravi
YouTube
“We should never forget that they [the clients] are the ones asking for the system. And they are the ones who will ultimately use it.”

Manage Stress
Healthfinder
“To be agile, you need to be able to ask, ‘Is this agile?’”

Applying Agile Management Value 4: Responding to Change Over Following a Plan
Dummies
“Unfortunately, traditional project management approaches attempt to wrestle the change monster to the ground and pin it down so it goes out for the count.”

Getting Started With Agile: Responding to Change Over Following a Plan
Pivotal Tracker
“As project execution unfolds, the team learns more about what needs that resulting product will fill as well as how that product can best be built. As this new reality emerges, the team struggles to keep their project aligned to the original plan, which likely no longer reflects the team’s new reality.”


Change Is The Only Constant

A true Agile Craftsman Mindset understand that change is the only Constant

As product developers, we take pride in the “big picture” of the function of the software that we are designing and implementing. Delivering a solution for our clients, and their customers, takes diligence, long hours and impeccable planning. However, even the best-made plans can go awry. How we deal with those plans differentiates the inflexible resistors from the agile craftsmen.

“Agile Value #4: responding to change over following a plan” speaks to this behavioral response. Optimists hope for the best but plan for the worst. Pessimists expect the worst but plan for the best. And flexible realists exhibit behaviors that are the best of both understanding that being nimble and prepared for change is the right mindset. Framing everything that you do with the strong possibility that things will likely change and be different that you planned for cues up your brain to be prepared for change. Hence, you enable yourself to successfully adapt to whatever the new situation is.


Beyond one’s mindset, a critical aspect of practicing Agile Value #4 relates to planning and design. Approaching any project with the expectation that it will likely end differently than it began requires proactively building a roadmap that is designed to be nimble and responsive by anticipating potential changes. Getting ahead of industry trends and predicted needs requires that we are constantly in the mode of collecting feedback from clients, tracking the market and soliciting input from other agile experts. Scenario planning is another way to help with preparedness. This is the only way that we can evolve as a trusted partner. As agile craftsmen, our clients expect us to be inherently nimble, ready for change, willing to adapt and to plan for adjustments so that we can still track to a set schedule and deliver the quality product we are contracted to produce.


Understanding that change is a natural aspect of a project is one thing. Being prepared for it with a thoughtful plan and design that anticipates where and when those changes are most likely to happen is quite another thing altogether. Here, experience can make all the difference. The client relationship is another factor, one that we’ve discussed in a previous newsletter, ”Customers are Much, Much More Than Signed Contracts”. When a client and vendor embark on a path towards partnership, versus a client-vendor relationship, both sides enter the agreement and project understanding that it’s best to expect the unexpected and be prepared to flex. Sometimes, the client may need to be flexible. Other times, the contracted agile partner may need to adjust as the situation changes for the client.
If change is the only constant, and Agile Value #4 requires that we plan for and accept change versus resist it, we need to each ask ourselves if we are agile and flexible. Or, are we rigid and linear?

Thanks and Keep Growing,

Gunjan Doshi

CEO, InRhythm

What We’re Reading Around the Web

Agile Manifesto 4/4 – Responding To Change Over Following A Plan by Christopher Okhravi
YouTube
“We should never forget that they [the clients] are the ones asking for the system. And they are the ones who will ultimately use it.”

Manage Stress
Healthfinder
“To be agile, you need to be able to ask, ‘Is this agile?’”

Applying Agile Management Value 4: Responding to Change Over Following a Plan
Dummies
“Unfortunately, traditional project management approaches attempt to wrestle the change monster to the ground and pin it down so it goes out for the count.”

Getting Started With Agile: Responding to Change Over Following a Plan
Pivotal Tracker
“As project execution unfolds, the team learns more about what needs that resulting product will fill as well as how that product can best be built. As this new reality emerges, the team struggles to keep their project aligned to the original plan, which likely no longer reflects the team’s new reality.”


The InRhythm Product Design Community

When you come to work at InRhythm, you’re part of a larger community of people—committed to learning and growing—who are as passionate about what they love as you are. InRhythm’s product design community is growing rapidly, and we continue to bring in the most talented and creative individuals who love helping users and building cool stuff. As Director of Product Design, I’ve made it my mission to use my 20+ years of design experience to mentor new employees and chart the course for this division’s success. Over two decades of work, I haven’t had a single day where I hated the career path I’ve chosen, and I want to foster that same energy throughout InRhythm. We’re more than a consulting company that places you on a client site; we’re more than a 9-to-5 job. Learning and growth at InRhythm is a lifestyle.

Fueled for Success

Product designers at InRhythm are some of the most passionate, driven people. We do everything, including UX/UI, design, research copywriting, and even Agile scrums and product ownership. Loving what you do as a designer does more than chart a successful career—it also influences people around you, and we want that same high energy and excitement in our everyday work and the educational pursuits of our personal passions. Not everyone understands the best practices or user psychology central to our practice; this is where you come in as a thought leader. Be the expert onsite, and elevate the quality of work for your teams.

Why is all this important? There’s a lot to be said for knowing your client, understanding their brand, being empathetic to their pain point, and creating embedded experiences that build new opportunities. Some agencies and firms only care about the end experience instead of understanding the process or story of a company; being an advocate for the users and the company is what makes for a premier user experience.

A Community Like No Other

At InRhythm, we don’t just drop you off with a client and go silent for six months—we’re a growing community that stays connected, whether it’s through Slack channels, happy hours, book clubs, and Meetups. We’re all here for the same thing: to grow and learn. Everyone is at your disposal because the best growth happens with the support of your peers, so if you want to learn something new or fill gaps in your existing knowledge, just ask!

Another benefit of working with us is the comfort and freedom to talk about your work and passions. InRhythmers lead and attend “lunch and learn” sessions on client sites, panel discussions, and interactive workshops at InRhythm HQ. You’ll never be alone in your ventures, and our community is here for everything from preparation and coaching to supporting you at your event as enthusiastic audience members.

Work Smarter, not Harder

It’s no secret that Agile and Design Thinking are hot industry buzzwords in our industry. These methodologies are great tools for making work more fun and efficient while inspiring the group collaboration that is at the core of our learning and growth culture. We embody those collective ideals, and design thinking can shape our experiences throughout our lives. When you download a new app, get a new piece of hardware, or even see how text and images are presented in a television show, you’ll find yourself starting that Design Thinking process. How did this feature get included? Why did they do this? Is this design fully effective for their target demographic? Or even something as simple as, “damn, that looks cool!” We research, sketch, iterate, and build experiences ourselves that we know will impact the end user in ways that will make a huge difference without them even realizing what went into it.

When you’re at work representing InRhythm, you’ll always be presented with challenges. Whether it’s interpersonal differences, tight deadlines, or just broken processes, InRhythmers always stay positive, focus on the drive that brought us here, communicate openly, and elevate the game for the people we work with. Regardless of who signs the paychecks, we all have a common goal to build something amazing on our client sites. No company is perfect (if they were, we wouldn’t be there to change things!) but how you show up, identify opportunities for improvement, and forge a path forward is what matters, and what sets InRhythm apart.

Leadership Takes Ownership

In my work at InRhythm, I listen to our clients’ needs, assess what they’re looking for, and our best-in-class recruiting team finds the perfect match to become a new InRhythmer. We want to hear about your process, why you make decisions, and how you ultimately reached those decisions. Anyone can push pixels, but it takes a specific type of person to talk about their work at the level we expect. Whether you’re just starting out or have been designing since the 90s, the type of devotion to your career and the disciplines behind it is what makes or breaks our hiring decision. Our selective process ensures not only your growth as a professional and person but also makes sure our clients thrive through work with some of the most impressive talent. Along the way, I make it my mission to check in with you and make sure your client work is on track to keep you challenged and growing constantly.

We hold biweekly calls that give you the opportunity to chat about everything from client site problems to the latest from your fellow InRhythmers. No one has all the answers, but we can supply you with the tools and stories you need as a group with a common mission. My primary focus is around your learning and growth; when you leave InRhythm, you’ll be better than when you arrived. We shape consummate professionals, teammates, and leaders within our community, and our accountability on all sides is why we’re built to succeed.

This year we plan on adding more UX/UI designers, visual designers, prototypers, UX researchers, scrum masters, dog lovers, thought leaders, cosplayers, crazy people, and—most of all—people who want to stand in front of a room of people and say, “let me tell you why knowing about *your subject* is important!”

Is that you? We’re hiring. Looking forward to meeting you.