Lean UX
Upcoming SlideShare
Loading in...5

Like this? Share it with your network


Lean UX



My slides from my talk at Radiance@Clarice, March 2013. The talk covered key concepts of Lean UX , Lean Startup & Agile.

My slides from my talk at Radiance@Clarice, March 2013. The talk covered key concepts of Lean UX , Lean Startup & Agile.



Total Views
Views on SlideShare
Embed Views



7 Embeds 98

http://www.linkedin.com 74
http://www.multiplica.net 10
https://www.linkedin.com 5
https://twitter.com 3
http://www.pinterest.com 3
http://pinterest.com 2
http://darya-ld1.linkedin.biz 1



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Lean UX Presentation Transcript

  • 1. lean user experienceapplying lean thinking in user experience design Ramakant Gawande lead ux designer, clarice technologies
  • 2. why lean UX ?
  • 3. new distribution channels
  • 4. continuous innovations based on market feedback
  • 5. one IDEA many MINDS
  • 6. continuous design experiments
  • 7. what is lean UX?
  • 8. Inspired by Lean and Agiledevelopment theories, LeanUX is the practice of bringingthe true nature of our work tolight faster, with lessemphasis on deliverables andgreater focus on the actualexperience being designed.
  • 9. Design Agile Lean Thinking Development Startuplean UX foundations
  • 10. Assumptions & Hypothesis Validate Validate Vision Define Strategy MVP Pursue Accelerate Pivot Measurement with Matrices Reduce Cycle Timelean startup framework
  • 11. An approach for building companies that are creating new product and services in situation of extreme uncertainty. The approach advocates creating of rapid prototypes that test market assumptions and uses customer feedback in an effort to evolve design faster and reduce waste. Eric Rieslean startup
  • 12. What are we making ?Are we making the right thing ? How do we make it ?why lean UX is different ?
  • 13. lean UX principles
  • 14. cross functional teams
  • 15. Small - Dedicated- Co-located Build shared understanding Focused Communication Less Documentation2 pizza teams
  • 16. measure progress by outcomes NOT output
  • 17. Overproduction - Extra Features Waiting - Delays Defects - Defects Transportation - Handoffs Over processing - Unwanted Inventory - Partially completed Motion - Task Switching Processes Workremove WASTE
  • 18. focus on solving the right problem
  • 19. no upfront detailed design - design what is required
  • 20. Continuous engagement of your customers during design & development processcontinuous discovery
  • 21. Idea Product Features Designevery decision is hypothesis
  • 22. hypothesis examples
  • 23. get out of the building (GOOB)
  • 24. externalize
  • 25. rapid experiments & FAIL fast
  • 26. short cycle time
  • 27. lean UX process
  • 28. Generative Research Ideation Mental models Think behavior models Test Result Competitive Analysis Prototype Wireframes Value Prop Reduce Landing Page Hypotheses Cycle Time Comps Deployed Code Check Make A/B Testing Site Analytics Usability Testing Funnels Iterative Development Sign-Upslean UX cycle
  • 29. Identify assumptions you have about your customers and create a clear picture of their needs and goals.Think - envision your customer / users
  • 30. Prepare for and run customer interviews that will help you validate your customer assumptionsThink - conduct quality interviews
  • 31. Debrief from customer interviews, sort the insights you’ve gleaned and validate your persona.Think - learn from customer development
  • 32. Start with Assumptions instead of RequirementsThink - declare assumptions & hypothesis
  • 33. The current goal of the product / system [Our service/product] was designed to achieve [these goals]. We have The problem the observed that the product/service isn’t meeting [these goals], which is business causing [this adverse effect] to our stakeholders wants business. How might we improve [service/product] so that our customer to addressed are more successful based on [these measurable criteria] ? An explicit request for improvement that doesn’t dictate a specific solutionThink - problem statement
  • 34. We believe [this statement is true]. We will know we’re [right/wrong] when we see the following feedback from the market : [Qualitative feedback] and /or [quantitative feedback] and/or [key performance indicator change] More granular description of our assumptions that We believe that [doing this/ building target specific this feature/creating this areas of our experience]for [these people/ personas] will achieve [this outcome] product for We will know this is true when we see [this market feedback, quantitative experimentation measure or qualitative insight] .Think - hypothesis statement
  • 35. Get set to deliver on the value proposition for your product by mapping out the features of the MVP. The emphasis is focusing, and figuring out what not to build at this time.Make - identify MVP
  • 36. “That version of a new product that will allow a team to collect the maximum amount of validated learning about customers with the least effort.” -Eric Ries The goal of an MVP is get to a pivot in as short amount of time as possible.MVP
  • 37. Just making one big pain point for users go away can be your entire MVP Painkiller manually rename or move files This can be a great for products or services that you will want users to Fast Money pay for in some way. If you are providing some type of expert advice, MVP could be Email Newsletter. Manually simulate features that eventually will be accomplished by the system Turk It Dating - Matchmaking Sites with complex algorithm This is a great strategy for a product where a core part is some Go Ugly & Early engineering special sauce, or in which a key product risk is technological connect with parts warehouses all over the globe Rather than try to build the actual product, we instead imagine that the Fake it till you make it product already has been built and create the marketing page for selling itMVP design strategies
  • 38. • Aardvark,  a  company  subsequently   acquired  by  Google,  developed  a  social   search  engine.  The  product  enables   • Skinned  Wordpress  blog  and   • Before  star=ng  significant  technical   users  to  ask  ques=ons,  mainly   posted  daily development,  made  a  3min  video  to   subjec=ve,  that  are  then  distributed  to   demonstrate  how  the  Dropbox  is   the  social  graph  for  users  for  answers.   • Used  FileMaker  to  create  PDF   meant  to  work,  targe=ng  at  early   coupons  and  emailed adopters Build  a  series  of  prototypes  for  ways   customers  could  interact  with  the • Effec=vely  validated  the  demand   • Call  to  ac=on  was  to  sign  up  for  beta   virtual  assistant  and  get  their  ques=ons   for  such  service  without wai=ng  list answered,  measuring  their developing  a  seamless  system engagement • Effec=vely  validated  its  assump=on   that  customers  wanted  the  product   • Once  Aardvark  (the  sixth  prototype)   that  Dropbox  was  developing was  chosen,  con=nued refinement  with  humans  replica=ng   pieces  of  the  backend  as  much  as   possible(Wizard  of  Oz  tes=ng   technique.)to  avoid  premature  and   unnecessary  technical  developmentMVP examples
  • 39. User Acquisition User Engagement User MonetizationMake - define measurable metrics
  • 40. Make - collaborative design & sketching
  • 41. Validated Learnings / Meaningful Feedback Lean UX recommend live data prototype but you can choose level of MVP Whiteboard Detail Interactive Live Data prototype based on Sketching Wireframes Prototype Prototypes •Who will be interacting with it Whiteboard •What you hope to learn Keynote Axuare XCode •How much time you have Level of Fidelity to create itMake - prototype / deploy
  • 42. Launch Live Prototype Run Demo Collaborative Research Continuous ResearchCheck - run experiment
  • 43. Quantitative •A/B Testing •Analytics •KPI’s Qualitative •Usability TestingCheck - feedback analysis & research
  • 44. Change in STRATEGY without change in VISIONprepare for PIVOTS
  • 45. Thanks for your time !
  • 46. Images Used http://500px.com/photo/7583468 http://ethosworld.com/library/library6.jpg http://i.imgur.com/ysoCR.jpg http://www.coroflot.com/helenfurber/Other-Portfolio-work http://lssacademy.com/wp-content/uploads/2007/02/gavel.jpg http://www.flagship-housing.co.uk/mediaFiles/images/ img94joktmu72911.jpg http://www.lowdensitylifestyle.com/media/uploads/2009/09/ sands-of-time1.jpg http://www.flickr.com/photos/villorejo/8274195689/lightbox/ http://www.flickr.com/photos/ 76245693@N04/6969367298/lightbox/ http://joshlinkner.com/images/2012/05/SAN.jpg Blogs Referred http://www.andersramsay.com/2012/04/24/agile-ux-vs-lean-ux/ http://www.custdevframework.com/p/minimum-viable- product.html http://theleanstartup.com/ http://blog.bullethq.com/lean-startup-zappos-how-zappos- validated-their-business-model-with-lean/credits & references http://www.linkedin.com/in/ramakantgAll images used are found on the internet and believed to be in the public domain. In the event that there is still a problem or error with copyrighted material, the break of the copyright isunintentional and non-commercial and the material will be removed upon request.