uxbc #26: lean ux

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  • Marcin Kinderman &

    Wojciech Staszczyk

    21 XII 2016

  • Agile refers to a set of values and principles put forth in the Agile Manifesto. The Manifesto was a reaction against heavyweight methodologies that were popular, yet crippling software projects from actually doing what they needed to do create software that helped the customer! I believe Agiles values & principles work because of the science behind Lean and so youll see a lot of similar themes repeated in agile.

    1. Highest priority is customer satisfaction7. Progress measured by working software2. Welcome changing requirements8. Sustainable development pace3. Frequent delivery of software9. Continuous attention to technical excellence4. Business people & developers cooperating daily10. Simplicity5. Build projects around motivated people11. Self-organizing teams6. Face-to-face conversation is best12. Regular reflection & adaptation

    Lean vs AgileLean comes from Lean Manufacturing and is a set of principles for achieving quality, speed & customer alignment (same as what were trying to do with agile development, right?).

    1. Eliminate Waste2. Deliver Fast3. Build Quality In4. Respect People5. Create Knowledge6. Optimize the Whole7. Defer Commitment

    In a nutshell, Lean says to relentlessly eliminate anything that isnt adding value and only work on what we absolutely need to be doing at this moment in time. Eliminating waste means eliminating useless meetings, tasks and documentation. But it also means eliminating time spent building what we know well need in the future (things are constantly changing so we often end up not needing them or if we do, we have to rework them because conditions and our understanding has changed by then). It also means eliminating inefficient ways of working like multitasking (!) so we can deliver fast.

    link do rda

    http://agilemanifesto.org/http://www.wikiwand.com/en/Lean_manufacturinghttp://agilesoftwaredevelopment.com/blog/jackmilunsky/7-software-development-wastes-lean-series-part-5-motionhttp://hackerchick.com/agile-vs-lean-yeah-yeah-whats-the-difference/

  • Authors: Jeff Gothelf & Joshua Seiden

    Hey! ImJeff Gothelf and Ive worked for 20+years as a designer, team leader, author and coach. These days Ispend mytime as a coach, workshop leader and public speaker. In 2013,I published my first book,Lean UX: Applying lean principles to improve user experience (OReilly). In 2016 I published the 2nd edition of Lean UX and a new business book called Sense & Respond(Harvard Business Press)..

    My work todaymainly focuses on building and training evidence-based, customer-centered executive & product teams. These teams often utilize lean principles and agile software development.

    I am a strategist, designer, and coach in NYC.Also a frequent conference speaker.More Than This is my blog.Here is my book on Lean UX.I also wrote Sense and Respond.A overview of my portfolio of work.My profile on Linkedin.My presentations on Slideshare.My Flickr page.Follow me on Twitter.Get involved with the IxDA.

    http://www.linkedin.com/in/gothelfhttp://www.jeffgothelf.com/blog/speaking/http://www.leanuxbook.com/https://www.amazon.com/Sense-Respond-Successful-Organizations-Continuously/dp/1633691888?ie=UTF8&ref_=asap_bchttps://vimeo.com/168249065https://vimeo.com/album/3856260/video/159385449http://joshuaseiden.com/bloghttp://amzn.to/Zj5dzRhttp://senseandrespond.co/http://joshuaseiden.com/blog/?page_id=3http://www.linkedin.com/in/jseidenhttp://www.slideshare.net/jseidenhttp://www.flickr.com/photos/jseidenhttp://www.twitter.com/jseidenhttp://www.ixda.org/

  • Chapter 1. Why Lean UX?

    Part I. Introduction and Principles

  • Chapter 2. Principles1. 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. The assumption in Lean UX is that the initial product designs will be wrong, so the goal should be to find out whats wrong with them as soon as possible

  • Chapter 3. Vision, Framing and Outcomes

    Part II. Process

    The hypothesis statement is the starting point for a project. It states a clear vision for the work and shifts the conversation between team members and their managers from outputs (e.g., we will create a single sign-on feature) to outcomes (e.g., we want to increase the number of new sign-ups to our service).

  • AssumptionsThe first step in the Lean UX process is to declare your assumptions. Every project starts with assumptions, but usually we dont explicitly acknowledge this fact. Instead, we try to ignore assumptions, or worse, treat them as facts.

  • Hypotheses its so important to include qualitative feedback in your

    success criteria. Are people delighted by a design? Do they recommend your product to their friends? Do they tweet about it? When you look for success metrics, remember that its not all numbers.

    The Importance of Benchmarks: Remember, none of your metrics will be meaningful if you dont have a benchmark in place prior to writing your hypotheses. That benchmark the current state of the metrics youre using to determine your ideas success needs to be captured ahead of time to ensure that the team knows what its targeting.

  • OutcomsKPI prioritization with candy

    After consolidating to the list shown in the photo, each executive was given four M&Ms. As long as they managed not to eat their votes, these executives were able to vote (with candy) for each metric they felt was most important.

    Setting priorities with the client using M&M's

  • PersonasIn Lean UX, we change the order of operations in the persona process. When creating personas in this approach, we start with assumptions and then do research to validate our assumptions. Instead of spending months in the field interviewing people, we spend a few hours creating proto-personas. Proto-personas are our best guess as to who is using (or will use) our product and why.

    Persona created together with the client at the workshop

  • Chapter 4. Collaborative design

  • Design StudioDesign Studio follows this path:

    1. Problem definition and constraints

    2. Individual idea generation (diverge)

    3. Presentation and critique

    4. Iterate and refine (emerge)

    5. Team idea generation (converge)

    Heres what youll need:

    Pencils

    Pens

    Permanent markers (multiple colors/ thicknesses)

    Highlighters (multiple colors)

    Sketching templates (you can use preprinted 1-up and 6-up templates or you can use blank sheets of 11 17 paper divided into six boxes)

    25 30.5 self-stick easel pads

    Drafting dots (or any kind of small stickers)

  • Style Guides One tool that makes collaborative design easier is the style guide. A style

    guide is a broadly accepted pattern library that codifies the interactive, visual, and copy elements of a user interface and system. Style guides (also known as pattern libraries) are a living collection of all of your products customer-facing components. If its made of pixels, it goes in the style guide. Headers, footers, grids, forms, labels, button logic, and everything else that goes into your products user experience goes in the style guide.

    Characteristics of a Successful Style Guide: A successful style guide has three important characteristics: its accessible, its continually improved (a.k.a. a living document), and its actionable.

    Maintaining a Style Guide: Assign an owner to the style guide. That person need not be singlehandedly responsible for the creation of content in the style guide itself,

  • General Electric (case study)The IIDS is based on modern HTML5 frameworks such as Bootstrap, jQuery, and others, but looks nothing like them (see Figure 4-5 and Figure 4-6). It is a branded, functional UI design pattern library. It provides the graphical assets, code snippets, and usage rules for each of GEs templated product experiences. The team also built example applications to aid other teams in the composition of applications. The IIDS also includes typical customer personas so that project teams can get a clear sense of their target customers and how the intended customer affects the design pattern choices they make.

  • Chapter 5. MVPs and Experiments

  • Creating an MVPWhen you start planning your MVP, the first thing you have to do is consider what youre trying to learn. Its useful to think about these three basic questions:

    1. Is there a need for the solution Im designing?

    2. Is there value in the solution and features Im offering?

    3. Is my solution usable?

    () And keep one last thing in mind: in many cases, your MVP wont involve any code at all. Instead, you will rely on many of the UX designers existing tools: sketching, prototyping, copywriting, and visual design.

  • Prototyping Knowing your audience allows you to create the smallest possible prototype that will

    generate meaningful feedback from this audience.

    Stakeholders, often less familiar with their own product than theyll ever admit, will likely need a greater level of fidelity in the prototype in order to truly grasp the concept.

    Types:

    Low-Fidelity Prototypes: Paper

    Low-Fidelity Prototypes: Clickable Wireframes

    Mid- and High Fidelity Prototypes

    Tools for creating mid- and high-fidelity clickable wireframes

    Coded Prototypes

    Hand-coded and live-data prototypes

  • Demos and Previews Prototypes help show the projects stakeholders

    that progress is being made. If y