GHA Lean UX presentation
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GHA Lean UX presentation
- 1. EXECUTIVE SUMMARY // RECOMMENDATIONS LEAN UX “Applying Lean Thinking in User Experience Design”
- 2. EXECUTIVE SUMMARY // RECOMMENDATIONS LEAN STARTUP DESIGN THINKING AGILE SOFTWARE DEVELOPMENT
- 3. EXECUTIVE SUMMARY // RECOMMENDATIONS EMPATHIZE DEFINE IDEATE TEST PROTOTYPE WHO Are you solving a problem for WHAT Are their needs HOW Will you solve them Design Thinking
- 4. EXECUTIVE SUMMARY // RECOMMENDATIONS Design Thinking
- 5. EXECUTIVE SUMMARY // RECOMMENDATIONS Agile Methodologies
- 6. EXECUTIVE SUMMARY // RECOMMENDATIONS Agile Methodologies AGILE MANIFESTO 1. Individuals and interactions over processes and tools 2. Working software over comprehensive documentation 3. Customer collaboration over contract negotiation 4. Responding to change over following a plan
- 7. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean Startup
- 8. EXECUTIVE SUMMARY // RECOMMENDATIONS “We must learn what customers really want, not what we think they should want.” Eric Ries Lean Startup
- 9. EXECUTIVE SUMMARY // RECOMMENDATIONS BUILD – MEASURE - LEARN Experimenting + Validated Learning REDUCED WASTE Lean Startup
- 10. EXECUTIVE SUMMARY // RECOMMENDATIONS What do they have in common? 1) Balance business and user needs
- 11. EXECUTIVE SUMMARY // RECOMMENDATIONS What do they have in common? 2) Iteration improves the product
- 12. EXECUTIVE SUMMARY // RECOMMENDATIONS What do they have in common?
- 13. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX
- 14. EXECUTIVE SUMMARY // RECOMMENDATIONS Main Goals of Lean UX: • Move away from requirements and deliverables to assumptions and outcomes • Increase shared understanding through collaboration and cross- functional teams • Design in short, iterative cycles to make sure you create real value for the user/customer
- 15. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Principles 1. Cross-Functional Teams 2. 2-Pizza Teams 3. Measure the progress by outcome, not output 4. No upfront detailed design - design only what's required 5. Continuous discovery 6. Get out of the building (GOOB)
- 16. EXECUTIVE SUMMARY // RECOMMENDATIONS PRINCIPLES OF LEAN UX Cross-Functional Teams
- 17. EXECUTIVE SUMMARY // RECOMMENDATIONS PRINCIPLES OF LEAN UX 2-Pizza Teams
- 18. EXECUTIVE SUMMARY // RECOMMENDATIONS PRINCIPLES OF LEAN UX Measure Progress by Outcome – Not Output
- 19. EXECUTIVE SUMMARY // RECOMMENDATIONS PRINCIPLES OF LEAN UX No Upfront Detailed Design – Design Only What is Required
- 20. EXECUTIVE SUMMARY // RECOMMENDATIONS PRINCIPLES OF LEAN UX Continuous Discovery
- 21. Get Out Of The Building (GOOB)
- 22. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Process
- 23. EXECUTIVE SUMMARY // RECOMMENDATIONS Preparation: Personas Sketch PrioritizeValidate
- 24. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Process
- 25. EXECUTIVE SUMMARY // RECOMMENDATIONS DECLARE ASSUMPTIONS Problem & Hypothesis Statement
- 26. EXECUTIVE SUMMARY // RECOMMENDATIONS DECLARE ASSUMPTIONS Problem Statement
- 27. EXECUTIVE SUMMARY // RECOMMENDATIONS DECLARE ASSUMPTIONS Problem Statement Our service offers a conduit between job seekers and employers trying to hire them. Through our service, employers can reach out to job seekers in our ecosystem with employment opportunities. We have observed that one critical factor affecting customer satisfaction is how frequently job seekers respond to employer messages. Currently, job seekers are replying to these communications at a very low rate. How might we improve the efficacy of our communication products, thus making employers more successful in their recruiting and job seekers more satisfied with our service? (TheLadder)
- 28. EXECUTIVE SUMMARY // RECOMMENDATIONS DECLARE ASSUMPTIONS Hypothesis Statement
- 29. EXECUTIVE SUMMARY // RECOMMENDATIONS We believe that creating an efficient communication system within TheLadders’ product experience for recruiters and employers will achieve a higher rate of contact success and an increase in product satisfaction. We will know this is true when we see an increase in the number of replies from job seekers to recruiter contacts and an increase in the number of messages initiated by recruiters in our system. DECLARE ASSUMPTIONS Hypothesis Statement
- 30. EXECUTIVE SUMMARY // RECOMMENDATIONS COLLABORATIVE DESIGN
- 31. EXECUTIVE SUMMARY // RECOMMENDATIONS Collaborative Design
- 32. DECLARE ASSUMPTIONS Collaborative Design – Process
- 33. DECLARE ASSUMPTIONS Collaborative Design – First Sketches
- 34. (with all stakeholders!) DECLARE ASSUMPTIONS Collaborative Design – The Concept
- 35. Focus on CONCEPT first, not DESIGN!
- 36. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Process
- 37. “The sooner we find which features are worth investing in, the sooner we can focus our limited resources on the best solutions to our business problem” CREATE AN MVP MVPs
- 38. GOAL: Deliver value to customers as fast as possible! CREATE AN MVP MVPs
- 39. CREATE AN MVP MVPs – Rapid Design Iterations
- 40. EXECUTIVE SUMMARY // RECOMMENDATIONS CREATE AN MVP Prototype MVPs
- 41. EXECUTIVE SUMMARY // RECOMMENDATIONS When to use? For example, to determine the value of a new product or feature 1. What am I trying to learn? We are trying to learn whether this new ecommerce solution will increase purchases. 2. What are the main signals I need from the market to validate my hypothesis? The main signal we’re seeking from the market is an increase in completed purchases. 3. Are there any signals I can test for that will serve as indicators for my main signal? Instead of completed purchases, can we test for customer intent and use that as a proxy for purchases? 4. What’s the fastest way for me to find this information? Let’s send out an email to a subset of our users offering a few items for sale and count click-throughs for that call-to-action. This will help us determine interest and intent to purchase. CREATE AN MVP Non-Prototype MVPs
- 42. Landing Page “The button to nowhere” CREATE AN MVP Non-Prototype MVPs
- 43. CREATE AN MVP Non-Prototype MVPs Email Google AdWords
- 44. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Process
- 45. RUN EXPERIMENTS & RESEARCH Feedback & Research
- 46. COLLABORATIVE and CONTINUOUS research! Collaborative Discovery: Working as a team to test ideas both internally and externally. Continuous Discovery: 3-12-1 Approach: 3 users, 12pm, once a week. RUN EXPERIMENTS & RESEARCH Feedback & Research
- 47. RUN EXPERIMENTS & RESEARCH Feedback & Research
- 48. RUN EXPERIMENTS & RESEARCH Feedback & Research
- 49. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Workflow (company)
- 50. EXECUTIVE SUMMARY // RECOMMENDATIONS Lean UX Workflow (agency)
- 51. EXECUTIVE SUMMARY // RECOMMENDATIONSSUMMARY • Move away from requirements and deliverables to assumptions and outcomes • Increase shared understanding through collaboration and cross- functional teams • Declare assumptions and create hypothesis statements • Create prototype MVPs to test hypotheses and assumptions • Design in short, iterative cycles to make sure you create real value for the user/customer • Run experiments to collect feedback (both internally and externally)
Notas do Editor
- 3 Foundations of UX Agile vs. Lean = Product vs. Learning
- Innovation powered by direct observation of what people want and need in their lives and what they like/dislike about current solutions Goal: Mix ideas, technology and viable business strategy to achieve innovation Empathize: Learn about the audience for whom you are designing Define: Construct a point of view that is based on user needs and insights Ideate: Brainstorm and come up with creative soutions Prototype: Build a representation of one or more of your ideas to show to others Test: Return to you original user group an test your ideas and prototype for feedback Empathy for the customer Fosters collaboration and mutual understanding Innovation
- Engage entire team Building software sooner – test earlier Less dependency on heavy documentation Find out what works, adjust proposal and test again
- Building quickly and learning quickly Rapid prototyping to test market assumptions and use customer feedback to evolve them much faster than normally
- Software engineers Product managers Interaction design Visual design Content strategy Marketing QA No more waterfall – team efficiency
- Keep teams small Max 10 Ideally at same location Communication, focus, camraderie
- Features and services are outputs. The business goals they are meant to achieve are outcomes. Lean UX measures progress in terms of explicitly defined business outcomes.
- What is it? Continuous discovery is the ongoing process of engaging the customer during the design and development process. This engagement is done through regularly scheduled activities, using both quantitative and qualitative methods. The goal is to understand what the users are doing with your products and why they are doing it. Research is done on frequent and regular schedules. Research involves the entire team.
- Better to find out that your ideas are missing the mark before you’ve spent time and resources building a product that no one wants.
- Deepen empathy for different types of users Allow to design effectively for different types of users Describe to the company who product is for, how they will use it, why they will care Rally teams around common vision Understand both markets we are and are not targeting Agree on prioritization
- We start with assumptions instead of requirements. We create and test hypotheses. We measure to see whether we’ve achieved our desired outcomes. The hypothesis statement is a way of expressing assumptions in testable form. It is composed of the following elements:
- 1. The current goals of the product or system 2. The problem the business stakeholder wants addressed (i.e., where the goals aren’t being met) 3. An explicit request for improvement that doesn’t dictate a specific Solution Problem statements are filled with assumptions. The team’s job is to dissect the problem statement into its core assumptions.
- TheLadder
- With your prioritized list of assumptions in hand, you’re ready to move to the next step: testing your assumptions. To do that, transform each assumption statement into a format that is easier to test: a hypothesis statement.
- One assumption we make in this problem statement is that recruiters will use a new channel (TheLadders) to engage with candidates. This is not a proven fact and needs to be tested. How would we write the hypothesis for that statement? we start with the project’s problem statements and then acknowledge our assumptions, then transform these assumptions into hypotheses. We also showed how to write hypothesis statements that capture intended features, audience, and goals, and that are specific enough to be tested. You’ll
- • Why everybody gets to design • How low-fidelity artifacts increase collaboration • Building a shared understanding across your team The more the team collectively understands, the less it has to document and hand over Collaborative design is still a designer-led activity. It’s the designer’s responsibility not only to call these meetings but to facilitate them as well. Sometimes you’ll have one-on-one sessions with a developer at a whiteboard. Other times, you’ll gather the whole team for a Design Studio exercise. The key is to collaborate with a diverse group of team members.
- The sooner we can find which features are worth investing in, the sooner we can focus our limited resources on the best solutions to our business problems. This concept is an important part of how Lean UX minimizes waste.
- Depends on Who will be interacting with it What do you want to learn How much time do you have to create it?