How to define UX objectives and goals using a "lean" six sigma approach


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High level presentation held at a UX meeting in Berlin at 4. April 2011 for, and to present the "operational excellence" approach at eBay and how a UX manager / consultant could use that for (agile) project kick-offs.

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How to define UX objectives and goals using a "lean" six sigma approach

  1. 1. UX definitions in agile kick-offsHow to define UX objectives and goals using a"lean" six sigma approach Nikki Tiedtke, EU Senior Content Strategist April 2011
  2. 2. Project charters should be defined for any (agile) project during a kick-off with all key stakeholders. A UX or UER Project charter exoert should attend and be the „voice of the customer“. Important: Define a measurable goal (key perfomance indicators / metrics).Business Case Scope (In)Explanation of why we’re doing the project. For example, will it What process will the team focus on? What are theimprove customer satisfaction, decrease defects, increase market boundaries of the process you would like to improve?share, increase employee satisfaction, save dollars . . . relate it to Scope (Out)the Business Y’s. Do NOT restate the problem. Other processes, areas that will NOT be reviewed in this project scope Process (Start and End Point) Process Start Point:Problem Process End Point:Description of the problem/opportunity & objective in clear, concise, Estimated Benefitsmeasurable terms. Address: How often is the problem occurring? Stated in terms of revenue, cost, productivity, quality,Where the problem occurring? Who is it impacting? State the time, etc.current performance level. Do NOT say why the problem is importantas that is part of the business case.Goal (SMART: Specific, Measurable, Attainable, Relevant, Timebound) Phase Completion StatusHow much of an improvement are you aiming for, e.g. XX% defect DEFINE Mm/dd/yy GREENreduction, XX% cycle time reduction? When do you want to have theimprovement in place? For example, Deliver an improved process to MEASURE Mm/dd/yy YELLOWreduce rebooks in the Business Center by 50% by 12/31/01. ANALYZE Mm/dd/yy REDDeliverables IMPROVE Mm/dd/yy GREENAre you delivering a set of recommendations and a plan for CONTROL Mm/dd/yy GREENimplementation, or fully implemented and validate solutions? > 2 weeks behind 1 day – 2 weeks behind On TrackUX meeting :: Berlin :: Immobilienscout 24 :: XING :: :: eBay :: Nokia CompleteNikki Tiedtke, EU Senior Content Strategist
  3. 3. A UX project charter could support the project charter as user-centered project goal. Ideally both charters would then UX project charter* be merged into one, covering a holistic, business and user-centered approach to a projects. Important: To also define measurable success metrics.UX Concept User requirements• What are the new pages / the flow / the new product for our customers? • What are the user requirements?• What is it not? • What are the root cause we are trying to fix?• What is the biggest benefit for our customers? • In which order of priority? (prioritize within team, balancing user and business needs) [User requirements have to be phrased in natural, plain language and should not contain interface solutions, or functional requirements.]UX goal (SMART: Specific, Measurable, Attainable, Relevant, Timebound)• What is our overall user experience goal?• How can we measure Usability success? (qualitative and quantitative) User research needs• What is our user experience goal for the next project phase? • What user research do we need?Target audience • In which format?• Who are our target audiences, personas? • When?• Which ones of these is more important for us? • What exactly do we want to find out?Use cases• What are the main user cases (red routes) for our target audience /persona?• Which use cases should we focus on for the next release? (prioritizewithin team, balancing user and business needs) * Based on an idea from Isabella Fröhlich, User ExprienceUX meeting :: Berlin :: Immobilienscout 24 :: XING :: :: eBay :: Nokia Manager, Autoscout 24, ifroehlich@autoscout24.comNikki Tiedtke, EU Senior Content Strategist
  4. 4. Root cause analysis can help a project team to identify and focus on root causes for a customer or business problem. This approach has helped us Root cause analysis at eBay to differentiate between symptoms and root causes. Try to identify success metrics for each root cause, too, so you can measure if you have fixed it after you launched your new product. What do we know from user research? What are the key customer pain points? Create a “fishbone diagram” by listing potential problems. Ask “why does this problem occur” 5x times to get to a potential root cause. Discuss with the team if each potential root cause could be measured to track success Two examples of a fishbone diagramUX meeting :: Berlin :: Immobilienscout 24 :: XING :: :: eBay :: NokiaNikki Tiedtke, EU Senior Content Strategist
  5. 5. Example of how a team could prioritize solutions to fix root causes of a problem. Ideally you map them with user requirements – but of course you Solution prioritization can modify the table for each project as you see fit. The scoring system helps to calculate the importance and thus the priority of each solution. Root cause OR Possible User Effectiveness* Feasability* Cost /benefit Overall score use case (user‘s solution requirement ratio* view)* Scoring: 1 – None 3 – Low 6 – Moderate 9 – ExtremeExample: Great cost /benefit ratio = score „9“. High effectiveness as solution would tackle use requirement = score „9“ etc. Then calculatenumbers in each row to calculate overall score.UX meeting :: Berlin :: Immobilienscout 24 :: XING :: :: eBay :: NokiaNikki Tiedtke, EU Senior Content Strategist
  6. 6. At eBay we currently implement an „operational excellence“ approach for huge projects. As UX consultant and content strategist I see a huge opportunity to develop any UX or Process improvement approach at eBay content strategy using those methods and tools for process improvement. This can help an UX team to marry internal and external user / stakeholder needs and help using typical „putting strategy into practice“ methodologies (aka six sigma). Solving for Quantified Root cause Fix it Control 1. Know the customer 1. Know baseline 1. Identify potential root 1. Develop solutions to 1. Validate solutions is being impacted performance causes address root causes working 2. Clear problem and 2. Validate data 2. Validate root 2. Prioritize and 2. Develop control goal statement accuracy causes with data select solutions plan 3. Understand 3. Identify all data 3. Prioritize root causes 3. Pilot and implement 3. Scale solutions as business impact needs by impact solutions appropriate The Lean Six Sigma Pocket ToolBook: A Quick Reference Guide By: M. George, J. Maxey, Rowlands, J. Maxey, M. Price Blends Lean and Six Sigma tools and concepts, providing expert advice on how to determine which tool within a "family" is best for different purposes. Packed with detailed examples and step-by-step instructions, its the ideal handy reference guide to help Green and Black Belts make the transition from the classroom to the field.UX meeting :: Berlin :: Immobilienscout 24 :: XING :: :: eBay :: NokiaNikki Tiedtke, EU Senior Content Strategist