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Product + UX: How to combine strengths to make something truly great!

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With modern organizations finally starting to embrace User Experience as part of their product teams, and product leaders moving to more strategic roles within these teams, how can we combine the strengths of both roles to make something truly great?

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Product + UX: How to combine strengths to make something truly great!

  1. 1. PRODUCT + UX How to combine strengths to make something truly great!
  2. 2. Jeremy Johnson VP of Customer Experience .com
  3. 3. Agresso, Andra Group, AutoRevo, Autotask, Blood Cell Storage Inc, Bomgar Corporation, Capital One, Capson Physicians nsurance Company, Cash America, Cheap Caribbean, Citronix, CMC Americas, CompuCom Systems, Inc., Concentra, Daimler Trucks, DISA Global Solutions, eduProject ELL, Emdeon Business Services, Examsoft, Gemalto S.A., Generational Equity, HMS, Kronos, Mercedes Benz Financial Services, Momentum Fuel Technologies, My Gene Counsel, National MI, Neiman Marcus, Novartis Pharma AG, On-Q/Legrand, Quantum Retail Technology, RhythmOne, Rush Administrative Services Inc, Samsung Elecronics Co Ltd, Spiceworks Inc, Stalls, The Container Store, TickAssure, TORCH We have a unique and established methodology for understanding people in context — we reveal unmet needs — which drives everything we do. This leads to a crisp, clear understanding of the customer which shapes the design and development of new solutions and experiences. With over 14 years perfecting our approach we have the experience, teams, skills and scale to deliver sophisticated software solutions that improve any and all touchpoints across the user journey. We’re driving digital transformations with experience-driven insights We’re working with some of the biggest and best organizations in the world, helping transform their experience and technology: — confidential — Samsung Electronics, Mercedes-Benz Financial Services, Capital One, Dell, The Container Store, Neiman Marcus and many more....
  4. 4. projekt202 is the leader in applying experience strategy and observational insights to the development of mobile, cloud, web and workplace software. The company is actively redefining the user experience (UX) and changing the ways people interact with technology around the world. Recognized by industry analysts for setting the standard for the way modern businesses develop software, projekt202 builds emotionally rich, resonant solutions that enable customers and end users to fully realize technology’s potential in today’s connected world. People centered design & development — confidential — What’s important to remember is that customer journeys aren’t created; they’re discovered. “ — Jake Sorofman
  5. 5. Mapping Journey Demonstrating Bill Pay
  6. 6. PROJEKT202 METHODOLOGY ACROSS THE ORGANIZATION REVEALING REALITY FOCUSED INNOVATION BUILDING & EVOLVING LAUNCH MEASURE & LEARN CUSTOMER / USER INSIGHTS • Validation Tests • Prototypes • UX Design • Usability Tests • Co-creation • 404 Testing • Generative Research • In-Person Studies • CX Journey Maps • Personas • Diary Studies • Prioritized Enhancements • A/B Test • Iterative Experiments • Live Testing • Analytics Tooling • Agile Development • DevOps • Design Systems • Automated Testing • Full Stack Development • NPS / VoC • Analytics • Feedback • Customer Acquisition
  7. 7. — confidential — @jeremyjohnson slideshare.com/jeremy jeremyjohnsononline.com
  8. 8. USER EXPERIENCE DESIGNER
  9. 9. I FIGHT FOR THE USER
  10. 10. BUT… 
 TO GIVE THE USERS SOMETHING GOOD…
  11. 11. AND THE TECHNOLOGY…
  12. 12. DEV UX PM
  13. 13. today…
  14. 14. today…
  15. 15. Marty Cagan
  16. 16. “Marketing Owners” “Project Managers”
  17. 17. “Product Owner”
  18. 18. “Visual Designer” “Business Analysts”
  19. 19. “UX Designer”
  20. 20. “Product Owner” + “UX Designer”
  21. 21. “Product Owner” + “UX Designer” Hi!
  22. 22. Software development has changed.
  23. 23. And not just from waterfall to Agile…
  24. 24. “ “Agile doesn’t have a brain” Bill Scott VP Engineering PayPal — http://www.jeffgothelf.com/blog/agile-doesnt-have-a-brain/
  25. 25. ““Understanding the what and why around your customer’s behavior is one of the top things you need to do well to be successful.”
  26. 26. “Organizations that understand their customers well are more successful at retaining them and attracting new ones — we know this from experience. It’s why most CX pros do customer research.” “Customer understanding is Crucial — and Harder than it looks” • Elicitunconsciousthoughtsandemotions • Examinecontext’sinfluence • Testideaswithcustomers • Measurebehaviordirectlyratherthanrelyingon recollection To tap into hidden and unpredictable aspects of customer behavior, CX pros should use methods that:
  27. 27. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch Are you validating your experiments before sending a full development team to build? If not, you’re missing out on half the value of modern product development.
  28. 28. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch Are you validating your experiments before sending a full development team to build? If not, you’re missing out on half the value of modern product development.
  29. 29. Starting with people to build
 an experience strategy An experience strategy identifies the most important, holistic experience for both a business and a customer. That identification process involves much more than sending out a survey or conducting an interview. You need to spend time with people in their context, in the places where they live and work, to observe, to build authentic relationships and to uncover the real truths that shed light on understanding a customer's journey with a company. Mapping Journey Demonstrating Bill Pay Building Empathy
  30. 30. Rolling out new software is hard in any company, but it’s even harder when your employees still send faxes. “OpsSuite was built by Southwest and a Texas-based software design and UX firm, projekt202, which specializes in what they call “complex digital transformations” for their clients.” Southwest Airlines’ Digital Transformation Takes Off fastcompany.com/3065045/wanderlust/southwest-airlines-digital-transformation-takes-off — confidential —
  31. 31. PROJEKT202 METHODOLOGY ACROSS THE ORGANIZATION REVEALING REALITY FOCUSED INNOVATION BUILDING & EVOLVING LAUNCH MEASURE & LEARN CUSTOMER / USER INSIGHTS • Validation Tests • Prototypes • UX Design • Usability Tests • Co-creation • 404 Testing • Generative Research • In-Person Studies • CX Journey Maps • Personas • Diary Studies • Prioritized Enhancements • A/B Test • Iterative Experiments • Live Testing • Analytics Tooling • Agile Development • DevOps • Design Systems • Automated Testing • Full Stack Development • NPS / VoC • Analytics • Feedback • Customer Acquisition
  32. 32. DR CD POPM SA BED FED DO UXD QA SPRINT
 TEAM 3 2 2 2 2 FSE SA Front End Developer Back End Developer Dev Ops Quality Assurance User Experience Designer Solution Architect Full Stack Engineer Leads BED FED DO UXD QA SPRINT
 TEAM 2 2 2 2 2 FSE SA BED FED DO UXD QA SPRINT
 TEAM 1 2 2 2 2 FSE SA
  33. 33. 1. “Knew” PhotoShop 2. Made things look good 3. Could code CSS 4. Make it look like your brand 1. Deep Design methodology 2. Trained in understanding customer needs 3. Leads teams in building empathy 4. Can help shape product strategy WHAT DOES A UX DESIGNER DO? IN THE PAST TODAY
  34. 34. https://www.mountaingoatsoftware.com/training/courses/certified-product-owner
  35. 35. http://www.romanpichler.com/training-courses/certified-scrum-product-owner-course/
  36. 36. http://www.romanpichler.com/training-courses/certified-scrum-product-owner-course/
  37. 37. https://www.mindtheproduct.com/2017/08/lean-dont-speculate-accumulate-validate-succeed/
  38. 38. https://www.mindtheproduct.com/2017/08/lean-dont-speculate-accumulate-validate-succeed/
  39. 39. “I found that 23% of customers who chose to sign up using Facebook authentication did not click on the link in the verification email.” https://www.mindtheproduct.com/2017/08/user-behavior-can-bite-lessons-product-management-trenches/
  40. 40. “After a lot of head scratching, here’s what I did. I connected to customers who did not complete the verification process by sending out a Facebook messenger request. The predominant feedback I received was: “I don’t remember the email address associated with my Facebook account.” … you might as well ask the users to climb a 10-foot wall.” https://www.mindtheproduct.com/2017/08/user-behavior-can-bite-lessons-product-management-trenches/
  41. 41. “Because we are blind to real customer needs or fail to see the constraints of user behavior we end up creating more problems than we solve. The best bet is to take the plunge and observe how customers react.” https://www.mindtheproduct.com/2017/08/user-behavior-can-bite-lessons-product-management-trenches/
  42. 42. PRODUCT? UX?
  43. 43. We’re not trying to take each other’s job…
  44. 44. “…as a product leader you are only as good as your team, and setting them up for success and giving them the space and air cover to do their best is ultimately how you and your product will be successful.” — http://www.mindtheproduct.com/2017/03/product-managers-not-ceo-anything/ “ Product Owner… CEO?
  45. 45. product? UX?
  46. 46. product? UX?
  47. 47. product? UX?
  48. 48. team sport
  49. 49. 1. “Knew” Jira 2. Made checklists 3. Built Roadmaps 4. Carried down directions from the top 1. Sets strategic direction 2. Has deep customer understanding 3. Facilitates team dynamics 4. Sets scorecards for metrics WHAT DOES A PRODUCT OWNER DO? IN THE PAST TODAY
  50. 50. WHAT DOES A PRODUCT OWNER DO? “Getting things done” vs. “Getting the right things done”
  51. 51. https://medium.com/@melissaperri/product-manager-vs- product-owner-57ff829aa74d
  52. 52. IMMATURE
  53. 53. Weak Product Management or Weak User Experience
  54. 54. “Product Owner” “UX Designer” “I need to better understand my users…” “I need to have a bigger effect on the product”
  55. 55. http://www.romanpichler.com/blog/ux-skills-for-product-owners-and-product-managers/?utm_source=Twitter&utm_medium=Blog&utm_campaign=UXSkills
  56. 56. http://www.romanpichler.com/blog/ux-skills-for-product-owners-and-product-managers/?utm_source=Twitter&utm_medium=Blog&utm_campaign=UXSkills
  57. 57. THE BATTLE FOR…
  58. 58. UX
  59. 59. WHAT CAN A UX DESIGNER DO? PROPER RATIOS LEADING CUSTOMER INSIGHTS PART OF SENIOR TEAM HELP DRIVE DECISIONS EMBEDDED GET YOU CLOSER TO THE CUSTOMER MORE THAN JUST “VISUAL DESIGN” VALIDATING BACKLOG ITEMS BUILDING INTERACTIVE PROTOTYPES ABLE TO MOVE METRICS UNDERSTAND TECHNOLOGYCAN TALK BUSINESS VISUALIZING USER JOURNEYS CAN LEAD DISCUSSIONS INTERVIEWING USERS DESIGN PROCESS
  60. 60. CREATE UNDERSTANDING VISUALIZE AS MUCH AS POSSIBLE VALIDATE 
 YOUR IDEAS THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR UX DESIGNER
  61. 61. CREATE UNDERSTANDING
  62. 62. “As a builder, as an entrepreneur, how can you create something for someone else if you don’t have even enough glancing familiarity with them to imagine the world through their eyes?” Chris Sacca Lowercase Capital “
  63. 63. User Researcher: “User researchers are the eyes, ears and conscience of your product manager,” the guide explains. User researchers provide the knowledge that ensures that you “build products that delight your customers through a great user experience.” “ 13 Jobs That Now Matter The Most, From A Digital Perspective
  64. 64. “…data can’t substitute for the real, deep insight gained from talking to real customers and users.” “ Jens-Fabian Goetzmann Product Manager @ Yammer. https://medium.com/@jefago/why-pms-need-qualitative-research-2990b49fc46e
  65. 65. 1. … it can get you to the “why” behind the data 2. … it can generate new ideas and hypotheses to test 3. … you can validate hypotheses that aren’t A/B testable 4. … it can address new users that aren’t using your product today 5. … it can get you to answers faster (without building anything) 6. … you will stay more humble and grounded “
  66. 66. “The solution? Exposure hours. The number of hours each team member is exposed directly to real users interacting with the team's designs or the team's competitor's designs. There is a direct correlation between this exposure and the improvements we see in the designs that team produces.” ““It's the closest thing we've found to a silver bullet…” https://www.linkedin.com/pulse/fast-path-great-ux-increased-exposure-hours-jared-spool Jared Spool
  67. 67. “What’s important to remember is that customer journeys aren’t created; they’re discovered. When we try to create journeys, we fall into one of these two traps: we either hallucinate customer needs or throw away the customer experience playbook altogether and focus on the needs we know intimately: our own.” “ — Jake Sorofman http://blogs.gartner.com/jake-sorofman/customer-journeys-are-discovered-not-created/
  68. 68. “Observing users in person provides you with data that surveys and behavioral data simply can’t, just as surveys and behavioral metrics provide you with data and reliability that qualitative work can’t. You need both— and you need to do both well” “ https://medium.com/@mgallivan/the-case-for-talking-to-users-in-the-age-of-big-data-bca4159e9620 Matt Gallivan
  69. 69. “Organizations that understand their customers well are more successful at retaining them and attracting new ones — we know this from experience. It’s why most CX pros do customer research.” “Customer understanding is Crucial — and Harder than it looks” • Elicitunconsciousthoughtsandemotions • Examinecontext’sinfluence • Testideaswithcustomers • Measurebehaviordirectlyratherthanrelyingon recollection To tap into hidden and unpredictable aspects of customer behavior, CX pros should use methods that:
  70. 70. Customer experience (CX) professionals know that the first step on the path to delivering good experiences is doing research to understand their customers. Yet many fail to recognize that it’s easy to draw false conclusions — and that doing so is even more dangerous than being ignorant. In this report, we warn teams about the most common pitfalls and explain how to adapt your practices and mindset to avoid them — and get the insights you need to succeed. Build Real Customer Understanding How To Avoid Research Pitfalls And Achieve Insight Instead https://www.forrester.com/report/Build+Real+Customer+Understanding/-/E-RES136384
  71. 71. A contextual inquiry is a cross between an interview and an observation that combines the strengths of both. In a contextual inquiry, the interviewer goes to the user and interviews them where they perform the activities being investigated. The idea is to interview users in the context of their lives while they are performing their tasks, asking them questions about what they are doing and why (when necessary) along the way. Contextual Inquiries Revealing Reality
  72. 72. Mapping Journey Demonstrating Bill Pay
  73. 73. Journey Maps are meant to clarify customer understanding at various points along a continuum. The purpose of the Journey Map is to identify high and low points for the user within the experience. High points being portions of the flow that are working well and are enjoyable for the user and low points being areas where the experience is difficult or frustrating. A Journey Map will help prioritize UX design efforts by identifying areas that have the greatest opportunity for improvement. Journey Map Revealing Reality
  74. 74. Experience Maps are meant to clarify customer understanding at various points along a continuum. The purpose of the Experience Map is to identify high and low points for the user within the experience. High points being portions of the flow that are working well and are enjoyable for the user and low points being areas where the experience is difficult or frustrating. An Experience Map will help prioritize UX design efforts by identifying areas that have the greatest opportunity for improvement. Experience Map Revealing Reality
  75. 75. Example topics: • Requirements • Assumptions • Target user definition • Goal Setting • Roadblock and accelerator identification • Design Roadmap This workshop surfaces the most pertinent information for the project team in the fastest way in order gain alignment and begins the project on common understanding. Includes: 7-Eleven Stakeholders, Experience Strategist &
 2 UX Designers Personas CUSTOMER EXPERIENCE STRATEGY
  76. 76. Prototypes Focused Innovation Once we have identified the concepts that we want to validate with users we design and build high-fidelity prototypes. The final prototype can be used for validation studies and is also effective for communicating a concept to internal stakeholders and prospective customers.
  77. 77. Kano Study The Kano Model was developed by Japanese Quality Management expert Noriaki Kano - and with this method - testing allows for user input to determine where each feature, or proposed feature, fits in the model by weighing the results of a functional question and a dysfunctional question. Plotting the responses on a matrix and calculating their functional and dysfunctional characteristics leads to recommendations for which features should be prioritized according to users needs, satisfaction, and the relative ratio of effort for each feature in question. Focused Innovation
  78. 78. Validation Testing Focused Innovation The goal of validation testing is to identify any usability problems, collect qualitative and quantitative data, and determine the user's satisfaction with the product. By identifying problems with usability testing early in the design phase, fixes will be less expensive
 A findings and recommendations report is created after observing users in the testing facility .
  79. 79. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch Are you validating your experiments before sending a full development team to build? If not, you’re missing out on half the value of modern product development.
  80. 80. small, purchase, and general merchandise. I organize the stacks so I can just grab the item quickly instead of walking back and worth. “ ” L concentrating on how we interpreted the information ourselves.AFFINITY WALK THE RESUL Over 375 Oppo arose from the CORPORATE PAR Dionne James Azure Hicks Leigh-An Kennedy Mary Brown Dashboard Customer History Daily Buys products Compensation commission hourly Goals Sales Store goals Team Goals Filters Daily, weekly, monthly Region Transition history KEY DESIGN PRINCIPLES WHAT ARE DESIGN PRINCIPLES? Experience principles are guidelines for solving a challenge in dependent of a specific solution. These principles translate our findings into design directives based on an understanding 
 of the design space and the users. WHY KEY DESIGN PRINCIPLES? These principles outline what is necessary to achieve success, giving designers and implementers a framework in which to generate solutions that align with employee needs and motivations and to serve as guideposts at decision points. MAKE EMPLOYEES MOBILE TECHNOLOGY 5 All employees currently spend a lot of time walking the store to complete their tasks. By providing the be able to complete tasks more efficiently, by sear up information while out on the floor or in the back processes, making employees faster and less likely Associated User Personas:
 The Overseer 
 The Achiever 
 The Orchestrator
 The Warehouse Guard VERY HIGH PRIORITY Make Employees Mobile Codes to Tag Items VERY HIGH PRIORITY OPPORTUNITIES Increase Readability Tracking Inventory Tool Pricing Tool RITY TIONS e lves, uch ecific ed to ive REAL TIME UPDATES With multiple employees working in the system on multiple devices, in order to maintain consistency the system needs to update in real time between devices. For example a customer pays off a loan and takes in a large amount of money, the system the manager is on in the back room needs to reflect that immediately in order for them to make decisions with up to date information. Associated User Personas:
 TECHNOLOGY 14 CSR INVENTORY Hi, I have a guitar James comes in to get a loan on a guitar. Mary inputs the model number to pull up the suggested price for a ITEM INTAKE After giving James his loan, Mary attaches a pawn ticket to the guitar, then takes it into the back room and places it on a shelf. She scans the shelf and that location is associated with the guitar in the system. PLACE IN BACKROOM The guitar has fallen out of loan, so Mary pulls it for inventory. She takes the guitar from the shelf, scans the ticket on it to identify it, then prints out a price tag. She PFI Dennis is interested in purchasing the guitar. Mary scans it and sees a description, specifications, and an image of the item. She also sees how long it has been in loan, how long it's been on the floor, and how much the store paid for it to help her negotiate. ON SALES FLOOR CSR GETTING A LOAN ON AN ITEM CUSTOMER ARRIVES Customer arrives Verify customer’s informationExisting customer CUSTOMER SHOWS ITEM New item Serial number Pull up item via serial/ model number No serial number Previously loaned-on item Customer shows item System suggests price based on: Add customer’s informationNew customer NEGOTIATE WITH CUSTOMER Negotiate with customer Distribute cash Search for item with categories Item Condition Customer pickup stats Similar items priced regionally & nationwide Find item in customer’s history Verify item is same as before oans Backroom Manager Shift Leads Pawn Brokers Asst Managers Managers 11 2 1
  81. 81. We wrote the book on helping businesses gain insight from their customers and users — insights that lead to effective, successful launches. Designing Software for People: Application Development in the Experience Age experience.projekt202.com — confidential —
  82. 82. Qualitative Quantitative Analytics A/B Testing Clickstream 404 Testing Surveys “Voice of Customer” NPS Experian Contextual Inquiries Personas Journey Maps Workflow Diagrams Affinity Diagramming Validation Testing Usability Testing
  83. 83. Qualitative Quantitative Analytics A/B Testing Clickstream 404 Testing Surveys “Voice of Customer” NPS Experian Contextual Inquiries Personas Journey Maps Workflow Diagrams Affinity Diagramming Validation Testing Usability Testing
  84. 84. — confidential — Mapping tasks and emotions to discover deep customer & user insights via observational methods Prioritizing those insights into experience enhancements and iterating throughout design Delivering the right technology solutions, fast — with a focus on improving your business
  85. 85. VISUALIZE AS MUCH AS POSSIBLE
  86. 86. we like post-it notes
  87. 87. we like to sketch
  88. 88. we like to sort
  89. 89. we like to visualize
  90. 90. hats!
  91. 91. we like to translate requirements into experiences 
 (and experiments!)
  92. 92. VALIDATE 
 YOUR IDEAS
  93. 93. “Developing a product without user research is essentially one expensive experiment which, according to aforementioned industry benchmarks, has a 90% chance of not paying off (at least without modifications post-launch).” “ — http://www.gallup.com/businessjournal/185345/quantitative-customer-experience-metrics-aren-enough.aspx?utm_source=twitterbutton&utm_medium=twitter&utm_campaign=sharing Calculating the ROI of Digital Prototyping Nis Frome
  94. 94. “I’m also hoping very much to see more validation of ideas. In other words, let’s stop just shipping features, crossing our fingers, and hoping they work. Let’s figure out how we can test whether we’re moving in the right direction before we commit six months and hundreds of thousands of dollars toward building something. “ — Calculating the ROI of Digital Prototyping Laura Klein http://blog.wootric.com/product-managers-stop-worrying-about-building-the-wrong-thing-on-schedule-a-qa-with-laura-klein/
  95. 95. “Remember that our higher order objective is to validate our ideas the fastest, cheapest way possible. Actually building and launching a product idea is generally the slowest, most expensive way to validate the idea.” “ — Dual-Track Agile Marty Cagan http://svpg.com/dual-track-scrum/
  96. 96. “…from $1 invested in UX, you save $10 in fixing issues during development, and $100 if the product has been already released.” “ 1:10:100 http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/
  97. 97. “… due to poor requirements definition” “…of projects scrapped, or end up being underwhelming” “…in developer time spent on avoidable rework” “$600 billion spent on digital projects — with billions wasted…” 30% UP TO 67% UP TO 50% UP TO [CNBC — Tech spending isn’t all it’s cracked up to be] [usability.gov — Benefits of UCD][IAG — Business Analysis Benchmark Report] — all avoidable!! —
  98. 98. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch
  99. 99. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch
  100. 100. “You’re not building to build, you’re building to answer. The prototype is thrown away after a sprint 99% of the time.” “ — Design Sprint Todd Lombardo http://www.mindtheproduct.com/author/ctodd-lombardo/
  101. 101. Usability Test Iterative Validation You have a solution already launched, and you’re looking for areas that could use improvements. Testing with actual users in a 1-1 setting with task based scenarios you’ll capture many of the key issues. A non-functional prototype is validated with limited work behind it - to make sure we’re heading in the right direction early in the process. And WAY before development starts to build. This is also done in a 1-1 setting, but changes are made on the fly.
  102. 102. https://material.uplabs.com/posts/top-3-of-2016
  103. 103. https://material.uplabs.com/posts/top-3-of-2016
  104. 104. — confidential — 01 View driver rating 02 Choose car 03 Logo on car 04 Driver info 05 Track driver’s arrival 06 Auto-location/911 07 Rate driver 08 Record driver 09 Stipulate store 10 Browse catalog 11 Type my order 12 Deliver ASAP 13 Scheduled delivery 14 Photo of Item 15/16 ID Badge/Uniform 17 Hand delivery 18 Confirm received 19 Courier 20 Errands -1.00 -.075 -0.50 -0.25 0 0.25 0.50 0.75 1.00 Stacked coefficients based on Kano rankings
  105. 105. My UX team doesn't do this things?!
  106. 106. This is a problem. Just because you hire someone, doesn’t mean they’re going to be good. You might have to push them in the right direction. If you’re a product owner a well placed… “don’t you think we should do some observations…” could prod the UX team to do a little research about what that would take to do some research, and hopefully get them excited about it.
  107. 107. PO
  108. 108. HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING YOUR CUSTOMERS SETTING KEY METRICS FOR THE TEAM TO WORK TOWARDS PROVIDE SUPPORT AND COVER-FIRE THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR PRODUCT OWNER
  109. 109. HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING YOUR CUSTOMERS
  110. 110. https://www.jeremyjohnsononline.com/
  111. 111. http://blogs.hbr.org/2014/04/design-can-drive-exceptional-returns-for-shareholders/
  112. 112. Additional revenue via better experience which drive more customers & sales. MORE REVENUE https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1 Savings via improved processes, systems, via digital transformation. REDUCED COSTS Get to market with the right product or service faster, and hit the mark the 1st time. TIME TO MARKET Identify new concepts and revenue streams that leverage your brand in new services or products. NEW CONCEPTS
  113. 113. Demonstrating Bill Pay INSIGHTS & IDEAS “Customers are really looking for X out of our brand…” “Can we validate the ways we can solve that problem?”
  114. 114. “We’ve found a great way to solve for X, and it validated really well!” “Great, let me help build a business case around this so we can prioritize it!”
  115. 115. “I know our CEO is really hot on Y, and X could fit right in!” “This would increase repeat usage, which would improve conversion!” “Can we tie this in to get more people to complete the on- boarding? We’re tracking to that metic this quarter” “I think this could reduce calls to the call center — which would save $XX and help us achieve our goals!”
  116. 116. SETTING KEY METRICS FOR THE TEAM TO WORK TOWARDS
  117. 117. “Make it better” “Solve this problem” “Add these features”
  118. 118. • Profitability… • Customer Service… • Retention… • Efficiency… • Growth… • Re-platform…
  119. 119. Problem Base Goal Current Status Increase On-boarding Completion 43% 60% Increase Conversion 3.8% 4.2% Decrease call-center support 25% 20% Product X 64% 3.6% 18%
  120. 120. Increase On-boarding Completion Remove steps Redesign Mobile Friendly Social Sign-on Text Service Improved Copywriting Accessibility Improvements Add free trial
  121. 121. oarding Completion Remove steps Mobile Friendly ce Improved Copywriting Add free trial
  122. 122. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch Are you validating your experiments before sending a full development team to build? If not, you’re missing out on half the value of modern product development.
  123. 123. PROVIDE SUPPORT AND COVER-FIRE
  124. 124. • Office politics • New shiny objects (NSO) • Unproductive requests • Keeping leaders informed • Promoting wins
  125. 125. Don’t take no. Try different avenues. Show how something could be improved. PUSH, AND PUSH SOME MORE Why is it like this? What happens if I break this rule? Have we changed? Is it time to rethink this? DON’T TAKE PROCESSES AT FACE VALUE Learn the art of being liked, but getting things done. Those are not always in conflict, but sometimes they are. SOMETIMES YOU HAVE TO BE A BIT OF AN ASS Prove yourself, then prove yourself again. Show with your own passion, lead. LEAD LEADING TO GET THINGS DONE.
  126. 126. 🍷
  127. 127. CREATE UNDERSTANDING VISUALIZE AS MUCH AS POSSIBLE VALIDATE 
 YOUR IDEAS HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING YOUR CUSTOMERS SETTING KEY METRICS FOR THE TEAM TO WORK TOWARDS PROVIDE SUPPORT AND COVER-FIRE
  128. 128. So that you can combine strengths to make something truly great!
  129. 129. Jeremy Johnson 
 
 VP of Customer Experience @projekt202 jeremyjohnsononline.com

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