ux poland 2016 masterclass- jeff gothelf - lean ux in the enterprise

Lean in the Enterprise Workshop | April 2016 _ _ Gothelf.co || @jboogie

PLEASE PUT YOUR NAME, COMPANY WHERE YOU WORK & JOB TITLE ON AN INDEX CARD:

Good Morning!

Willie Nelson

Lead Developer

MAKE THIS

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Lean in the Enterprise: Leveraging experimentation, continuous learning & user-centered design to build winning products

Intensive 1-day Workshop Jeff Gothelf

UX Poland

April 2016

@jboogie || [email protected]

mailto:[email protected]?subject=

Lean in the Enterprise Workshop | April 2016 _ _ Gothelf.co || @jboogie3

HOUSEKEEPING

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Jeff Gothelf

[email protected]

Your instructor today

@jboogie

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Lean in the Enterprise Workshop | April 2016 – – Gothelf.co || @jboogie

Our Agenda

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• Icebreaker - biggest challenges

• Intro to concepts: Continuous learning, risk, user-centricity and agility

• The Project!

• Intro to business problem statements

• Hypotheses & Assumptions

• MVP’s & Experiments

• Tips & Tricks for Lean teams in the enterprise

• Q&A / Unconference

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– –Lean in the Enterprise Workshop | April 2016 Gothelf.co || @jboogie6

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Unique challenges in the enterprise

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1.Functional & business silos 2.Managing to output vs. outcome 3.Established brands 4.Established customer expectations 5.Legacy infrastructure 6.Distributed teams 7.Matrixed organizations / lots of stakeholders 8.Internal politics / competing agendas 9.Culture of long-term planning

Not safe to fail / learn Design as an after thought

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ICEBREAKER

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Icebreaker Exercise

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• Pair up at your table

• Who are you? Where do you work? What do you do?

• How would you describe the way your company builds products?

• Process-centric?

• Business-centric?

• User-centric?

• How does your team/org make decisions?

• What are the biggest challenges your team/org faces aligning business, product development and design?

Pair interviews

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Icebreaker Exercise

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Please introduce your colleague to the rest of your group.

Share: - who they are - where they work - what they do - the challenges they face aligning business, design and

product development

(1 minute per person)

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Icebreaker Exercise

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One person from each group please share a recap of the challenges your teams face aligning business, product development and design.

(2 minutes per team)

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INTRO TO CONCEPTS

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"We poured surreal amounts of money into it, yet we all thought it had no value for the customer, which was the biggest irony. Whenever anyone asked why we were doing this, the answer was,

‘Because Jeff wants it.’ No one thought the feature justified the cost to the project. No one. Absolutely

no one."

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Old assumptions drive our current thinking

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Old assumptions, new reality

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Software is continuous

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Section MarkerExplain a bit more here

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C O N T I N U O U S C O N V E R S AT I O N

Ship

SenseRespondRespond


Software development is complex and unpredictable.

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Modern software development is using tools like Agile, Lean, Lean Startup, User Experience and Design to build compelling products and services…

…by reducing risk.

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Consumer expectations are constantly changing driven by B2C experiences.

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Since software is continuous and consumer expectations are constantly evolving, how do we leverage Lean, Agile & Design to build a culture of innovation & continuous learning?

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What is Agile software development?

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Responding to change over following a plan.

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Agile doesn’t have a brain. - Bill Scott, PayPal

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What is Lean?

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Two Important Lean Principles

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1. You are always moving from doubt to certainty 2. Work in small batches

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Foundation: Evidence-based decision making

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The great thing about fact-based decisions is that they overrule the hierarchy.Jeff Bezos

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What is Lean Startup?

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Lean Startup

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The Lean Startup has as a premise that every startup is a grand experiment that attempts to answer a question. The question is not "Can this product be built?"

Instead, the questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?"

This experiment is more than just theoretical inquiry; it is a first product.

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Foundation: User-centered perspective.

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Outcome: A measurable change in

customer behavior.

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What is Lean UX?

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Lean in the Enterprise Workshop | April 2016 – – Gothelf.co || @jboogie38

Inspired by Lean Startup and Agile development, it’s the practice of bringing the true nature of a product to light faster, in a collaborative, cross-functional way.

We work to build a shared understanding of the customer, their needs, our proposed solutions and definition of success.

We prioritize learning over delivery to build evidence for our decisions.

Lean UX is Product Discovery

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Foundation: Cross-functional collaboration.

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Product

Design

Engineering

Strategy

Who else?

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Foundation: Shared understanding.

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Shared understanding is keyThis is my neighbor...and his f&*(ing leaf blower.

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Foundation: Great design.

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Why did this win?

Over this and 3700+ other apps?

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Reduce waste.

Don’t build things people don’t want.

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Principles for Lean Teams

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• Prioritize learning over delivery •Manage to outcomes, not outputs •Research with users is the best source of information •Get out of the building •One, cross-functional team • Evidence-based decision making • Every decision you make is a hypothesis •Minimize time spent on wrong hypotheses • Iterative over incremental

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The Lean UX Cycle

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• (Define a business problem)

• State your desired outcomes

• Declare your assumptions

• Hypothesize: write the test first

• Make an MVP

• Get out of the building

• Team synthesis

• Kill / pivot / persevere

• Repeat

Ideas

Build

Product

Measure

Data

LearnLearn

Start here!

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BUSINESS PROBLEM STATEMENTS

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Business problem statements

• Provide a specific challenge for the team to solve • Give focus to the team’s effort with guidelines and constraints • Limit the scope of the team’s work • Provide clear measures of success • Do not define a solution • Are not gospel • Will likely be filled with assumptions that need to be proven


• Made up of 3 elements • The current goals of the product or system • The problem the business stakeholder wants addressed (i.e.,

where the goals aren’t being met) • An explicit request for improvement that doesn’t dictate a

specific solution


Template for business problem statements:

[Our service/product] was designed to achieve [these goals]. We

have observed that the product/service isn’t meeting [these goals]

which is causing [this adverse effect/business issue] to our

business. How might we improve [service/product] so that our

customers are more successful as determined by [these

measurable criteria]?

Example of bad business problem statement

Business problem:

Our competitors have all shipped mobile applications in the last

12 months and are advertising them heavily. With the ongoing

need to stay competitive we too must develop more mobile

products.

To achieve this we intend to launch an iOS application by Q2 2016

and ensure all of our marketing sites are mobile-friendly by the

beginning of Q3. In addition, we will launch a Facebook mobile ad

campaign to ensure our acquisition targets are hit this year.

Project: Ensure continued engagement for our LMS

Project: Ensure continued engagement for our flagship LMS product

Definition of a Learning Management System (LMS):

A learning management system (LMS) is a software

application for the administration, documentation, tracking,

reporting and delivery of electronic educational technology

(also called e-learning) education courses or training

programs.


Practical uses of the LMS: • Assign homework • Receive/grade homework • Track progress of students in class • Share teaching materials and presentations • Student group collaboration • Push towards student self-service • Easily reuse and repurpose lesson components • Communication channel between student and teacher • Automate/simplify student body assessment


Current state:

• 17 years in business

• 100 countries, 17,000 schools

• 75% of US higher-ed market

• 50% of US K-12 market

• Privately owned

• Global foot print

Project: Ensure continued engagement for our flagship LMS productBusiness problem:

With a tremendous increase in funding for ed-tech startups, we’re

concerned by the risk of external disruption by a more nimble

competitor. New students both in the US and abroad are entering

schools with a mobile-first or mobile-only mindset. Our products

are heavy and not mobile-friendly.

We believe we should invest in more/capable mobile offerings

but are not sure exactly where those investments should go.

Success is defined as a 15% increase in mobile device usage of

our flagship LMS by our student population.


HYPOTHESES

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Hypotheses are made up of assumptions

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What are the fundamental assumptions we have about our customers, their needs and our solution that, if proven wrong, will cause us to fail?

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Typical product assumptions... • Who is the user? Who is the customer? • Where does our product fit in their work or life? • What problems does our product solve? • When and how is our product used? • What features are important? • How should our product look and behave?

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Example of product assumption

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“My fancy car dashboard alerts me when a tire is too low on air. I spent 15 minutes filling and letting out air from my right rear tire yet it never changed from 27psi on the dash. I've learned that my helpful dashboard software does not assume left and right while inside the car. It assumes I am standing outside and facing the car from the front. Therefore, "right rear" means my left rear tire.”

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Typical Business Assumptions

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• How will we acquire customers? • How will we make money? • Who are our competitors? • What’s our differentiator? • What’s our biggest risk? • How do we expect to solve it?

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Hypothesis Statement

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We believe this [business outcome] will be achieved if [these users] successfully [attain this user outcome] with

[this feature].

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REDEFINING GOALS, PROGRESS & SUCCESS

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Output, Outcome, Impact

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Output: school-safe mobile chat app

Outcome: More students collaborating on projects using mobile devices

Impact: Increase in mobile penetration with Kindergarten -12th grade student population

Task teams here!

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Why manage with outcome?

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From “Principles behind the Agile Manifesto.”

• Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done

• The best architectures, requirements and designs emerge from self-organizing teams

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We have to consider usability and desirability...

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You can launch features…and they can still suck.

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Assumptions Exercise: 4 Categories

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1. What business outcomes are important to us? 2. Who is the user? 3. What outcome does the user want to achieve? 4. What features will they need in order to do so?

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DECLARING ASSUMPTIONS: BUSINESS OUTCOMES

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Exercise: Business Outcomes

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What outcome does the business seek • Strategic KPI’s (impact metrics) • Clearly communicated • Semi-permanent

• Tactical KPI’s (temporary outcomes for each team) • Leading indicators • Set as measure of success for teams • Temporary

Derived from current business analysis, competitive assessments, vision, organizational goals and stated in our problem statement

We use the direction provided by management in the Strategic KPI’s to declare these.

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Credit: Dave McClure, Startup Metrics for Pirates

Consider this starting point:

Acquisition

Activation

Retention

Referral

Revenue


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Practical uses of the LMS: • Assign homework • Receive/grade homework • Track progress of students in class • Share teaching materials and presentations • Student group collaboration • Push towards student self-service • Easily reuse and repurpose lesson components • Communication channel between student and teacher • Automate/simplify student body assessment


Team Exercise: Business Outcomes

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Step 1: individual brainstorm What changes in customer behavior can we measure

that indicate our we are working on the right ideas?

Write one idea per ORANGE post-it (use the big Sharpies)

Example: • Increase, week over week, of mobile log-ins

• Month over month increase of assignment turned in via mobile

• Steady increase in the amount of content in mobile-friendly templates

Acquisition

Activation

Retention

Referral

Revenue

Remember what I sound like when I speak all pirate-like and stuff.

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Step 2: team synthesis

1. Each team goes to their work space. 2. Place post-it notes on the work space. 3. Read the notes to each other. 4. Organize into groups. 5. Give each group a name.

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Step 3: Prioritization - dot voting

1. Dot vote for most important KPI’s, 3 per person 2. Identify your team’s top 3 KPI’s 3.Write them down on A4 paper at your table 4. When finished, please sit down.

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DECLARING ASSUMPTIONS: USERS

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• English literature professor • 27 years of teaching experience • Wary of new technologies • Recognizes the benefits of some digital

tools • Uses a PC/Android phone

• Needs to spend less time grading, more time connecting with students • Obstacle: technology keeps changing just as she gets used to one way of doing

things • Needs to ensure content stays relevant to students • Obstacle: doesn’t know how to translate her material to a digital format

Sandra, The Professor 61 years old

Persona 1: Sandra, The Professor

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• In the 6th grade, city school, Chicago, USA • Digital native - iphone/ipad • Mobile everything • Minecraft fanatic • Loves watching YouTube • On the cusp of social media

• Needs to get his work done quickly so he can play more minecraft • Needs to show his parents that he uses his phone for more than games/videos • Obstacle: parents just see him “on his phone” and assume he’s playing • Obstacle: parents can easily take phone away

Martin, The Student 12 years old

Persona 2: Martin, The Student

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Three things you can test with your personas:

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• Does the person exist? • Do they have the problems/needs we believe

they do? • Would they value a solution to these

problems?

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DECLARING ASSUMPTIONS: USER OUTCOMES

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Exercise: User Outcomes

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Step 1: individual brainstorm What outcome does the user seek that would drive

them to our service?

Write one idea per PINK post-it (use the big Sharpies)

Example:

• (Student) Not forced to use device I’m not comfortable with

• (Teacher) Feel more connected to younger students

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Exercise: User Outcomes

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1. Each team goes to their work space. 2. Place post-it notes on the work space. 3. Read the notes to each other. 4. Organize into themes. 5. When finished, please sit down.

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LUNCH

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DECLARING ASSUMPTIONS: FEATURES

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Exercise: Features

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Step 1: individual brainstorm What features will serve our personas and create

their desired outcomes?

Write one idea per GREEN post-it (use the big Sharpies)

Example:

• SMS homework alerts

• Group discussion monitoring for teachers

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Exercise: Features

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1. Each team goes to their work space. 2. Place post-it notes on the work space. 3. Read the notes to each other. 4. Organize into themes. 5. When finished, please sit down.

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WRITING HYPOTHESES

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Hypothesis Statement

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[this feature].

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Exercise: Create your hypotheses

Step 1: As a team, map groups of assumptions to each other using this chart.

We believe we will achieve

if will attain with

[This business outcome ]

[ this persona ] [ user outcomes] [this feature]





PINK GREEN

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Team exercise: Hypothesis writing

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As a team, write 2 hypotheses together for our business problem.


[this feature].

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Team exercise: Hypothesis writing

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Each team shares one of their hypotheses with the room.

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Where do you start?

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High perceived value

Low risk High risk

Low perceived value

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MVPs & EXPERIMENTS

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Method: Minimum Viable Product

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What is the smallest thing we can do or make to test our hypothesis?

The answer to this question is your MVP.

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Method: Minimum Viable Product

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What do we need to learn first?

What is the least amount of work we need to do to learn that?

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The Truth Curve

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So nice, I had to say it twice: From incremental to iterative

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Experiments may not be products

• Pre-sales/landing page

• Button to nowhere/feature fake

• Concierge/wizard of oz

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MVP: Pre-Sales

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MVP: Feature fake

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MVP: Concierge / Wizard of Oz

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MVP: Smallest test

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Next step: Testing your hypotheses

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Hypothesis statement:

Risk we are testing: (What do you need to learn first?)

Target audience:

What can we learn today?

What can we learn in 1 week?

What can we learn in 1 month?

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As a team, fill this out for your top hypothesis

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Hypothesis statement:

Risk we are testing: (What do you need to learn first?)

Target audience:

What can we learn today?

What can we learn in 1 week?

What can we learn in 1 month?

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PARALLEL PATH PRODUCT DISCOVERY & DELIVERY: HOW DO WE DO IT?

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PARALLEL PATH PRODUCT DISCOVERY & DELIVERY:EXPERIMENT STORIES

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The Experiment Story

What do we need to learn?

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The Experiment Story

We believe that asking new users MORE questions during registration will increase completed profiles.

Tactic: Landing page test Customer interviews

Assigned to: UX, PdM 2pts

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Once the experiment is over….

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• Bring your learnings to stand up (or call an impromptu meeting) • Use conversation • Follow up with artifacts -- photos, (short) videos, results/reports • Assess impact to backlog • Re-prioritize if necessary • Re-estimate (or write new stories) depending on the

experiment’s outcome • Capture your findings in your team’s knowledge management

tool (e.g., wiki) • Communicate your findings to stakeholders and other groups • Get approval (if necessary) for scope changes

Most important: Be transparent! No one likes surprises.

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PARALLEL PATH PRODUCT DISCOVERY & DELIVERY:REDEFINE “DONE”

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Shift the team’s thinking and communication

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• From output (features) to outcome (customer behavior) • From success=shipping to success=KPI • From incremental to iterative (shipping is the beginning of the

conversation) • Increase fidelity only as evidence proves it is warranted • Kill bad ideas before they go too far • Remove underperforming features

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PARALLEL PATH PRODUCT DISCOVERY & DELIVERY: THE RISKS DASHBOARD

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Risky Assumptions - StatusWe can create a breakeven or better business model

need to see strong engagement

Practitioners will interact with questions and comments

need more data, some concerns

We can avoid legal risk for clinician participants

good intra-organization, questions for inter-org groupsWe can sell this directly to

alumni groups, private practices, and national orgs

untested

This concept is interesting to more than residents positive signs

People are hungry for more cases than they currently have

positive signs but we want to see more demand

People will pay to view cases online


People will learn via lightweight, online cases in process

We can stand out from the competition untested

People will join more than one group untested

People will pay to create and run groups


The community will continually upload good content



BUILDING BUY-IN FOR LEAN TEAMS IN THE ENTERPRISE

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How to build buy-in

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• Be transparent • Communicate proactively • Be honest • Be your own best cheerleader • Pilot teams (start small), low risk — win — then go

bigger • Bonus: align your pilot effort with a strategic

business goal • Seek out a champion • Seek out like-minded colleagues • Speak the language of your sponsors

(also known as UX 101: Know your audience)

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STAY ON TRACK

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Lead with product vision.

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A WORD ON DISTRIBUTED TEAMS…

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Distributed teams are the new reality

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• The tools exist to allow for real-time collaboration

• Free: Skype, Google Docs, Hangouts, Dropbox, Trello, Slack, et al

• IT-grade: Lync, Yammer, SkyDrive, Salesforce Chatter et al

• Kick off initiatives in person

• If it’s a long project arrange for quarterly in-person get togethers (or more frequent)

• Consider optimizing for a “remote first” culture

• Most important: The entire team needs to be awake at the same time

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WRAPPING UP

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What we covered today

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• Task teams with problems to solve

• Make it safe to fail (aka learn)

• Customer behavior is our definition of success

• Structure small, dedicated, cross-functional teams

• Be entrepreneurial

• Declare your assumptions

• Write your hypotheses

• Test early and often

• Validate your hypotheses quickly & change course if necessary

• You can always go leaner

• Don’t design or build things people don’t want

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Remember:

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It’s not an experiment if you (or the client) aren’t willing to kill the idea.

Source: @jonomallanyk

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WHAT DO YOU WANT TO TALK ABOUT?

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Structured discussion

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• Write the topic or question you want to cover on a post-it note

• Stick it to the wall

• Dot vote your top three questions (everyone gets 3 votes)

• Rank most voted topics

• 10 mins to discuss each topic

• At the end of 10 mins we will up/down vote whether to continue discussion on this topic for another 5 mins

• We’ll cover as many topics as we can in the time we have left

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T H A N K Y O UJ E F F G O T H E L F | | G O T H E L F. C O | | @ J B O O G I E | | J E F F @ G O T H E L F. C O

N E W B O O K L A T E 2 0 1 6 ! S E N S E A N D R E S P O N D . C O

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