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Introduction to Lean UX
This document provides an overview of Lean UX and Lean Startup principles and processes. It discusses concepts like minimizing waste, formulating hypotheses rather than requirements, iterative design and testing, and focusing on learning from customers. Key aspects covered include collaborative ideation, generating options rather than single solutions, designing minimum viable products to test learning quickly, and using metrics focused on actionable insights rather than vanity metrics. The overall goal is to provide a process for customer development and learning through iterative design, testing, and incorporating customer feedback.
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Introduction to Lean UX
- 2. "All men dream:but not equally. Those that dream by night in the dusty recesses of their minds wake in the day to find that it was in vanity: but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it possible." - T.E. Lawrence, "Lawrence of Arabia"
- 3. THOMAS WENDT UX Strategist SurroundingSignifiers thomas@srsg.co @thomas_wendt WILL EVANS Managing Director The Library Corporation will@tlclabs.co @semanticwill WHO ARE WE? #NYInnovates
- 6. The problem withmany startups is that you spend months or years doing research, writing requirements, designing and building software… and discover no customer or user cares.
- 8. It Started Witha Question If startups fail from a lack of customers not product development failure… Then why do we have: • A process for product development? • No process for customer development?
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- 10. *By Lean UX mostpeople really mean “UX in the context of the Lean Startup Method” Term coined by Janice Fraser, Founder of LUXR
- 11. “Waste is anyhuman activity which absorbs resources, but creates no value.” - James P Womak and Daniel T. Jones, Lean Thinking
- 12. Over the past35 years, design & development, much like Waterfall*, accumulated a lot of wasteful, time- consuming, CYA practices that delivered no discernable value to the business or to customers. Waterfall is a pejorative term used by Agilistas to describe traditional SDLC
- 16. WHAT IS LEANSTARTUP? A post-positivist apologetics of a “movement”.
- 18. “A Startup isa human institution designed to deliver a product or service under conditions of extreme uncertainty” – Eric Ries
- 19. If you can'tdescribe what you are doing as a process, you don't know what you're doing. - W. Edwards Deming
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- 25. Your team shouldmaximize for: LEARNING FOCUS While Minimizing: CYCLE TIME
- 27. SOME BASIC TENETS Uncoveryour customers’ pain points through research Invalidate your assumptions Generate many problem options Frame problem options as hypotheses Embrace multi-solutions experiments Learning isn’t failure Amplify what works
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- 32. GOOB (GET OUTOF THE BUILDING) Hypotheses, Not Requirements Focus on Learning Use Iterative Design & Testing Small Batches = Less Risk Practice “Respect for People” Perform Root Cause Analysis – 5 Whys Core Lean Startup Concepts
- 33. 1. Most teamsdon't start with a customer hypothesis; they work backwards from a solution hypothesis. 2. Because teams start with a solution hypothesis, it's almost impossible for them to generate multiple hypotheses for testing. 3. GOOB, when done poorly, is particularly prone to confirmation bias 4. Formulating hypotheses & stating assumptions is hard. 5. Designing reliable experiments is a skill that takes time to learn 6. People new to customer research are really bad! 7. When a customer interview is guided, it almost never provides opportunity for serendipitous insights to emerge. Deconstructing Lean Startup
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- 35. PRINCIPLES OF LEANUX • Balanced team Design + PM + Development = One team • Externalize thought process • Flow: Think > Make > Check • Research to understand Problem Space • No proxies between customers and team • Collaborative Sense-making • Generative Ideation: It’s about optionality • Formulate many small tests & measure outcome
- 41. SENSEMAKING HOW DO WEMAKE SENSE OF THE WORLD SO THAT WE CAN ACT?
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- 44. The place ofyour multiple affiliations or belongings.
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- 51. TECHNICALLY THIS ISCALLED A CHARRETTE*. CREATE PITCH CRITIQUE
- 52. MINIMUM VIABLE PRODUCT AMOST MISUNDERSTOOD TERM
- 53. WHAT IS ANMVP? “The minimum amount of effort you have to do to complete exactly one turn of the Build-Measure- Learn feedback loop.”
- 55. Your team shouldmaximize for: LEARNING FOCUS While Minimizing: CYCLE TIME
- 58. 4 KINDS OFMVP Exploration An interaction with the customer that focuses on investigation his or her problems to understand past behavior and see if it is top of mind Pitch An interaction with the customer that attempt to sell the product to a customer in exchange for some form of currency: time, money, or work. Concierge Delivering the product as a service to the customer to see if the delivery matches the customer’s expectations. Prototype A small, testable model whose sole purpose is to get feedback from a customer.
- 59. A danger withiterating through prototypes during the solution interview stage is that it is quite easy to get carried away and end up with more than you need for you MVP. In order to reduce waste and speed up learning, you need to pare down your prototypes so that all you have left is the essence of your product: The MVP.
- 60. Reducing the scopeof your MVP not only shortens your development cycle, but also removes unnecessary distractions that dilute your products messaging.
- 61. Your MVP shouldbe like a great reduction sauce – concentrated, intense, and flavorful.
- 62. STEPS TO MVP 1. Start with your customer 2. Start with the Number One Problem 3. Eliminate nice-to-haves & don’t-needs 4. Repeat Step 3 for your Number Two & Number 3 Problems 5. Consider other customer requests – prioritize them as well 6. Charge from day one (if you can) 7. Focus on learning, not optimization or scaling
- 64. MINIMUM SUCCESS CRITERIA • Show to X number of people? • What is the conversion rate? • What % of people will validate? • What is the minimum “signal” for you to continue with this? • Who will give you currency?
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- 70. In a project,the purpose of analytics is to find your way to the right solution before your money runs out.
- 72. WHAT MAKES AGOOD METRIC? A good metric is comparative Being able to compare a metric to other time periods, groups of users, or competitors helps you understand how things are moving A good metric is understandable If teams can’t remember and discuss your most important business KPIs, its much harder to use data for for collaborative decision making A good metric is a ratio or a rate • Ratios are easier to act upon • Ratios are inherently comparative • Ratios are good for uncovering interesting tensions between apparently opposed forces
- 74. VANITY VS ACTIONABLEMETRICS Vanity metrics might make you feel all awesome and shit, but they don’t change how you act. Actionable metrics change your behavior by helping you choose a course of action.
- 76. Counting followers andfriends is nothing more than a popularity contest. It’s useless. It doesn’t tell your team what action to take next.
- 78. EIGHT VANITY METRICSTO AVOID • Number of page views • Number of unique visitors • Number of followers • Number of likes • Number of comments • Time on site • Emails collected • Number of downloads
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- 82. PRINCIPLES OF LEANUX • Balanced team Design + PM + Development = One team • Externalize thought process • Flow: Think > Make > Check • Research to understand Problem Space • No proxies between customers and team • Collaborative Sense-making • Generative Ideation: It’s about optionality • Formulate many small tests & measure outcome
- 83. Your startup shouldmaximize for: LEARNING FOCUS while minimizing: CYCLE TIME
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