Paul Dawson - Walking the line: The Role of Product Development.

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  • { case studies – examples of what MVPs are }

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  • 1. Friday 9th November Paul Dawson, Partner at Fluxx Walking the line: The Role of Product Development Product development is, or at least should be, a user-centred discipline, but often has a strained relationship with the design teams that have to bring that product to life. We‟ll look in this session at what the role of Product Development is, how more and more companies are thinking of their digital services as „product‟, and the very thin line Product Development has to tread in the user-centred design process between empowering a design team, and potentially alienating them altogether.This document and its content is Copyright ©2012 Paul Dawson and UCD UK Limited. No rights are claimed over third party images, all of which areused under „fair use‟ and whose origin is acknowledged wherever possible.flux[x] @fluxxstudios @poleydee
  • 2. Walking the line: The Role of Product Developmentflux[x] @fluxxstudios @poleydee
  • 3. The boring cred‟s bitflux[x] @fluxxstudios @poleydee
  • 4. A product & service innovation company Setting Strategy & Developing & validating Innovation practices & Vision products long term changeflux[x] @fluxxstudios @poleydee
  • 5. Ideal outcomes from this session? How to get better briefs that allow you toDigital UX explore interesting opportunities and less dispute with the people who are „leading‟ itProduct How to get closer to the product you had envisioned, and create greater harmony withdevelopment. the team tasked with making it greatProduct design “wtf ?”flux[x] @fluxxstudios @poleydee
  • 6. There are two types of organisation in the worldflux[x] @fluxxstudios @poleydee
  • 7. Develop, design and sell productsflux[x] @fluxxstudios @poleydee
  • 8. Behave like they are a product company Dont behave like a product companyflux[x] @fluxxstudios @poleydee
  • 9. flux[x] @fluxxstudios @poleydee
  • 10. New Product Development (NPD)  Strategy  Ideas and insight  R&D Concepts  Developed & Validated Concepts (Desirability, Viability, Feasibility)  Partnerships and organisation  Design & Build  Operateflux[x] @fluxxstudios @poleydee
  • 11. The „Non Product‟ Approach  Strategy  Ideas and insight  R&D Concepts  Developed & Validated Concepts (Desirability, Viability, Feasibility)  Partnerships and organisation  Design & Build  Operateflux[x] @fluxxstudios @poleydee
  • 12. The „Non Product‟ Approach  Strategy  Ideas and insight  R&D Concepts  Developed & Validated Concepts (Desirability, Viability, Feasibility)  Partnerships and organisation  Design & Build  Operateflux[x] @fluxxstudios @poleydee
  • 13. Fortunately, most digital projects I‟ve worked on start here:flux[x] @fluxxstudios @poleydee
  • 14. But then they go one of two ways: Exciting, interesting, innovative. Empowered, creative, inspired What if… An exploration of why What new opportunities there might be within it New ideas, ‘blue sky’ thinking,… Well, they seem to have made up their minds, we’ll just get on and be the wireframe monkeys shall we? Wireframes Demotivated, dis-spirited, ‘done to’ Detailed, monotonous, not thinking for myselfflux[x] @fluxxstudios @poleydee
  • 15. What if companies who know they are product companies did not behave like product companies?flux[x] @fluxxstudios @poleydee
  • 16. An imaginary new product “A new range of luggage specifically for the family” The budget is set The board is all behind itflux[x] @fluxxstudios @poleydee
  • 17. Stage 1: Research When product companies don‟t behave like product companiesflux[x] @fluxxstudios @poleydee
  • 18. Stage 2: Envisioning When product companies don‟t behave like product companiesflux[x] @fluxxstudios @poleydee
  • 19. We could pre-load them with things people needflux[x] @fluxxstudios @poleydee
  • 20. We could do niche products for specialist audiencesflux[x] @fluxxstudios @poleydee
  • 21. Hey, what if the suitcase became a mode of transport?!flux[x] @fluxxstudios @poleydee
  • 22. Hey, what if the suitcase actuallybecame the holiday?
  • 23. But then… But suddenly… The more radical thinking simply gets dropped as it can’t be validated Ideas may be good, they might not. Nobody is in a position to judge before time starts running out. “We’ve got a whole stack of “Product Owner” basics to do first”flux[x] @fluxxstudios @poleydee
  • 24. Agile approaches in non-product thinking companies… Things we know we can do The unproven ideas domain Things we know our customers valueflux[x] @fluxxstudios @poleydee
  • 25. Stage 3: New ideas get pushed to the back and we focus in on the basics, having no time, resource or remit to progress our half-formed ideas, no matter how brilliant they were…flux[x] @fluxxstudios @poleydee
  • 26. but… We have bright people, all eager to unleash their creative juices and we lost them quite early on…flux[x] @fluxxstudios @poleydee
  • 27. The Line Anything is possible Exciting, interesting, innovative. Empowered, creative, inspiring Demotivated, dis-spirited, ‘done to’ Detailed, monotonous, not thinking for myself I have a very tight, prescriptive briefflux[x] @fluxxstudios @poleydee
  • 28. We might have had the „right ideas‟flux[x] @fluxxstudios @poleydee
  • 29. but we haven‟t been able to „make those ideas right‟flux[x] @fluxxstudios @poleydee
  • 30. What we needed was an inspiring brief with real possibilitiesResearch & Insight: Now design something magnificentA clear product proposition: “Design a suitcase that children and parents will love.We know that hassled parents and kids will love a ride-on case. We can save tired parent arms and tired toddler legs and make travel fun.”flux[x] @fluxxstudios @poleydee
  • 31. And that‟s what product development isflux[x] @fluxxstudios @poleydee
  • 32. Product Development is pure UCD But it doesn‟t design interfaces, and it‟s not concerned with usability or ergonomics desirable feasible viableflux[x] @fluxxstudios @poleydee
  • 33. Product Development‟s Goals 1. To flesh out and validate product and service propositions Desirable: Customers will find value in it Feasible: We can make it work Viable: It can be an economic success 2. Prove that this is the right thing to do, kill it early, or learn enough to turn it into the right thing to do 3. To arm a design and build team with all they need to get the product designed and built in the right wayflux[x] @fluxxstudios @poleydee
  • 34. But what many product development teams miss is… That once they‟ve „developed‟ the idea into a product, the customer experience still has to be designed (because generally, they‟re a bit crap at doing that bit!)flux[x] @fluxxstudios @poleydee
  • 35. I‟ve been on both sides ProductDigital UX development .flux[x] @fluxxstudios @poleydee
  • 36. Words that strike terror… “We’ve developed a new brand, and the branding agency have done some mock-ups” “We’ve had a product design “The CEO had a consultancy designer mock working on it” something up”flux[x] @fluxxstudios @poleydee
  • 37. “Here’s how it could look”flux[x] Movie UI Design by Jayse Hansen @fluxxstudios @poleydee
  • 38. Getting the wrong side of the line only leads to conflict… “Ha, they’re so wrong. This is a much better idea.” “Arrogant tossers, they just don’t get it!”flux[x] @fluxxstudios @poleydee
  • 39. Today‟s Line Anything is possible Exciting, interesting, innovative. Empowered, creative, inspiring Demotivated, dis-spirited, ‘done to’ Detailed, monotonous, not thinking for myself I have a very tight, prescriptive briefflux[x] @fluxxstudios @poleydee
  • 40. Setting out to raise the bar Anything is possible Exciting, interesting, innovative. Empowered, creative, inspiring “Mmmm. Nice concept, full of possibility. Will be fun to see how we make it work.” Demotivated, dis-spirited, ‘done to’ Detailed, monotonous, not thinking for myself I have a very tight, prescriptive briefflux[x] @fluxxstudios @poleydee
  • 41. So two key questions: How do you do this cost-effectively? We already think we don‟t have enough time for design – how do you make it worth investing in? How do we ensure this process does not entirely alienate design and development teams?flux[x] @fluxxstudios @poleydee
  • 42. Three answers Focus on generating facts, not opinions; and be lean about it Enable and equip your design & build team, don‟t tell them what to do Don‟t be precious – about your ideas, or being rightflux[x] @fluxxstudios @poleydee
  • 43. Focus on generating facts, not opinions; and be lean about itflux[x] @fluxxstudios @poleydee
  • 44. Flux[x] Labsflux[x] @fluxxstudios @poleydee
  • 45. flux[x] @fluxxstudios @poleydee
  • 46. flux[x] @fluxxstudios @poleydee
  • 47. flux[x] @fluxxstudios @poleydee
  • 48. insight idea feasibility design & manufacture distribution developmentflux[x] @fluxxstudios @poleydee
  • 49. Easy to do, and Starting to invest Hard to do, and a no risk time & money lot of risk d i s t r i man b ufac u ture t design & i development o n feasibility insight Ideaflux[x] @fluxxstudios @poleydee
  • 50. Easy to do, and Starting to invest Hard to do, and a no risk time & money lot of risk man ufac ture design & development feasibility insight Ideaflux[x] @fluxxstudios @poleydee
  • 51. flux[x] @fluxxstudios @poleydee
  • 52. MVP = Minimum Viable Product Q: What is the absolute minimum we can do to see if people actually value our product?flux[x] @fluxxstudios @poleydee
  • 53. Dim and Painful, but we got Dragon’s Dendistant past there… insight Bankrupt factory People bought it concept Give it to manufacture the press design & development distribution Licensee Dodgy feasibility liquidated catchesflux[x] @fluxxstudios @poleydee
  • 54. flux[x] @fluxxstudios @poleydee
  • 55. He believed because he hadgenerated factsThe toughness of his journeywas testament to the fact thathis MVP could not be thatminimalflux[x] @fluxxstudios @poleydee
  • 56. Fortunately… This now happens in days, or maybe weeks, but certainly not months. The Lab’s job within a product development cycle is to generate evidence-based learning, to help get the ideas right, and make good decisions based on factsflux[x] @fluxxstudios @poleydee
  • 57. labs
  • 58. Basic InsightWe found it really hard to find a whiteboard thesize we want and think that other people willhave the same problem. labs
  • 59. This leads to a value hypothesis that we can begin to test “We think that people will value apremium service that makes and installs whiteboards to a precise set of dimensions.” labs
  • 60. 1. Make a site that calculates the cost and puts customers in touch with us. 2. Get a phone!If people valuethis service asmuch as we do. Volume of people searching for it on Google Requests for pricing labs People who buy
  • 61. The first MVP (c .2 days) labs
  • 62. The 2 nd MVPlabs
  • 63. The Lab‟s LearningsThis is a viable, small, localbusiness.It would be a good idea to makethe whiteboards erasable!It is possible in a week to proveout a digital & physical businessin a lean way labs
  • 64. “The High Street Bank”A real life case study labs
  • 65. Amongst others, we created oneexperiment designed to testsomething that had been debatedfor ages at the bank labs
  • 66. It was a thorny subject.It involved using customers‟personal data to do something wethought they would like and value. labs
  • 67. But would they accept it, or wouldthey go nuts and call the Daily Mail? We put it live in a few weeks in an MVP toseveral thousand real customers who didn‟t know it was just an experiment. labs
  • 68. But before we did… labs
  • 69. It was usability tested It panned! Only 24% of people said they would do itlabs
  • 70. How many ACTUALLY did it in real life? 96% of people just jumped right on in! labs
  • 71. “What people say they will do and what they actually do is often very different and can be greatly affected by their level of awareness of the task at hand”flux[x] @fluxxstudios @poleydee
  • 72. The fluxx „Tested User‟ Framework True Market ResearchIdea/Concept ethnography (quant and qual) MVP/LeanProduct/Service Market Intelligence Maturity Level and behavioural data Partial/Fully A/B Testing Usability Testing Developed Multi-variate testing Prototype Testing Is the User Unaware aware of the test? Awareflux[x] @fluxxstudios @poleydee
  • 73. The fluxx „Tested User‟ Framework Proving an idea A wide variety ofIdea/Concept one way or the opinions, ideas and other storiesProduct/Service History Maturity Level Partial/Fully Optimising where Usability Developed there are multiple options Is the User Unaware aware of the test? Awareflux[x] @fluxxstudios @poleydee
  • 74. The outcome of which is… Armed with facts, a product development team can simply „tell‟ they don‟t „sell‟ It‟s hard to argue with, & people don‟t want to It‟s equally obvious how to apply that data to influence the design later onflux[x] @fluxxstudios @poleydee @poleydee
  • 75. A key point here though is… An MVP does not a design make Which leads us to: Enable and equip your design & build team; don‟t tell them what to doflux[x] @fluxxstudios @poleydee
  • 76. Briefing the team means focusing on the outcome “Nice concept, full of possibility. Will be fun to make it work.”flux[x] @fluxxstudios @poleydee
  • 77. Briefing the team Present the trail of evidence • A user-centred journey • Help the team understand the insight on which the product was founded • Don‟t hide any facts • Show your wrong turnsflux[x] @fluxxstudios @poleydee
  • 78. Briefing the team Describe, don‟t prescribe What it should be like, not what it should look likeflux[x] @fluxxstudios @poleydee
  • 79. Create useful assets. Things that will enable, not confine your design team Draft Personas If you don‟t know these, then the product you‟ve developed isn‟t worth the Omnigraffle it‟s visualised on! Product and Experience Principles Distil your experience of the product development learnings into principles that will help guide the design and build teamflux[x] @fluxxstudios @poleydee
  • 80. What we don‟t say: “Yeah, we already prototyped it” Product development should never be testing a UI, or a brand VI We ask questions like: • Is the content valuable to our audience? • Is the function that it performs valuable? • How easy or low cost does it have to be to become, in order to become valuable?flux[x] @fluxxstudios @poleydee
  • 81. Which has led us to a uniquedesign principle: Make it as bad as you can get away with (So long as you don‟t get in the way of the core testing objective) “I‟ve never been asked to make my work „more sh*t before!”flux[x] @fluxxstudios @poleydee
  • 82. How do you brief in how a product „feels‟? I‟ll give you a briefing I‟ve used many a timeflux[x] @fluxxstudios @poleydee
  • 83. Let me tell you why I love Virgin Atlanticflux[x] @fluxxstudios @poleydee
  • 84. flux[x] @fluxxstudios @poleydee
  • 85. flux[x] @fluxxstudios @poleydee
  • 86. flux[x] @fluxxstudios @poleydee
  • 87. flux[x] @fluxxstudios @poleydee
  • 88. flux[x] @fluxxstudios @poleydee
  • 89. flux[x] @fluxxstudios @poleydee
  • 90. flux[x] @fluxxstudios @poleydee
  • 91. flux[x] @fluxxstudios @poleydee
  • 92. flux[x] @fluxxstudios @poleydee
  • 93. flux[x] @fluxxstudios @poleydee
  • 94. flux[x] @fluxxstudios @poleydee
  • 95. flux[x] @fluxxstudios @poleydee
  • 96. flux[x] @fluxxstudios @poleydee
  • 97. flux[x] @fluxxstudios @poleydee
  • 98. flux[x] @fluxxstudios @poleydee
  • 99. Which is easily summed up as: Brilliant basics, magic touches … and a number of other principles to which a user experience or product would have to conform in order to be the one that we believe customers will loveflux[x] @fluxxstudios @poleydee
  • 100. Finally Our brief must be full of possibility “It‟s clear to us that people want a degree of serendipity; for the finding of information to have a „fuzzy edge‟ that allows them to stumble on something that they love, but weren‟t expecting”flux[x] @fluxxstudios @poleydee
  • 101. flux[x] @fluxxstudios @poleydee
  • 102. Creating a product design brief with possibility Always guide, never prescribe Set principles, not guidelines Design experiments, not UI Say how it feels, not what it does In short: Let the design team design it…flux[x] @fluxxstudios @poleydee
  • 103. Finally: Avoiding the ivory tower Don‟t be precious – about your ideas, or being rightflux[x] @fluxxstudios @poleydee
  • 104. Talk about the dead endsExperiments never fail or succeed, theymerely have outcomesflux[x] @fluxxstudios @poleydee
  • 105. Take input wherever you can Regularly take time to gather intelligence, ideas and product thoughts from everywhere you can, and credit your sourcesflux[x] @fluxxstudios @poleydee
  • 106. Be inclusive Get the design and development team to develop the MVP A RapidStart approach looks to get an experiment out in under two daysflux[x] @fluxxstudios @poleydee
  • 107. Product Development can be a state of mind, not a department For complex products where there is a high degree of uncertainty, it‟s an upfront investmentflux[x] @fluxxstudios @poleydee
  • 108. Product Development can be a state of mind, not a department For new features in existing products, it can become a „spike‟ in the existing processflux[x] @fluxxstudios @poleydee
  • 109. Playing to each other‟s strengthsflux[x] @fluxxstudios @poleydee
  • 110. Phew…  paul@fluxx.uk.comflux[x] @fluxxstudios @poleydee