Why Traditional UX doesn't Jibe with Lean and How You Can Make it Work for Stellar Product Success - product camp2012
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The document summarizes a presentation about integrating user experience (UX) design with lean product development principles. Some key points discussed include: - Traditional UX cycles do not align well with lean principles like rapid prototyping and just-in-time design. - Forcing developers to do UX work and relying solely on surveys and analytics can undermine UX. - UX designers need to measure results and adapt to the lean process instead of insisting their way is best. - To integrate UX and lean, designers should focus on rapid design iterations, flexibility, and changing metrics over time-intensive upfront work and long reports.
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Why Traditional UX doesn't Jibe with Lean and How You Can Make it Work for Stellar Product Success - product camp2012
- 1. PRODUCTCAMP 6 SATURDAY 8.18.12 WEB: www.pcampatl.com TWITTER: @pcampatl #pcampatl Web: www.pcampatl.com FACEBOOK: facebook.com/productcampatlanta Twitter: @pcampatl Facebook: facebook.com/productcampatlanta
- 2. The UX Challenge: Why traditional UX doesn’t jibe with lean and how you can make it work for stellar product success. Darryl Prince @UX_Life
- 5. Lean is NOT Agile @UX_Life
- 6. Lean is NOT Agile @UX_Life
- 7. Lean is NOT Agile @UX_Life
- 8. Lean is NOT Agile @UX_Life
- 9. Lean is NOT Agile @UX_Life
- 10. Lean is NOT Agile @UX_Life
- 11. Lean is NOT Agile @UX_Life
- 12. @UX_Life
- 13. Lean is also NOT: @UX_Life
- 14. Lean is also NOT: @UX_Life
- 15. Lean is also NOT: @UX_Life
- 16. Lean is also NOT: @UX_Life
- 17. Lean is also NOT: @UX_Life
- 18. Lean is also NOT: @UX_Life
- 19. @UX_Life
- 20. 1.Eliminate Waste @UX_Life
- 21. 1.Eliminate Waste 2.Build Quality In @UX_Life
- 22. 1.Eliminate Waste 2.Build Quality In 3.Create Knowledge @UX_Life
- 23. 1.Eliminate Waste 2.Build Quality In 3.Create Knowledge 4.Defer Commitment @UX_Life
- 24. 1.Eliminate Waste 2.Build Quality In 3.Create Knowledge 4.Defer Commitment 5.Deliver Fast @UX_Life
- 25. 1.Eliminate Waste 2.Build Quality In 3.Create Knowledge 4.Defer Commitment 5.Deliver Fast 6.Respect People @UX_Life
- 26. 1.Eliminate Waste 2.Build Quality In 3.Create Knowledge 4.Defer Commitment 5.Deliver Fast 6.Respect People 7.Optimize the Whole @UX_Life
- 27. @UX_Life
- 28. @UX_Life
- 29. Start Finish @UX_Life
- 30. Start Repeat @UX_Life
- 31. Traditional UX cycle @UX_Life
- 32. Traditional UX cycle Requirements Requirements Document @UX_Life
- 33. Traditional UX cycle Requirements Requirements Document UX Design Design Specifications @UX_Life
- 34. Traditional UX cycle Requirements Requirements Document UX Design Design Specifications Implementation Product @UX_Life
- 35. Traditional UX cycle Requirements Requirements Document UX Design Design Specifications Implementation Product Verification Final Report @UX_Life
- 36. Traditional UX cycle Requirements Requirements Document UX Design Design Specifications Implementation Product Verification Final Report Repeat @UX_Life
- 37. This is Your Brain on Lean Start Sprint Sprint Sprint Repeat @UX_Life
- 38. Start Requirements Requirements Document Design - UX Sprint Design Specifications Implementation Vs. Sprint Product Sprint Verification Final Report Repeat Repeat @UX_Life
- 39. Start Requirements Requirements Document Design - UX Sprint Design Specifications Implementation Vs. Sprint Product Sprint Verification Final Report Repeat Repeat @UX_Life
- 40. Where Lean Goes Wrong @UX_Life
- 41. Where Lean Goes Wrong Forcing developers to design @UX_Life
- 42. Where Lean Goes Wrong Forcing developers to design Pretending surveys are UX @UX_Life
- 43. Where Lean Goes Wrong Forcing developers to design Pretending surveys are UX Depending solely on A/B testing, clicks, hits or other quantitative measures @UX_Life
- 44. Where UX Goes Wrong @UX_Life
- 45. Where UX Goes Wrong Not measuring results @UX_Life
- 46. Where UX Goes Wrong Not measuring results Trying to tell people that they’re doing it wrong @UX_Life
- 47. Where UX Goes Wrong Not measuring results Trying to tell people that they’re doing it wrong Conflicting with the lean culture or process @UX_Life
- 48. @UX_Life
- 49. Get in Rhythm Figure 5.1, “Implementing Lean Software Development: From Concept to Cash,” Poppendieck, Mary and Tom (2007) @UX_Life
- 50. Get in Rhythm Set the course Figure 5.1, “Implementing Lean Software Development: From Concept to Cash,” Poppendieck, Mary and Tom (2007) @UX_Life
- 51. Get in Rhythm Guide the ship Figure 5.1, “Implementing Lean Software Development: From Concept to Cash,” Poppendieck, Mary and Tom (2007) @UX_Life
- 52. Get in Rhythm Figure 5.1, “Implementing Lean Software Development: From Concept to Cash,” Poppendieck, Mary and Tom (2007) Instigate corrections @UX_Life
- 53. @UX_Life
- 54. @UX_Life
- 55. @UX_Life
- 56. The metronome is ticking @UX_Life
- 57. No Fancy Reports Requirements Requirements Document Design - UX Design Specifications Implementation Product Verification Final Report Repeat @UX_Life
- 58. No Fancy Reports Requirements Requirements Document Design - UX Design Specifications Implementation Product Verification Final Report Repeat @UX_Life
- 59. No Fancy Reports Requirements Requirements Document Design - UX Design Specifications Implementation Product Verification Final Report Repeat @UX_Life
- 60. No Fancy Reports Requirements Requirements Document Design - UX Design Specifications Implementation Product Verification Final Report Repeat @UX_Life
- 61. No Time for 7 to 12 Users @UX_Life
- 62. No Time for 7 to 12 Users Maintain priorities @UX_Life
- 63. No Time for 7 to 12 Users Maintain priorities Set up consistent user testing @UX_Life
- 64. No Time for 7 to 12 Users Maintain priorities Set up consistent user testing Be an expert @UX_Life
- 65. Use The Strengths of Lean @UX_Life
- 66. Use The Strengths of Lean Delayed Commitment @UX_Life
- 67. Use The Strengths of Lean Delayed Commitment Flexibility @UX_Life
- 68. Use The Strengths of Lean Delayed Commitment Flexibility Quick reactions @UX_Life
- 69. Use The Strengths of Lean Delayed Commitment Flexibility Quick reactions Change Metrics @UX_Life
- 70. @UX_Life
- 71. “Statistics are like bikinis. What they reveal is suggestive, but what they conceal is vital.” - Aaron Levenstein @UX_Life
- 72. @UX_Life
- 73. @UX_Life
- 74. @UX_Life
- 75. Use your judgement! @UX_Life
- 76. What if I’m already in my development cycle? @UX_Life
- 77. “When you find yourself in a hole, stop digging.” - Will Rodgers @UX_Life
- 78. Key Take Aways @UX_Life
- 79. Key Take Aways Agile is not Lean Don’t try to control the process Get in sync Trim the fat Use the strengths of lean Be an expert @UX_Life
- 81. Thank you! Diamond Sponsor: Platinum Sponsors: Gold Sponsors: Silver Sponsors:
Notas do Editor
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- worked as a UX developer end to end spent a lot of time trying to increase the use of UX and contemplating how UX could fit into the lean and agile process\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- book doesn’t talk a lot about UX research and design but I did get a chance to meet Mary and Tom Poppendieck and ask them about how UX fits in and this presentation is about\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- no lean presentation would be complete without explaining why it’s not agile.\nUnderstand this and you’ll automatically be one of the smartest people in the room.\nMary & Tom Poppendieck\n\n\n\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- 7 Principles of lean I recommend “Implementing Lean Software Development: From Concept to Cash” by Mary and Tom Poppendieck\n
- Sounds simple enough\n
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- first take was to get rid of the end and continually improve.\nlean takes this a step farther\n
- For any given product this is the traditional UX cycle it’s how we’re taught in school. \nThis works assuming a waterfall or iterative waterfall method by black boxing implementation and breaks Lean Principles:\nDeliver fast, Creates waste, commits too early\n
- For any given product this is the traditional UX cycle it’s how we’re taught in school. \nThis works assuming a waterfall or iterative waterfall method by black boxing implementation and breaks Lean Principles:\nDeliver fast, Creates waste, commits too early\n
- For any given product this is the traditional UX cycle it’s how we’re taught in school. \nThis works assuming a waterfall or iterative waterfall method by black boxing implementation and breaks Lean Principles:\nDeliver fast, Creates waste, commits too early\n
- For any given product this is the traditional UX cycle it’s how we’re taught in school. \nThis works assuming a waterfall or iterative waterfall method by black boxing implementation and breaks Lean Principles:\nDeliver fast, Creates waste, commits too early\n
- For any given product this is the traditional UX cycle it’s how we’re taught in school. \nThis works assuming a waterfall or iterative waterfall method by black boxing implementation and breaks Lean Principles:\nDeliver fast, Creates waste, commits too early\n
- how do you fit into this. This is the UX challenge how to take what you know and fit it into this type of process.\nTalk to the deliverables at the end of each\n
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- because of this challenge and the admitted strengths of lean companies skimp on UX\n“We’re doing well and the stats look good why do we need UX?” I DON’T KNOW, THAT’S THE POINT -- IF YOU DON’T MEASURE IT... YOU COULD BE LOSING USERS BC YOU DON’T MEET EXPECTATIONS. \n
- because of this challenge and the admitted strengths of lean companies skimp on UX\n“We’re doing well and the stats look good why do we need UX?” I DON’T KNOW, THAT’S THE POINT -- IF YOU DON’T MEASURE IT... YOU COULD BE LOSING USERS BC YOU DON’T MEET EXPECTATIONS. \n
- because of this challenge and the admitted strengths of lean companies skimp on UX\n“We’re doing well and the stats look good why do we need UX?” I DON’T KNOW, THAT’S THE POINT -- IF YOU DON’T MEASURE IT... YOU COULD BE LOSING USERS BC YOU DON’T MEET EXPECTATIONS. \n
- \nYOU DON’T CONTROL THE PROCESS, YOU INFLUENCE IT AT CRITICAL POINTS.\ndon’t bother telling them why your way is better than their way\n
- \nYOU DON’T CONTROL THE PROCESS, YOU INFLUENCE IT AT CRITICAL POINTS.\ndon’t bother telling them why your way is better than their way\n
- \nYOU DON’T CONTROL THE PROCESS, YOU INFLUENCE IT AT CRITICAL POINTS.\ndon’t bother telling them why your way is better than their way\n
- What do you do about it? how do we make it fit?\nwe have to get in sync our process can’t take a month\n\n
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- How do we move that fast?\nwe need to trim the fat. Use the strengths of lean to support UX shortcomings don’t sweat the small stuff\nParticipate in the daily scrums too if you can\n\n
- first thing you’ll like this. get rid of the reports let’s talk to people\n
- first thing you’ll like this. get rid of the reports let’s talk to people\n
- first thing you’ll like this. get rid of the reports let’s talk to people\n
- How do you get away with this?\nremember what’s important focus on your goals first the core product is most important\nUse your judgement\n
- How do you get away with this?\nremember what’s important focus on your goals first the core product is most important\nUse your judgement\n
- How do you get away with this?\nremember what’s important focus on your goals first the core product is most important\nUse your judgement\n
- you’re only testing what has been agreed will be developed\nit doesn’t have to be perfect the first time keep testing and fix design issues as they come up don’t stress\n\n
- you’re only testing what has been agreed will be developed\nit doesn’t have to be perfect the first time keep testing and fix design issues as they come up don’t stress\n\n
- you’re only testing what has been agreed will be developed\nit doesn’t have to be perfect the first time keep testing and fix design issues as they come up don’t stress\n\n
- you’re only testing what has been agreed will be developed\nit doesn’t have to be perfect the first time keep testing and fix design issues as they come up don’t stress\n\n
- we all know about lying with statistics. but this isn’t really about intentional lying or even about the statistics themselves it’s about when the truth of statistics doesn’t match the reality we live in.\n
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- remember to be an expert use your judgement and experience to decide if you’re going to test something or not. what are your priorities?\n
- remember to be an expert use your judgement and experience to decide if you’re going to test something or not. what are your priorities?\n
- SIMPLE ENOUGH OF A CHANGE THAT IT DOESN’T AFFECT THE PURPOSE or meaning \n
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- assess what you have already first to make sure you don’t have any glaring issues already released to the public.\nBe sure to use the guiding principles discussed that will allow you to be in sync so that you can catch up\n
- don’t try to control change or even criticize the lean process in your company without upper management support it just puts a target on your back you want to influence it at key points\n\nstreamline and become rhythmic\n\nbut be wary of statistics\n
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