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Lean UX

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An introduction to Lean UX, grounded in Lean Startup and Agile principles. A starting point for shifting today's organizations towards a safer sustainable approach to product design and development.

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Lean UX

  1. 1. Marco Calzolari / Agile Reloaded / 2015 (A PRIMER) Marco Calzolari 2-2015 LEAN USER EXPERIENCE
  2. 2. Marco Calzolari / Agile Reloaded / 2015 CONTENTS LEAN AGILE LEAN + UX LEAN UX YOU LEAN STARTUP Uncertainty
 Continuous Learning
 Validation Experiment
 MVP
 Pivot! AGILE DEVELOP. Software Projects
 Agile Manifesto
 Agile Principles PRINCIPLES Team
 Work
 Behaviour
 Environment SHIFT Your Organization PROCESS Tools
 Collaboration
 Experiments
  3. 3. Marco Calzolari / Agile Reloaded / 2015
  4. 4. Marco Calzolari / Agile Reloaded / 2015 LEAN UX MYTHS
  5. 5. Marco Calzolari / Agile Reloaded / 2015Marco Calzolari / Agile Reloaded / 2015 Regular UX ≠ Waterfall Process Lean UX ≠ Minimal UX Lean UX ≠ No Upfront Analysis Lean UX ≠ A Whole New Thing Lean UX ≠ Faster UX Process LEAN UX MYTHS
  6. 6. Marco Calzolari / Agile Reloaded / 2015 LEAN (STARTUP) CONCEPTS
  7. 7. Marco Calzolari / Agile Reloaded / 2015 Taiichi Ohno (⼤大野 耐) Marco Calzolari / Agile Reloaded / 2015 CRISIS COMPETITION MARKET MONEY
 
 PEOPLE
 CUSTOMERS
 VALUES
  8. 8. Marco Calzolari / Agile Reloaded / 2015 LEAN UX ROOTS
  9. 9. Marco Calzolari / Agile Reloaded / 2015 “ A human institution designed to create a new product or service under conditions of extreme uncertainty ” Eric Ries (Entrepreneur, Author) STARTUP
  10. 10. Marco Calzolari / Agile Reloaded / 2015 Uncertainty
  11. 11. Marco Calzolari / Agile Reloaded / 2015 * Jessica Hagy — How to Be Interesting: (In 10 Simple Steps), 2013
  12. 12. Marco Calzolari / Agile Reloaded / 2015 Learn, Iterate
  13. 13. Marco Calzolari / Agile Reloaded / 2015 DATA PRODUCT IDEAS BUILDLEARN MEASURE Learn, Iterate
  14. 14. Marco Calzolari / Agile Reloaded / 2015 BUILDLEARN MEASURE Learn, Iterate
  15. 15. Marco Calzolari / Agile Reloaded / 2015 DATA PRODUCT IDEAS Learn, Iterate
  16. 16. Marco Calzolari / Agile Reloaded / 2015 DATA PRODUCT IDEAS BUILDLEARN MEASURE Learn, Iterate
  17. 17. Marco Calzolari / Agile Reloaded / 2015 Hypothesis CAN WE BUILD THIS (PRODUCT)?
  18. 18. Marco Calzolari / Agile Reloaded / 2015 Hypothesis SHOULD CAN WE BUILD THIS (PRODUCT)?
  19. 19. Marco Calzolari / Agile Reloaded / 2015 (Design) Experiments Marco Calzolari / Agile Reloaded / 2015
  20. 20. Marco Calzolari / Agile Reloaded / 2015 Minimum Viable Product © Henrik Kniberg
 http://blog.crisp.se/2014/10/08/henrikkniberg/what-is-scrum
  21. 21. Marco Calzolari / Agile Reloaded / 2015 MINIMUM VIABLE Minimum Viable Product
  22. 22. Marco Calzolari / Agile Reloaded / 2015 Minimum Viable Product © Jussi Pasanen
 https://twitter.com/jopas/status/515301088660959233
  23. 23. Marco Calzolari / Agile Reloaded / 2015 PIVOT!
  24. 24. Marco Calzolari / Agile Reloaded / 2015 PIVOT! After working briefly at Twitter and Google, Systrom opted to launch his own project, Burbn, in 2009. The app was a check-in service similar to Foursquare, and let users leave messages for friends at different locations. Systrom and his co-founder Mike Krieger reportedly raised $500,000, led by Andreessen Horowitz, for the project, but it didn't take off like the founders had hoped. The following year, Systrom and Krieger applied some of the location and mobile sharing features to a photo app, which they called Instagram. That app attracted 25,000 users in its first day. Instagram was acquired by Facebook for $730 million last year and currently has more than 100 million users.
  25. 25. Marco Calzolari / Agile Reloaded / 2015 PIVOT! Odeo intended to provide users with a simple podcasting platform, but those plans were upended in 2005 when Apple launched its own podcasting solution through iTunes. As a result, the company's leadership encouraged employees to pitch other ideas for how to move forward. One employee, Jack Dorsey, pitched the idea for a microblogging service called Twitter. 
 The rest is history.
  26. 26. Marco Calzolari / Agile Reloaded / 2015 PIVOT! Andrew Mason launched The Point at the end of 2006 with the goal of building a more effective online fundraising tool for good causes, which relied on a crowfunding model similar to Kickstarter and Indiegogo — before either of these sites launched. After about a year, however, Mason says he came under pressure from Lefkofsky to "figure out how The Point was going to make money”. They talked about the possibility of driving revenue through ads or taking a cut of the funds raised on the site, but then settled on a third solution: collective buying. Campaigns would only go through on The Point if enough people signed up in advance to hit a tipping point. Mason and his team decided to apply this model to purchases by letting merchants advertise goods or services at a discount that would only go live if enough people signed up in advance. 
 About a year later, Groupon was born.
  27. 27. Marco Calzolari / Agile Reloaded / 2015 PIVOT! Dennis Crowley co-founded Dodgeball, a location-based social app, in 2000 as a New York University student. Five years later, Dodgeball was acquired by Google. That sounds like a dream, but for Crowley it turned into a nightmare. As Crowley admitted in one interview much later, he and his co-founder Alex Rainert thought Google was acquiring Dodgeball for the product, but in reality, Google just wanted the talent. Perhaps as a result, Crowley and Rainert struggled to get the necessary resources from Google to develop the project and quit Google out of frustration in 2007. But Crowley didn't pivot away from his original idea. Rather, he decided to expand on it with a new, independent company and a new name: Foursquare. Whereas Dodgeball had been built around texting, Foursquare took the concept of a location-based social network and focused it around the potential of the smartphone experience.
  28. 28. Marco Calzolari / Agile Reloaded / 2015 PIVOT! http://mashable.com/2013/06/17/startup-pivots/ http://thenextweb.com/insider/2011/09/13/10-great-tech-company-pivots/ http://www.fastcompany.com/3001984/pinterest-pivot http://www.businessinsider.com/how-twitter-was-founded-2011-4 http://www.forbes.com/sites/jasonnazar/2013/10/08/14-famous-business-pivots/
  29. 29. Marco Calzolari / Agile Reloaded / 2015 AGILE DEVELOPMENT
  30. 30. Marco Calzolari / Agile Reloaded / 2015 WATERFALL 1. Requirements. 
 2. Design. 
 3. Development.
 4. Integration. 
 5. Testing.
 6. Deployment. Winston Royce — “Managing the Development of Large Software Systems ”, 1970 AGILE
  31. 31. Marco Calzolari / Agile Reloaded / 2015 We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. * Agile Manifesto Copyright© 2001: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas This declaration may be freely copied in any form, but only in its entirety through this notice. Manifesto for Agile Software Development
  32. 32. Marco Calzolari / Agile Reloaded / 2015 Value-Driven Design TIME COST SCOPE VALUE DRIVEN « FIXED » « VARIABLE » TIME COST SCOPE PLAN DRIVEN
  33. 33. Marco Calzolari / Agile Reloaded / 2015 LEAN UX PRINCIPLES
  34. 34. Marco Calzolari / Agile Reloaded / 2015 LEAN UX
 Principles CROSS-FUNCTIONAL TEAMS SMALL, DEDICATED, COLOCATED OUTCOMES vs OUTPUT PROBLEM FOCUSED TEAMS REMOVE WASTE SMALL BATCH SIZE COUNTINUOUS DISCOVERY GOOB! SHARED UNDERSTANDING EXTERNALISE WORK MAKING OVER ANALYSIS PERMISSION TO FAIL GET OUT OF THE DELIVERABLE BUSINESS
  35. 35. Marco Calzolari / Agile Reloaded / 2015 LEAN UX PROCESS
  36. 36. Marco Calzolari / Agile Reloaded / 2015 VISION,
 FRAMING,
 OUTCOMES The Hypothesis Statement Vision Information Architecture 
 Assumptions, Hypotheses Personas Features, Outcomes
  37. 37. Marco Calzolari / Agile Reloaded / 2015 COLLABORATIVE DESIGN A Team’s Ownership Model Design Studio Style Guides Visibile Prototypes Card Sorting Affinity Diagrams
  38. 38. Marco Calzolari / Agile Reloaded / 2015 MPVs,
 EXPERIMENTS Validating the Hypothesis Prototyping Paper Wireframe Coded prototype Demos Non-Prototype MVPs Email AdWords Landing
 Button
  39. 39. Marco Calzolari / Agile Reloaded / 2015 ORGANIZATIONAL SHIFTS
  40. 40. Marco Calzolari / Agile Reloaded / 2015 Organizational
 Shifts OUTCOMES ROLES SKILLS CROSS FUNCTIONAL TEAMS WORKSPACE NO MORE HEROES NO BDUF SPEED FIRST VALUE PROBLEM SOLVING UX DEBT MANAGEMENT DON’T SELL DELIVERABLES LEARN, ITERATE :)
  41. 41. Marco Calzolari / Agile Reloaded / 2015 R.O.T.I. Return Of Time Invested 0 Lost Principle: No Benefit for Time Invested 1 a little better than 0 2 Break-Even: Benefit Equal to Time Invested 3 a little less than 4 4 High Return: Benefit Greater than Time Invested
  42. 42. Marco Calzolari / Agile Reloaded / 2015 THANK YOU VERY MUCH @marcocalzolari linkedin.com/in/marcocalzolari

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