lean ux: path to product development enlightenment
TRANSCRIPT
Lean UX: Path to product development enlightenment
YOW! West 2015
Page 2
Hi, I’m Malcolm YowNow in Ho Chi Minh City
GoalChange the way you think about product development
from picture reference
from picture reference
GoalChange the way you think about product design
Page 5
Bain & Company surveyed 362
What percentage of firms in Bain &
Company’s survey do you think claimed to
deliver a ‘superior experience’ to their
customers?
From Closing the delivery gap by Bain & Company
Page 6
Company Responses
Believe they deliver a
superior customer
experience
Page 7
of customers agreed
Page 8
Question:
Question
Why is there such a great divide
between the way we think our
organisation is perceived to the way
customers really perceive us?
Page 9
Strategy
Ideas
Traditional Product Development
Results
Doing
Page 10
Strategy
Business Case
Business terms that we really use are
Doing
BU KPI(s)
Page 11
Strategy
Doing
Ideas
To improve we focused on ‘Doing’ stage
Focus
Results
Page 12
Last 14 years spent focusing on
Agile
All we’ve improved, is the ability to deliver
more stuff!
Page 13
Strategy
Doing
Ideas
Moving up the waterfall
Results
here
Page 14
Traditional formula for bright ideas
1. Get a bunch of smart people. (leaders and managers
preferred)
2. Lock them in a room to brainstorm ideas.
3. Pick the best idea
4. Come up with more thoughts on why that idea is good and
how you can expand on the idea to minimize risk.
5. Write a business case that supports the strategy
6. Seek approval
7. Now hand it over to your “Doing” team.
Page 15
“The problem with managers today is that they
do the first damn thing that pops into their
heads.”
“There’s a whole level of reflectiveness absent in
traditional management that we can find in
design.”Richard Boland, Professor at Case Western University.
Page 16
Strategy
Doing
Ideas
Where’s the real problem?
Results
It’s all of this
“ You’ve got to start with
the customer
experience and work
back toward the
technology – not the
other way around ”Steve Jobs
Picture
Picture
“ You’ve got to start with
the customer
experience and work
back toward the
technology – not the
other way around ”Steve Jobs
Developing awesome products that
customers want and use means shedding
our basis and adopting an approach that is
grounded with design and experience.
Introducing Lean UX
Page 21
Jeff Gothelf’s definition of Lean UX
“Inspired by Lean Startup and Agile development
theories, it’s the practice of bringing the true nature
of design work to light faster, in a collaborative,
cross-functional way with less emphasis on
deliverables and greater focus on the actual
experience being designed”(Jeff Gothelf)
Page 22
Modified Jeff’s definition of Lean UX
“Inspired by Design Thinking, Lean Startup and
Agile values, it’s the practice of bringing the true
nature of design to light faster, in a collaborative,
cross-functional way with less emphasis on
deliverables and greater focus on the experience
being designed to solve the customers problem or
unmeet need”
Page 23
What is Lean UX?
When thinking about Lean UX, it is not about applying
traditional UX. Although it is often thought about as UX in
the context of Lean Startup
It is far better to think about it as applying Creative
Thinking in a tight feedback loop
What is Design Thinking
Page 25
‘Design Thinking is a public
relations term for good old
fashioned creative thinking’Don Norman ‘Design Thinking: A useful myth
Core 77, 25 June 2010
Page 26
Lean UX Cycle
Doing to
Make
Ideas to
Think
Results to
Check
Empathy through research
Framing the problem
Reduce cycle time, not build
time
Validation Prototyping
Validated
Learning
Experiments
Reduce Feedback Cycle
Generative Ideation
Page 27
Real life example
Customers want to know the status of their loan,
but they can’t find out, so they call our staff
constantly for updates.
This is frustrating for customers.
We Started with the problem:
Got Out Of the Office
W E T H E N
Page 31
EMPATHY UNDERSTAND
Analyse what they said
T H E N W E
Page 33
Based on the information we had
at hand, we came up with a
problem statement.
(hypothesis?)
Page 35
Define the Problem Statement
• Who
• What
• Where
• Why
Using 4 Ws Problem Canvas developed by Will Evans
Design Studio WorkshopCreate . Pitch . Critique
P R O B L E M S T A T E M E N T U S E D F O R A
Page 37
Page 38
Retail Relationship Manager
Business Development Manager
Productivity Practitioner
Broker Product ManagerAgile Practice Manager
Business Analyst
Page 39
DevelopersDeveloper
Technical LeadDeveloper
Technical Lead
Facilitator
Erwin
Generate lots of ideas and converge
down to a few design concepts
D E S I G N S T U D I O
Page 41
CreateD E S I G N S T U D I O
Page 42
Pitch & CritiqueD E S I G N S T U D I O
Generate lots of ideas and
converge down to a few design
concepts
D E S I G N S T U D I O
Page 44
Create as a groupD E S I G N S T U D I O
Page 45
Pitch & CritqueD E S I G N S T U D I O
Page 46
Page 47
I S N E E D E D
P R O T O T Y P E
We used hack
day to develop a prototype
Based on one of the ideas but incorporated elements of others
Quick, rough approximation of what the solution might be.
UsersD E C I D E O N A S O L U T I O N
We used hack
day to develop a prototype
Based on one of the ideas but incorporated elements of others
Quick, rough approximation of what the solution might be.
How long did this take?
D A Y O N E
Interviews
5 hours
Analysis
2 hours
Problem Statement
1 hour
Design Studio
3.5 hours
D A Y T W O
How long did this take?
Build Prototype
7 hours
D A Y T H R E E
Get Feedback and Refine
4 hours
D A Y F O U R
Why is this a good story?
Page 53
We were open to other ideas.
Page 54
We didn’t debate, we experimented.
Page 55
Low effort prototype gave great feedback
Page 56
Stakeholder & managers don’t
always have the answers
H I G H L I G H T E D
Thanks, any questions?
Contac t De ta i l s@ a f t e r _ 1 2
m a l c o l m . y o w @ g m a i l . c o m