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Top 3 Ways to use your UX Team for Product Owners

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You have a UX team, now what? Jeremy goes over the top 3 ways you, as a product owner should be using your UX team, along with insights into the User Experience process.

This talk was given at the North Dallas Agile Meetup on 4/12/17

Published in: Software
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Top 3 Ways to use your UX Team for Product Owners

  1. 1. TOP 3 WAYS TO USE YOUR UX TEAM PRODUCT MANAGEMENT + USER EXPERIENCE = HAPPY CUSTOMERS
  2. 2. Jeremy Johnson VP of Customer Experience .com
  3. 3. 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 DRIVING RESULTS EXPERIENCE DRIVEN & We’re working with some of the biggest and best organizations in the world, helping transform their experience and technology: — confidential — Mercedes-Benz Financial Services, Capital One, Samsung Electronics, The Container Store, Neiman Marcus and many more ...
  4. 4. • DIGITAL TRANSFORMATION • MOBILE SOLUTIONS • FLIGHT OPERATION CENTERS • CALL CENTER IMPROVEMENTS • RIDE SHARING OPERATIONS • INTERNET OF THINGS • E-COMMERCE • MOBILE RESPONSIVE WEB • RETAIL POINT-OF-SALE • AUTOMOTIVE UI • ANALYTICS DASHBOARDS • CRM SOLUTIONS • ERP SYSTEMS PROJECTS: INDUSTRIES: • AUTOMOTIVE • BANKING • CONSUMER • EDUCATION • ELECTRONICS • ENGINEERING • ENERGY • OIL AND GAS • FASHION • FINANCIAL (FINTECH) • FOOD AND BEVERAGE • GOVERNMENT • HEALTHCARE • INSURANCE • MANUFACTURING • REAL ESTATE • RETAIL • TECHNOLOGY • TELECOMMUNICATIONS • TRANSPORTATION
  5. 5. 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.
 Customer Centric Software Development Understanding the problem is harder and takes longer than designing a solution.” “ Product Director at Luke Wroblewski—
  6. 6. — confidential —
  7. 7. Marty Cagan
  8. 8. @jeremyjohnson slideshare.com/jeremy jeremyjohnsononline.com
  9. 9. Software development has changed.
  10. 10. And not just from waterfall to Agile…
  11. 11. “ “Agile doesn’t have a brain” Bill Scott VP Engineering PayPal — http://www.jeffgothelf.com/blog/agile-doesnt-have-a-brain/
  12. 12. “89%of companies believes that customer experience will be their primary basis for competition by 2016, versus 36% four years ago.”
  13. 13. https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1 Additional revenue via better experience which drive more customers & sales. MORE REVENUE 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. INNOVATION DESIGN ADDS BUSINESS VALUE…
  14. 14. When you’re able to build deep insights about your customers you can use design methods to prioritize experience enhancements across products. THE RIGHT BACKLOG, PRIORITIZED Technology is a key component to your overall CX. Your brand is your app, your site, your call center. Building engaging, smart platforms to support your customers is the fastest way to improve CX in today’s world. IMPROVES OVERALL CX Companies are looking for iterative improvements that have big impact. Understanding customer needs across touchpoints sets the stage to add these big improvements. CONSISTENT INNOVATION PIPELINE Improving your business metrics mean adding additional value for your customers. Design toolsets can help understand user needs and emotions to help unlock and validate this value. VALIDATED VALUE FOR CX & EX AND SOLVES MANY COMMON CHALLENGES…
  15. 15. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch
  16. 16. ““Understanding the what and why around your customer’s behavior is one of the top things you need to do well to be successful.”
  17. 17. 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
  18. 18. 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
  19. 19. 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
  20. 20. We’re not trying to take your job…
  21. 21. product? UX?
  22. 22. product? UX?
  23. 23. product? UX?
  24. 24. team sport
  25. 25. “…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/ “
  26. 26. DEV UX PM
  27. 27. HOW MANY PEOPLE HAVE A UX TEAM? #1
  28. 28. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR GAME?
  29. 29. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR GAME? 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
  30. 30. CREATE UNDERSTANDING VISUALIZE AS MUCH AS POSSIBLE VALIDATE 
 YOUR IDEAS THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR UX TEAM
  31. 31. CREATE UNDERSTANDING
  32. 32. 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
  33. 33. “…learning everything about the customers becomes the most important focus of creating the product strategy. When companies talk about features, they are saying, “Look at us. Look at what we can do.” When companies talk about the problems of the customers, they are saying, “Look at what you’re dealing with. Look at how we want to help.”” “ - Bruce McCarthy
  34. 34. “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
  35. 35. “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/
  36. 36. “You know, we have all the data in the world. We know what our users are doing and have analytics to track and measure it, but we don’t know why they do it. We don’t have any frameworks for understanding behavior outside of what we speculate about inside the building.” “ —
  37. 37. “Investing in user research is just about the only way to consistently generate a rich stream of data about customer needs and behaviors… it informs product managers, engineers, and just about everyone else. It forms the foundation of intuitive designs, indispensable products, and successful companies.” “ —
  38. 38. “The problem is, no customer experience technology platform, by itself, can provide deep insights into why customers do what they do. These systems can track an infinite number of transactions, but they can't identify the key actions the company must take to gain more fully engaged customers.” “ — http://www.gallup.com/businessjournal/185345/quantitative-customer-experience-metrics-aren-enough.aspx?utm_source=twitterbutton&utm_medium=twitter&utm_campaign=sharing Quantitative Customer Experience Metrics Aren't Enough
  39. 39. “Understanding the problem is harder and takes longer than designing a solution.” “ Product Director at Luke Wroblewski
  40. 40. What does “understanding” look like?
  41. 41. Mapping Journey Demonstrating Bill Pay
  42. 42. Lots of data.
  43. 43. journey maps We identify every step in your customer or user journey.
  44. 44. personas Through observations we develop a deep understanding of 
 your users and customers.
  45. 45. product opportunities Visualizing insights and opportunities highlighted from customer journeys.
  46. 46. co-creation Working with your users to explore and refine solutions for improved products and services.
  47. 47. 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 —
  48. 48. 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
  49. 49. 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
  50. 50. “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
  51. 51. Customer experience (Cx) professionals know that the right 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 Cx pros 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
  52. 52. — confidential —
  53. 53. — 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
  54. 54. VISUALIZE AS MUCH AS POSSIBLE
  55. 55. we like post-it notes
  56. 56. we like to sketch
  57. 57. we like to sort
  58. 58. we like to visualize
  59. 59. hats!
  60. 60. we like to translate requirements into experiences
  61. 61. VALIDATE 
 YOUR IDEAS
  62. 62. “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
  63. 63. “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/
  64. 64. “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/
  65. 65. “…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/
  66. 66. “… 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!! —
  67. 67. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch
  68. 68. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT Ideas & Insights (AKA Hypothesis) Validated Design Experiments Validated Development ExperimentsLaunch
  69. 69. “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/
  70. 70. 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.
  71. 71. https://material.uplabs.com/posts/top-3-of-2016
  72. 72. https://material.uplabs.com/posts/top-3-of-2016
  73. 73. — 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
  74. 74. 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
  75. 75. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR GAME? 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
  76. 76. 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
  77. 77. DO THEY LOOK THE PART?
  78. 78. DO THEY HAVE A PORTFOLIO?
  79. 79. * Check their work…
  80. 80. http://blog.invisionapp.com/product-managers-visual-designers/
  81. 81. HAVE THEY WORKED FOR BIG COMPANIES?
  82. 82. ARE THEY PASSIONATE? CAN THEY ARTICULATE? CAN THEY LEAD, DIRECT, COLLABORATE? DO THEY UNDERSTAND THE PURPOSE OF DESIGN?
  83. 83. VALIDATE 
 YOUR IDEAS VISUALIZE AS MUCH AS POSSIBLE CREATE UNDERSTANDING
  84. 84. BUILD BETTER PRODUCTS: 
 A MODERN APPROACH TO BUILDING SUCCESSFUL USER- CENTERED PRODUCTS PRODUCT LEADERSHIP: 
 HOW TOP PRODUCT MANAGERS LAUNCH AWESOME PRODUCTS AND BUILD SUCCESSFUL TEAMS
  85. 85. Jeremy Johnson VP of Customer Experience www.jeremyjohnsononline.com THANKS!
  86. 86. 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

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