LUXi NYC Activities List
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Summary of activities we did during the Lean User Experience Intensive weekend at Pivotal NYC July 9-10, 2011.

Summary of activities we did during the Lean User Experience Intensive weekend at Pivotal NYC July 9-10, 2011.

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LUXi NYC Activities List Document Transcript

  • 1. Activities ListLUXi NYC, July 9-10, 2011User Experience methods suited for agile and lean startup environments are Quick.Lightweight, Visual, Continuous and Collaborative. During this weekend, we practiced aseries of activities that built on each other to support one complete cycle of THINK-MAKE-CHECK with a small balanced team of participants with a range of expertise.In your own work, you will use these techniques in a way that is appropriate for you. You maychoose do these activities for longer periods, or with gaps of hours or days in between. You maychoose different collaborators from your team for different activities. You may skip some ofthese activities or add some of your own. The important thing is that your entire teamestablishes a SHARED PROBLEM STATEMENT (what is our hypothesis? What result are wetrying to accomplish? For whom?), and that you then work towards the MOST LIGHTWEIGHTthing you can make to validate that hypothesis.Those of you who are used to working in a process that involves long cycles and handoffs mayfind it a little odd or uncomfortable to work this quickly and make what feel like large decisionswith very skimpy information. It’s easier once you realize that we’re not just doing this once, it’san ongoing process of learning and improvement. You’re not building a product specification;you’re creating an EXPERIMENT that helps you do the right thing WITHOUT WASTE.Good luck, and please share your stories with us as you explore working this way.Lane@luxr.coJosh@luxr.cohttp://luxr.posterous.com/SATURDAYMEET AND GREET, TEAM FORMATIONEstablish balanced teams with a mix of business, product, technical and design expertise.INTRODUCE PRODUCT BRIEFThe locovore team was given a one-pager that described the product opportunity. The teamsthat added new participants brought them up to speed on the situationESTABLISH WORKING AREASCreate work areas and sketchboards. Start working together as a team. Practice self-organization.MAKE A SMALL DECISION AS A GROUPGroups chose a team name to create group identity. A fun activity to get people workingtogether.http://www.slideshare.net/lanehalley   http://www.luxr.co    License:  Creative  Commons  Attribution-­‐-­‐-­‐Share  Alike  3.0  United  States    
  • 2. SET INTENTIONThe group stood in a circle and answered these questions“what is your name?” “what do you want to get out of this weekend?”During this activity, we asked people “how will that be measurable” to help them focus on aweekend goal we could verify was accomplished. We asked people to write the goal on a sticky1) to remember it 2) to make make it visualWe then put the stickies on the wall for later referenceLEAN UX OVERVIEWWhat is Lean Startup? What is Lean UX? What are w doing this weekend?Slides available on SlideShare.<Josh, add address when you post?>ESTABLISH FOCUSReason: generate ideas and collaboratively decide what we’re working on this weekendMaterials: stickes, pens, voting dots, timerTechniques: diverge/converge, dump and sort, dot votingGENERATE“What problems have I observed in (problem domain) that are worth solving?”This activity helps you shift from FEATURES THINKING to PROBLEM THINKINGTimings: (15 min)- 5 minutes, Individually generate stickies (supports multiple styles, everyone has a voice)- lay out stickes, explain what they mean, but don’t discuss in detail- 10 minutes, generate more stickies as a groupEVALUATE/DECIDE“How do we decide which of these ideas to pursue?” - you have enough knowledge to have a hypothesis and make something to validate - you have access to people who have this problem (on Sunday, with short notice)Timings (15 min)- 15 minutes, discuss ideas on table- decide on number of votes per person and distribute votes- pick the winning idea- check in the idea with Josh/Lane for their OKHYPOTHESIS CREATION“We believe that <person type x> has <problem y> that can be solved by <solution z> andmeasured by <metric q>.”TEAMS WRITE THEIR HYPOTHESES AND PUT ON SKECHBOARDPROVISIONAL PERSONAShttp://www.slideshare.net/lanehalley   http://www.luxr.co    License:  Creative  Commons  Attribution-­‐-­‐-­‐Share  Alike  3.0  United  States    
  • 3. Intro to provisional personas- how do we make sure we’re all talking about the same “user?”- what’s our starting point until we know some real users?- how do we make our shared understanding visual?DRAW THE GRID. Quadrants represent- upper left - memorable sketch and name- lower left - their pain points- upper right - their situation/environment- lower right - what they need (what we could provide)PUT THE PERSONAS ON THE SKETCHBOARD12:30 pm LOCOVORE TEAMS GO TO GREENMARKET/WHOLE FOODS to do someobservations of real people in their problem domain and start thinking about solutions.STARTUP TEAMS check focus, hypothesis and persona(s) and revise as necessary.LUNCHBRAINSTORM APPROACHES (SIX UPS)Reason: start to think about solutions, but not at too high level of detail. Using the hypothesisand the persona you created, envision some possible solutions you could provide.Method: Six-upMaterials: 11x17 paper, pensTiming: 20 min of individual drawing, 20 minutes of discussionPUT THE SIX-UPS ON THE SKETCHBOARDNow that the team has the hypothesis and persona in mind, we want to start exploring the ideaswith visual thinking and developing a shared understanding. Six ups help people move from theabstract to the specific.DECIDEReason: establish census about best ideas to pursueMaterials: voting dotsTechniques:- decide how many dots people get (3-5 is good)- place dots- discuss- decideDESIGN STUDIOEach person draws one idea to satisfy the approach the team has picked.http://www.slideshare.net/lanehalley   http://www.luxr.co    License:  Creative  Commons  Attribution-­‐-­‐-­‐Share  Alike  3.0  United  States    
  • 4. In discussion, everyone explains their ideas before comment or critique begins. - When explaining an idea, use the format, “this idea solves the following problem for the following person in the following way.” - When providing critique, use the format, “I don’t see how this solves the problem X.”RETROSPECT“What did you do today that was new for you?”“What unanswered questions do you have?WRITE QUESTIONS ON STICKIES, ADD TO LISTSUNDAYINTRO TO CUSTOMER DEVELOPMENTSlides on SlideSharehttp://www.slideshare.net/LaneHalley/luxi-nyc-intro-to-customer-developmentDEMO of lightweight research and utest methodsSHOW UTEST VIDEO http://youtu.be/fa9DLxDtPtcDEMO COMBINED INTERVIEW AND UTESTDiscussion: “what did you see?” “what questions do you have for us?”INTERVIEW PLANNNGHandout on SlideSharehttp://www.slideshare.net/LaneHalley/lu-xr-lean-ux-customer-discoverySHOW AND TELLUsing their sketchboards, teams describe their hypothesis, and approachDISCUSSION“What would be good ways to validate the hypotheses that you heard?”“What’s the smallest thing we can do to validate this hypothesis?”CAPTURE IDEAS FOR EACH TEAM ON PAPER, ADD TO SKETCHBOARDCREATE VALIDATION PLANSWhat do you want to learn? What is the most lightweight thing you can make to demonstratethis? Be explicit about your learning objectivesTEAM TIME TO COMPLETE VALIDATION ACTIVITIESFEEDBACK AND WRAPWhat’s one thing you will take forward after this workshop?http://www.slideshare.net/lanehalley   http://www.luxr.co    License:  Creative  Commons  Attribution-­‐-­‐-­‐Share  Alike  3.0  United  States