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lean ux anti-patterns
@billwscott on twitter
bill scott. sr. dir. user interface engineering @paypal
webvisions talk. may 23, 2013. portland.
behaviors & situations that can stifle lean teams
what is lean ux?
background & principles
lean startup
founded on build/measure/
learn
get out of the building (GOOB)
invalidate your risky
assumptions
go for the minimal viable
product (MVP)
fail fast, learn fast
get to the pivot
lean ux
designing products for build/
measure/learn (lean startup)
requires 3 rules to be followed at
all times
get to & maintain a shared
understanding
form deep collaboration
across disciplines
keep continuous customer
feedback flowing
principles of lean ux
shared
understanding
the more understanding the
less documentation
but this doesn’t mean ZERO
documentation
you need whatever is
required to gain and
maintain a shared
understanding
1
deep
collaboration
strong belief that ideas come
from many different voices
trust is essential
all efforts never stray far from
collaborative efforts
2
continuous
customer
feedback
this is the lifeblood of the
team
gets rid of politics
turns a team outside-in
3
lean ux and paypal
my journey in championing lean ux @ paypal
a good pattern
continuous customer
feedback (get out of the
building - GOOB)
customer metrics drive
everything
think it. build it. ship it. tweak it
fail fast. learn fast.
lots of experimentation...
build/measure/learn
four
different PS3
experiences
launched
on same day
launching the ps3
experience
16 different test cells
2 different tech blogs were
simultaneously reviewing different
experiences
focus was on build/measure/learn
paypal vs netflix
paypal circa 2011
roll your own.
disconnected delivery
experience. culture of
long shelf life. inward
focus. risk averse.
new dna @paypal
january 2012
fleshed out ui layer that could
support rapid experimentation
march 2012
david Marcus becomes president
of PayPal
april 2012
kick off of lean project
hermes project
whiteboard
to code
code to usability
product/design/engineering teams usability/
customers
lean ux in action
before leanux
after leanux
more transformations
the anti-patterns
problems & situations i have seen stifle lean teams
genius
designer
all design emanates from an
huber designer. team doesn’t
collaboratively participate in
design/ideation.
solution: Keep the inspiration
of genius designer but bring in
others to brainstorm. focus on
MVP (minimal viable product) to
test with customers
immediately. critical to build
team success early.
tribal group
when a team is very small
members are forced to work
across disciplines. As soon as
team gets bigger, tribes reform
around skills. collaboration
stops.
solution: keep team
reasonably small. leaders in
each discipline must form a
tribe that works across
disciplines. keep collaboration
high.
stranger
lean teams will form shared
understanding. however, when
new “stranger” joins we
assume this hard earned
understanding will just happen.
solution: the team must
immediately stop and initiate
the newcomer. be patient,
answer questions, reset
vocabulary and enjoy the new
voice in the team. get back to
regular cadence.
bad habits
teams will often make a good
start by trying out new
behaviors and seemingly leave
old behaviors behind. beware!
old habits will creep back in.
solution: you must do it long
enough and be successful
long enough to ensure team
members internalize the new
habits. build in checks and
balances that enforce new
habits.
naysayer
with collaboration so important
it is key to believe in the
process to create great
products. a single naysayer
can bring the team down in an
instant.
solution: the naysayer must
either learn new techniques or
leave the team. often they have
valid concerns. channel that
energy convergence time not
divergence thinking.
visitor
input from outside the team is
essential. however, watch out.
people cycling in & out of the
team can cause the same
disruption that the stranger
anti-pattern causes. also
known as swoop and poop.
solution: customer trumps
visitor. take input. test early and
often with customers. that is
the only “visitor” that ultimately
matters.
magic tool
design & prototyping tools can
accelerate ideation and design.
however, be careful, tools that
empower prototyping can
enable designers to work in
isolation.
solution: use tools as means
to collaborate. never revert to
“delivery” model of design.
sketching is a real key to
encourage collaboration. also
“design in the wild” approach.
going dark
when a developer, product
manager, or designer goes
dark for more than a day (or
two) the team is losing valuable
collaboration.
solution: working in isolation
is necessary from time to time.
however, limit to short periods
of time. make work
continuously visible. balance
individual productivity with
group creativity
change of
cadence
change of cadence is actually
a good and normal happening.
however, whenever the rhythm
changes it can bring
productivity down.
solution: prepare the team
for the change and quickly get
focus and re-establish with
new cadence.
too many
cooks
the work needs to be divided
up among different types of
cooks (Chef de cuisine, Sous-
chef, Chef de partie)
solution: have clear decision
makers in each discipline and
have specific roles (you can
also rotate these functions).
not enough
pizza
when a team suddenly scales
up in size the team is in danger
of losing cadence, shared
understanding and focus
solution: keep teams to 2-
pizza size. clear lines of
responsibilities and laser focus
for the team must be
maintained.
tower of
babel
shared understanding is key to
lean ux. however, it is easy to
assume too quickly that team
members are speaking the
same language
solution: always ask, “what
do you mean by x?”. always
ensure other disciplines
understand your jargon. spend
time with customers together.
you got mail
teams can revert to email over
collaboration. also, geo-
graphically distributed teams
can fall into delivery by email vs
collaboration.
solution. utilize high
bandwidth communication
(face to face, hangouts,
telepresence, magic
whiteboards, etc.) balance:
asynchronous communication
is good.
inmates running
the asylum
this is from Alan Cooper’s
classic book of the same title.
when engineers drive design
the inmates are running the
asylum.
solution. front end engineers
must partner with product/
design and get out ahead of
backend engineers (lean ux).
experience debt is equally
important to technical debt.
perfectionist
not embracing the challenge of
the unknown, the perfectionist
will not share their work till it is
perfect. easy for designers to
fall into this trap.
solution: engineers must not
judge rough designs, instead
use as springboard for
discussion. designers must
realize iterative will yield better
designs. sketching can break
this mindset. make it easy to
release experiences.
weakest link
team members who aren’t up
to the challenge of close
proximity & transparency can
cause a team to stumble.
solution: talent acquisition
must match this style of
product delivery. must have
freedom to replace talent. soft-
skills are highly valued.
the wall
walls between teams can
happen when
• we allow tribes to form
• we see the other teams as
separate delivery factories
• geo-distributed teams
• focus on documentation
solution: always work in small
teams, collaborating not
delivering and build shared
understanding. challenge every
hand-off point.
tangled up
technology
unless the technology stack is built
to have a clear separation from
experience & services the lean
team cannot make rapid progress.
watch out when dev teams care
too much about the specific
version of the UI.
solution: key patterns include
building services, APIs and CLIs.
Keep the services & UI separate.
enable rapid experimentation.
shared
understanding
the more understanding the
less documentation
but this doesn’t mean ZERO
documentation
you need whatever is
required to gain and
maintain a shared
understanding
1
deep
collaboration
strong belief that ideas come
from many different voices
trust is essential
all efforts never stray far from
collaborative efforts
2
continuous
customer
feedback
this is the lifeblood of the
team
gets rid of politics
turns a team outside-in
3
blogs
http://looksgoodworkswell.com
http://designingwebinterfaces.com
twitter
follow me on twitter @billwscott
book
picture credits
http://www.flickr.com/photos/wuschl2202/531914709/sizes/o/in/photostream/
http://www.flickr.com/photos/a_ninjamonkey/3565672226/sizes/z/in/photostream/
http://www.flickr.com/photos/funky64/4367871917/sizes/z/in/photostream/
http://www.flickr.com/photos/emdot/9938521/sizes/o/in/photostream/
http://www.flickr.com/photos/gregory_bastien/2565132371/sizes/z/in/photostream/
http://www.flickr.com/photos/trvr3307/3703648270/sizes/z/in/photostream/
http://www.flickr.com/photos/legofenris/5426012042/sizes/l/in/photostream/
http://www.flickr.com/photos/cleaneugene/6866436746/sizes/c/in/photostream/
http://www.flickr.com/photos/66309414@N04/6172219058/sizes/l/in/photostream/
http://www.flickr.com/photos/nicmcphee/2954167050/sizes/l/in/photostream/
http://www.flickr.com/photos/pasukaru76/6151366656/sizes/l/in/photostream/
http://www.flickr.com/photos/brianmitchell/2113553867/sizes/o/in/photostream/
http://www.flickr.com/photos/ciscel/422253425/sizes/z/in/photostream/
http://www.flickr.com/photos/zebble/6817861/sizes/l/in/photostream/
http://www.flickr.com/photos/nicasaurusrex/3069602246/sizes/l/in/photostream/
http://www.flickr.com/photos/nathangibbs/98592171/sizes/z/in/photostream/Wednesday
http://www.flickr.com/photos/9619972@N08/1350940605/
http://www.flickr.com/photos/alanenglish/483251259/
http://www.flickr.com/photos/amorton/630827946/
http://www.flickr.com/photos/hongiiv/4151964823/
http://www.flickr.com/photos/37217398@N02/3442676067/
designing web interfaces
O’Reilly

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Anti-Patterns that Stifle Lean UX Teams

  • 1. lean ux anti-patterns @billwscott on twitter bill scott. sr. dir. user interface engineering @paypal webvisions talk. may 23, 2013. portland. behaviors & situations that can stifle lean teams
  • 2. what is lean ux? background & principles
  • 3. lean startup founded on build/measure/ learn get out of the building (GOOB) invalidate your risky assumptions go for the minimal viable product (MVP) fail fast, learn fast get to the pivot
  • 4. lean ux designing products for build/ measure/learn (lean startup) requires 3 rules to be followed at all times get to & maintain a shared understanding form deep collaboration across disciplines keep continuous customer feedback flowing
  • 6. shared understanding the more understanding the less documentation but this doesn’t mean ZERO documentation you need whatever is required to gain and maintain a shared understanding 1
  • 7. deep collaboration strong belief that ideas come from many different voices trust is essential all efforts never stray far from collaborative efforts 2
  • 8. continuous customer feedback this is the lifeblood of the team gets rid of politics turns a team outside-in 3
  • 9. lean ux and paypal my journey in championing lean ux @ paypal
  • 10. a good pattern continuous customer feedback (get out of the building - GOOB) customer metrics drive everything think it. build it. ship it. tweak it fail fast. learn fast. lots of experimentation... build/measure/learn
  • 11. four different PS3 experiences launched on same day launching the ps3 experience 16 different test cells 2 different tech blogs were simultaneously reviewing different experiences focus was on build/measure/learn
  • 13. paypal circa 2011 roll your own. disconnected delivery experience. culture of long shelf life. inward focus. risk averse.
  • 14. new dna @paypal january 2012 fleshed out ui layer that could support rapid experimentation march 2012 david Marcus becomes president of PayPal april 2012 kick off of lean project
  • 15. hermes project whiteboard to code code to usability product/design/engineering teams usability/ customers lean ux in action
  • 19. the anti-patterns problems & situations i have seen stifle lean teams
  • 20. genius designer all design emanates from an huber designer. team doesn’t collaboratively participate in design/ideation. solution: Keep the inspiration of genius designer but bring in others to brainstorm. focus on MVP (minimal viable product) to test with customers immediately. critical to build team success early.
  • 21. tribal group when a team is very small members are forced to work across disciplines. As soon as team gets bigger, tribes reform around skills. collaboration stops. solution: keep team reasonably small. leaders in each discipline must form a tribe that works across disciplines. keep collaboration high.
  • 22. stranger lean teams will form shared understanding. however, when new “stranger” joins we assume this hard earned understanding will just happen. solution: the team must immediately stop and initiate the newcomer. be patient, answer questions, reset vocabulary and enjoy the new voice in the team. get back to regular cadence.
  • 23. bad habits teams will often make a good start by trying out new behaviors and seemingly leave old behaviors behind. beware! old habits will creep back in. solution: you must do it long enough and be successful long enough to ensure team members internalize the new habits. build in checks and balances that enforce new habits.
  • 24. naysayer with collaboration so important it is key to believe in the process to create great products. a single naysayer can bring the team down in an instant. solution: the naysayer must either learn new techniques or leave the team. often they have valid concerns. channel that energy convergence time not divergence thinking.
  • 25. visitor input from outside the team is essential. however, watch out. people cycling in & out of the team can cause the same disruption that the stranger anti-pattern causes. also known as swoop and poop. solution: customer trumps visitor. take input. test early and often with customers. that is the only “visitor” that ultimately matters.
  • 26. magic tool design & prototyping tools can accelerate ideation and design. however, be careful, tools that empower prototyping can enable designers to work in isolation. solution: use tools as means to collaborate. never revert to “delivery” model of design. sketching is a real key to encourage collaboration. also “design in the wild” approach.
  • 27. going dark when a developer, product manager, or designer goes dark for more than a day (or two) the team is losing valuable collaboration. solution: working in isolation is necessary from time to time. however, limit to short periods of time. make work continuously visible. balance individual productivity with group creativity
  • 28. change of cadence change of cadence is actually a good and normal happening. however, whenever the rhythm changes it can bring productivity down. solution: prepare the team for the change and quickly get focus and re-establish with new cadence.
  • 29. too many cooks the work needs to be divided up among different types of cooks (Chef de cuisine, Sous- chef, Chef de partie) solution: have clear decision makers in each discipline and have specific roles (you can also rotate these functions).
  • 30. not enough pizza when a team suddenly scales up in size the team is in danger of losing cadence, shared understanding and focus solution: keep teams to 2- pizza size. clear lines of responsibilities and laser focus for the team must be maintained.
  • 31. tower of babel shared understanding is key to lean ux. however, it is easy to assume too quickly that team members are speaking the same language solution: always ask, “what do you mean by x?”. always ensure other disciplines understand your jargon. spend time with customers together.
  • 32. you got mail teams can revert to email over collaboration. also, geo- graphically distributed teams can fall into delivery by email vs collaboration. solution. utilize high bandwidth communication (face to face, hangouts, telepresence, magic whiteboards, etc.) balance: asynchronous communication is good.
  • 33. inmates running the asylum this is from Alan Cooper’s classic book of the same title. when engineers drive design the inmates are running the asylum. solution. front end engineers must partner with product/ design and get out ahead of backend engineers (lean ux). experience debt is equally important to technical debt.
  • 34. perfectionist not embracing the challenge of the unknown, the perfectionist will not share their work till it is perfect. easy for designers to fall into this trap. solution: engineers must not judge rough designs, instead use as springboard for discussion. designers must realize iterative will yield better designs. sketching can break this mindset. make it easy to release experiences.
  • 35. weakest link team members who aren’t up to the challenge of close proximity & transparency can cause a team to stumble. solution: talent acquisition must match this style of product delivery. must have freedom to replace talent. soft- skills are highly valued.
  • 36. the wall walls between teams can happen when • we allow tribes to form • we see the other teams as separate delivery factories • geo-distributed teams • focus on documentation solution: always work in small teams, collaborating not delivering and build shared understanding. challenge every hand-off point.
  • 37. tangled up technology unless the technology stack is built to have a clear separation from experience & services the lean team cannot make rapid progress. watch out when dev teams care too much about the specific version of the UI. solution: key patterns include building services, APIs and CLIs. Keep the services & UI separate. enable rapid experimentation.
  • 38. shared understanding the more understanding the less documentation but this doesn’t mean ZERO documentation you need whatever is required to gain and maintain a shared understanding 1
  • 39. deep collaboration strong belief that ideas come from many different voices trust is essential all efforts never stray far from collaborative efforts 2
  • 40. continuous customer feedback this is the lifeblood of the team gets rid of politics turns a team outside-in 3
  • 41. blogs http://looksgoodworkswell.com http://designingwebinterfaces.com twitter follow me on twitter @billwscott book picture credits http://www.flickr.com/photos/wuschl2202/531914709/sizes/o/in/photostream/ http://www.flickr.com/photos/a_ninjamonkey/3565672226/sizes/z/in/photostream/ http://www.flickr.com/photos/funky64/4367871917/sizes/z/in/photostream/ http://www.flickr.com/photos/emdot/9938521/sizes/o/in/photostream/ http://www.flickr.com/photos/gregory_bastien/2565132371/sizes/z/in/photostream/ http://www.flickr.com/photos/trvr3307/3703648270/sizes/z/in/photostream/ http://www.flickr.com/photos/legofenris/5426012042/sizes/l/in/photostream/ http://www.flickr.com/photos/cleaneugene/6866436746/sizes/c/in/photostream/ http://www.flickr.com/photos/66309414@N04/6172219058/sizes/l/in/photostream/ http://www.flickr.com/photos/nicmcphee/2954167050/sizes/l/in/photostream/ http://www.flickr.com/photos/pasukaru76/6151366656/sizes/l/in/photostream/ http://www.flickr.com/photos/brianmitchell/2113553867/sizes/o/in/photostream/ http://www.flickr.com/photos/ciscel/422253425/sizes/z/in/photostream/ http://www.flickr.com/photos/zebble/6817861/sizes/l/in/photostream/ http://www.flickr.com/photos/nicasaurusrex/3069602246/sizes/l/in/photostream/ http://www.flickr.com/photos/nathangibbs/98592171/sizes/z/in/photostream/Wednesday http://www.flickr.com/photos/9619972@N08/1350940605/ http://www.flickr.com/photos/alanenglish/483251259/ http://www.flickr.com/photos/amorton/630827946/ http://www.flickr.com/photos/hongiiv/4151964823/ http://www.flickr.com/photos/37217398@N02/3442676067/ designing web interfaces O’Reilly