From 2017 UXSYM, hosted by WPI UX & Decision Making Research Lab. How UX driven product development can help create successful products.

1. It’s about the
, Stupid!product

2. It’s about the
, Stupid!customer

3. Improve product success w/ UX
What is UI/UX?
How does UX impact success?

4. UX
Usability
UX =/ UI =/ USABILITY
UI
Purchased
Support
Gas
Groceries
in trunk
Kids

5. Scientific American, 1973

6. What the
#$%@ are
you doing?

7. Building Successful Products
Business
Technology
UX
Combine
business, tech,
and UX design
to create
products that
are valuable,
feasible, and
offer innovate
experiences.

8. Building Successful Products
Business
Technology
~3M units sold
Profitable…but not that much
Mistake:
We can add the
‘pretty pictures’ later…

9. Building Successful Products
Business UX
Recall $5.3B+
Publicity disaster
Mistake:
We don’t need to test
the technology…

10. Building Successful Products
Technology
UX
From $99 to 99¢ in less than a month
Competing with free Facebook Messenger app
Mistake:
If we build it, they will
come. We can figure
out monetization later.

11. Building Successful Products
Business
Technology
UX
6.1M units sold
$200-266M profit 3 days
Success:
Bring it all together

12. Technology
Products Fail*
42%
OF
*Journal of Product Innovation & Management, 2013
Technology
Products Succeed
58%
OF
=

13. We believe that offering
compelling value from products
that are highly usable, will
increase the percentage of
successful products.

14. METHODOLOGY
Product test
UX data
Data from previous
21 product tests
219 participant
UX scores
Analysis
1 2 3
Usefulness
Usability
Success
Can we validate,
or invalidate our
hypotheses?

15. Perceived Usefulness
the degree to which
a person believes
that using a particular
system would
enhance his or her
job performance
“
”
- Fred Davis
Usefulness
1 7
5+ Acceptable
Usefulness

16. System Usability Scale (SUS)
A quick and dirty usability scale
“ ”- John Brooke
Usability
0 100
65+ Acceptable
Usability

17. “In most of the industries that I
studied, the percentage of customers
who were enthusiastic enough to refer a
friend or colleague—perhaps the
strongest sign of customer loyalty—
correlated directly with differences in
growth rates among competitors.
”
Theone
number
youneed
togrow.
#
HARVARD BUSINESS REVIEW
Frederick F. Reichheld
NPS

18. …how likely are you to recommend the
tool to your colleagues?
Net Promotor Score
0=Not at all likely Extremely likely=10
0 1 2 3 4 5 6 7 8 9 10
5=Neutral
Detractors Passive Promotors
NPS = Promotors (%) - Detractors (%)
-
Promotor
‘Successful’
data point

19. Perceived Usefulness
Level of Usability
+
Success of Product

20. Usable
Useful
NPS
FLOP
Neither Useful nor Useable
Count: 58 Successful: 5% Count: 74 Successful: 21%
FLASH
Useable, not Useful
Count: 14 Successful: 21%
NICHE
Useful, not Useable
Count: 72 Successful: 65%
WINNER
Useful and Useable

21. Technology
Products
58%
OF
Useful & Useable
Products
65%
OF
We just beat the industry!

22. Perceived Usefulness
Level of Usability
+
Success of Product

23. People like products
that provide value
and are easy to use!
- Captain Obvious
“
”

24. Design
Test
Learn
User
Centered
Design

25. Approve
enhancements form
customers’ view
UX in the Product Development Lifecycle
Ideation ReleaseDesign Development Validation
Product
Management
User
Experience
Developers
Quality
Assurance
Project
Management
Customer
development and
pain-points
Design to meet
market / user needs
within constraints
Ensure design is
implemented
Validate testing /
User Acceptance
Testing
C C C C C
Target Market
Business Model
Use Cases
Align Customer
Business model and
value to design.
Ensure solution
meets requirements
and delivers value
Approval for release
A/D A A A/C A
Business
Analyst
Review / high level
requirements
Business and
functional
requirements
Ensure dev meets
requirements
C C C I C
Ensure feasibility
of design and
requirements.
Implement solution
Meet req/constraints
I C C I C
Create test cases
and test plan from
requirements.
Iteration testing
Assure quality with
minimal defects
Release
Management
I C C D D
Plan and manage
progress of overall
work.
I D I I I
*Sherman UX, 2015

26. Ideation

27. Customer Interviews
Actual customers
Where to find them
 Recruitment agencies
 LinkedIn
 Forums
 Twitter
Get out of the building & talk to potential customers!
Exploratory
What are their pain points?
Validation
Is our theory right?
Satisfaction
What’s good / bad?
Efficiency
How can you improve?
Goals
What they trying to do?
Behaviors
How are they attempting?
Mental Models
What’s their reality?
Pain Points
What’s causing friction?
Who Types Identify

28. Affinity maps
Wait in
lines to
check in
Drop off
luggage
Kids get
rowdy
Shop /
eat
inside
Get ride
to
destinati
on
Wait for
luggage
Kids get
bored
Kids
have a
lot of
energy
Play on
phone /
tablet
Get
tickets

29. Affinity maps
Wait in
lines to
check in
Drop off
luggage
Kids get
rowdy
Shop /
eat
inside
Get ride
to
destinati
on
Wait for
luggage
Kids get
bored
Kids
have a
lot of
energy
Play on
phone /
tablet
Get
tickets
Action - Check in
Action - Wait for flightPains
Action - Leave

31. FAMILY TRAVEL

32. Good artists copy, great artists steal.
- Pablo Picasso
“ ”

33. Heuristic Reviews
Competitor Product
1. What did they do right / wrong?
2. Are there patterns we should leverage?
3. How can we competitively differentiate the experience?
Design / Product Team
Individually Review Compare Notes

34. Heuristic Reviews
Heuristic Score (out of 5) Notes
Visibility of system status
Match between system and the real world
User control and freedom
Consistency and standards
Error prevention
Recognition rather than recall
Flexibility and efficiency of use
Aesthetic and minimalist design
Help users recognize, diagnose, and recover from errors
Help and documentation
*https://www.nngroup.com/articles/ten-usability-heuristics/

35. Design

36. Feature Mapping
1 Open Clock App 2 Go to Alarms 3 Set Alarm 5 Wake Up
Needs to see list of
options
Needs to select what
option / function
Need to be able to
access alarms, clock,
timer, stopwatch
Needs to see list of
existing alarms
Needs to be able to
create a new alarm
Needs to be able to
delete existing alarms
Needs to be able to
edit existing alarms
4 Alarm Goes Off
Needs to set time
Needs to set sound
Needs to set repeat
Needs to be able to
set sleep policy
Needs to be able to
hear alarm
Needs to hit snooze
(if available)
Needs to be able to
cancel alarm
Needs coffee

37. Peer Design
Review
Take the best
Frankenstein!

38. Guerilla Testing
What do you think
about this?
How would you set
an alarm for 6am
tomorrow?
Feedback to team

39. Development

40. MVP MVHM i n i m u m V i a b l e P r o d u c t M i n i m u m V i a b l e H y p o t h e s i s

41. 7 Steps of a MVH
Define your problem / solution set1
Identify your riskiest assumptions2
Build a testable hypotheses3
Establish minimum criteria for success4
Design your MVH / strategy5
Execute6
Learn7

42. 1 - Define your problem / solution set
In order for my product to be successful,
the following must be true …
1. My customers have what problem(s)
2. Something matters to my customers
3. Someone will pay for this product
4. There are no satisfactory substitutes

43. 2 - Identify your riskiest assumptions
Difficulty
Risk
High Risk
Low Difficulty
High Risk
High Difficulty
Low Risk
Low Difficulty
Low Risk
High Difficulty
1 2
3

44. 3 - Build a testable hypotheses
We believe who has a problem because reason.
If we do something, this metric will improve.
We believe products have difficulty succeeding
because they are not useful or usable. If we practice
UX driven product development, NPS will improve.

45. 4 - Establish minimum criteria OF success
Cost of
proceeding
MCS
Identify at what point the
benefits out weigh the cost.
1. Your hypothesis is FALSE 
2. Your hypothesis is TRUE 
3. You’re somewhere in the middle

46. 5 - Design your MVH / strategy
Concierge
Manually help users and see
if they like it
Piecemeal
Put together existing products
to get the functionality
404 / Coming Soon
Act like you’re adding
something, count visits
Shadow Button
Empty button that ‘links’ to
product – count the clicks
Explainer Videos
Tutorial / sales video, count
views and responses
Wizard of OZ
Facade interaction points with
manual back processes
email
Pitch over email, see what
people say
Fake Landing Page
Single page that describes
benefits, count views / traffic
Follow Us
Email list, or social follow for
updates option

47. Execute & Learning
Execute Learn
Setup & Run MVH
Collect quantitative data
Conduct More Customer Interviews
Qualitative data – why are they doing what
they’re doing?
Continue Usability / Guerilla Testing
Quantitative and Qualitative data
- What friction points are there
- Are there UX issues that are preventing
success?
1. What went well?
2. What did we validate / invalidate?
3. How can we pivot if needed?

48. Validation

49. Formal UX / Usability Testing
1. What Problems are we solving?
2. Who are we solving them for?
3. How do we objectively measure success?
4. How can we best fulfill our promise?
When a user interacts with your product, and it delivers the value
you promised them in a positive way, then you’ve built a
successfully usable product.
Craig Morrison,
User Experience Consultant & UsabilityHour.com founder
“
”
© Copyright 2017 Dell Inc.49

50. ─ Background: What is the project / program history?
─ User Scope: Who are the primary target users?
─ Research Objectives: What are we trying to understand?
─ Methodology: How will we execute?
UX Testing Process
PROPOSAL REPORT OUTANALYSISTESTING

51. UX Testing Process
PROPOSAL REPORT OUTANALYSISTESTING
─ Recruit & Schedule
─ Conduct tests
─ Collect quantitative &
qualitative data

52. UX Testing Process
PROPOSAL REPORT OUTANALYSISTESTING
─ Consolidate data
─ Statistical analysis
─ Look for common trends
─ Create compilation of
qualitative data sets

53. UX Testing Process
PROPOSAL REPORT OUTANALYSISTESTING
– Score Card
– Recommendations
– Possible Visual
Representations

54. Core
Metrics
Applied
Measures
Core Metrics
Common across most experiences
− How usable is the system?
− How useful do users perceive the system to be?
− How satisfied are users with the system?
− Used to benchmark & monitor
− Conducted at any major change
or deliverable
Applied Measures
– Address specific research questions or system nuances
– Used to drill into specific goals
About UX Measurements & KPIs

55. Methodology: Mobile email client
USABILITY TEST (MODERATED)
Research Questions
─ What is the perceived value /
intention to adopt?
─ How usable is the tool?
─ What is the quality of the experiences
when attempting to complete key
tasks?
─ How does the experience compare to
Product 1 and Product 2?
Tasks
─ Open email
─ Send email
─ Call sender
─ Attach file
─ Find meeting
─ Change occurrence of one meeting
(of reoccurring set)
─ Edit contact
─ New contact
Measures
− TAM (usefulness)
− SUS (how usable)
− CSAT (satisfaction)
− Net Promotor Score
− Success Rates
− Technology Fit
Observe users as they interact with the tool and note any difficulties they have
accomplishing specified tasks.

56. 88
Gender
Male
Female
DEMOGRAPHICS
16
Users
3
10
2
1
Age
18-23
24-37
38-49
50-59
4
2
3
1
3
1 1 1
Marketing Engineering IT HR Finance Legal Sales Other

57. Summary – UX Testing
Usability
NPS
Usefulness
CSAT
Success
73
-67%
4.1
16.6%
84.3%
63
-40%
3.8
20%
83.3%
86
40%
5.5
80%
84.4%
Product 1 Product 2 Product 3
Usability
NPS
CSAT
Success
Usefulness
Tech Fit
Product 1 Product 2 Product 3
Tech Fit -.06 .03 .16

58. 1 4
Unsatisfied Neutral Satisfied
Usability Usefulness
5.5
65+ is good 5+ is good
86
UX Score Card – Product 3
Core Metrics
A
80%
CSAT Scale 1-7 Min: 5 Max: 7
Min: 70 Max: 95
0 7
Min: 3.9 Max: 6
0 100

59. Quantitative
scores are
acceptable, but
qualitative
analysis shows
product failing
users at login.

60. Login
1 2 3
4 5 6
7 8 9
0
x
****
Actual
1 2 3
4 5 6
7 8 9
0
****
x
Expectation
based on prior
experiences
vs.

61. Release

62. Continual feedback – Feedback Tab

63. Continual feedback – Chat (Bots)

64. Continual feedback - Analytics

66. Design
Test
Learn
User
Centered
Design
Perceived Usefulness
Level of Usability
+
Success of Product

67. John Wyatt
John.Wyatt@dell.com
www.linkedin.com/in/johnwyattjr
View the Presentation
on Slide Share
www.slideshare.net/JohnWyatt3/
Thank You!