New Products - marketing - Design - Development - Launch - Customer Acquisition
Individual Contributors - isolated with computers
not talking about something lofty, but a real shift in the way we look at things
Ubiquitous - tools - NOT computers anymore
Real problem - desireabilty
Must Build Something - Good Engineering
How are these people having fun who are supposed to be working?
Solution #2 - Templates aren’t going to work
At the most basic level this is what we are trying to do
Where, when, why
Where, when, why
Story Board/Key Design - Where, when, why
Where, when, why
Personas Where, when, why
Because after that you have to START
Lower levels validate or challenge higher level assumptions
Who is there? - product launch people, stakeholders
This is the first thing you need - Next you need to live up to promises
How do I incorporate Apple like design into my products? Michael Walkden VP Product Delivery Pathfinder Development LLC www.pathf.com April 2, 2011 Product Camp Chicago (c) Copyright 2011 Pathfinder Development LLC. www.pathf.com DEVELOPMENT
As computing technology moves toward mobile devices, we’ve seen the 1990s’ growth in processor speed taper off and product development become less about horsepower [and more] about the overall design of the product. ... a healthier view of human intelligence ... ... that it is reactive, responsive, sensitive, nimble. Brian Christian, The Atlantic March 2011
send annotations load in plans in pdf format annotate plans with text aggregate annotations arrange plans into projects annotate with photos manage site visits within a project support jpeg as well as pdf plans search for a plan by title search for a plan using meta data access past projects upload files via email upload files via iTunes upload files via a virtual plan room m m m m m m add color to annotations separate documents into pages display PDF table of contents M M M X X 3 weeks 6 weeks 15 weeks
Architect in office, preparing for site visit captured site observations and emailed them load pdf plans on iPad for the site go to site launch iPad app find the plan for this particular inspection inspect site create annotations Finish inspection Connect iPad to network Generate annotations summary and send via email find site plans for site review annotations
The _____________ helps _____________ to _________________________ (product, feature) (target audience) (receive a benefit) Problem__________________________________________________________________________________________________________________________________________ The Story Solution__________________________________________________________________________________________________________________________________________ Desired Action __________________________________ Picture Caption ________________________________________________ Construction Obs. App architects/contractors carry whole plan libary to site and record and email observations without extra paperwork Architects often bring the wrong drawings to a site inspection and must reenter and can lose notes taken on yellow pads at a site The iPad punch list puts all the plans at the architects fingertips, gets rid of re-entry and insures notes are not lost Architect watches video demo and is offered link to app store touch an object to annotate, DONE button takes you back
Business Objectives What does success look like from a business perspective? Users Who are the primary users of this product? User Objectives Why do users want this product? What do they expect from it? Brand Characteristics How do we want customers to perceive the brand? Value Propositions What value does this product offer to the consumer? Key Differentiators What does this product offer that no one else can? Measures of Success How will we know we've been successful? Are there any key performance indicators?
Ken Mitchell Responsible for Gig events, responsible for Gig staff, wants to sell out events, likes the service, likes innovators, staff prints thermal tickets (Box Office Manager, The Gig)
Visualize the personas - a cheap stock photo (www.fotolia.com) for each and their role. Can be more creative if that's of value (a consumer product may need more, a B-to-B product probably not).
Visualize, using the personas pictures, the main idea of what the app does. Tell the story with one or a few slides. Ask: Does everyone on the team agree?
For each persona, get every activity they are doing listed. This is important, otherwise can end up designing pieces that don't fit together. This list can jump start the story list.
For each persona, identify top goals (persona is successful if they can ________). This is usually very quick to do. The thinking work for 1-4 is best done in a time-boxed workshop with designer or PM leading and the whole team participating. Designer then mocks up a slide deck to present and validate.
After master story list is created, visualize the entire master story list. Sketch a deck of drawings that captures all the stories in visual form. The sketches are purely a fast design with everything in it, not a good design. You can only accomplish this with time boxed workshops (usually two or three 3 hour workshops). It always seems like a lot to do, yet when time boxed and everyone is pitching in it can be done. Somebody, like the PM, must serve as time-watcher and keep things moving so the goal is reached.
From 5, designer creates and mocks-up core design ideas. If stuck, pair with someone, could be anyone (doesn't have to be another designer).
Present the core design ideas in a story deck with context (personas pictures, screens, flows, whatever needed) and get client buy in. This will need to be iterated a few times most likely. This deck sets the stage for detailed design wireframes and specs during iterations.
We usually have about two weeks to do this. Steps 1 -5 and part of 6 would be done during inception. The rest of 6 and 7 are done during the first iteration, which requires the first iteration's stories be independent of the core design.
If we can't do that in two weeks, we should sell the client on a longer inception if possible. Or, we have to finesse the first two iterations to allow more time for the high level design work.
Have customer fill out startup toolkit before inception
Have internal kick off to define project strategy (product design v.s. We are implementers)
Make sure to start with a PM, a designer, and a senior developer
Have to be transformed into something developers can use
Inception A short period of hard collaborative work; to better understand project objectives, identify potential users, and define high level functional scope so that size of the project can be roughly estimated and an incremental release strategy can be identified
Traditional analysis: Exhaustively evaluate each level before moving on Agile recognizes that: Clarity is an iterative process… The levels interact...
Traditional analysis: Exhaustively elaborate each level before moving on Agile process strives to: Do just enough to move down...you can always go back Get to market and realize return on investment
Inception HypothesisTest ResultsPersonasUsability TestingUser StoriesClarityCohesiveFocus on getting started There is Only One Team - Just different roles Design + Development + Testing + Project Management + Product Management
Agile Delivery Velocity Iterations Continuos Deployment User Stories Testing Lean UXD Wireframes Comp Prototyping User Behavior Analytics Usability Testing Product Focus Customer Development Funnels Sign-ups Analytics Constant Innovation There is Only One Team - Just different roles Design + Development + Testing + Project Management + Product Management Rapid Cycles Focus on desirability of end product