Design User Experience
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Short presentation about lean user experience methodology for startups in StartupHighway business accelerator.
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need to be “bigger” to have impact + are competing with other
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'Sorry guys, the design is not yet approved, but we need to start implementing. Can we just start with what we have and hope it will not change too much?'
'Hi guys, can we still implement this one change request? I promise it is the last one…'
'Sorry, the client didn't test well, so that is why we have all these bugs online that we need to fix asap…'
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Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
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How To Scale Your Product Through Experimentation w/ Milena Court, Product Ma...
A detrimental mistake many startups do is neglecting product experimentation. They focus mainly on experimentation in marketing - optimising ads, copy, creatives, landing pages - because it's relatively easy to do. But this kind of negligence is extremely damaging for your success!
But why don't more startups do this then?
EARLY-STAGE - Specific challenges:
-No budget: “proper” testing tools quite expensive
-Little data to play with
-Not sure what to experiment on / what moves the metrics
massively?
-No time; need to focus on the business
GROWTH STAGE - Specific challenges:
-More budget now, but limited by free tools
-More data about what's happening but not really sure why it's
happening
-So many ideas and opportunities, how to prioritise?
SCALING STAGE - Specific challenges:
-All tools in place, but now constrained by tech time: experiments
need to be “bigger” to have impact + are competing with other
projects
-Harder to experiment with the core product, the company is
branching out on other products
-Experimentation becomes scarier: more users, more to lose,
users get used to things being a certain way (“Why did they
change the UI again?”)
Milena Court, Product Manager in the Growth Squad at Tails.com, joined us at The Family to share her incredible expertise and explain how to overcome the above challenges!
why me
Steven does not enjoy traditional 9-5 jobs and finds them boring. He prefers challenges like starting new help desks or migrating systems to new operating systems. He enjoys finding quick solutions and workarounds when issues arise. Steven believes the essence of IT is providing a strong relationship with customers while constantly challenging himself to see things from the end user's perspective rather than just an IT support role. In addition to technical skills, he thinks maintaining an existing IT infrastructure requires ensuring it remains user-friendly for employees. Outside of work, Steven enjoys movies, music, and art galleries.
There are no bad clients, just bad project managers
A project manager talks to the development team...
'Sorry guys, the design is not yet approved, but we need to start implementing. Can we just start with what we have and hope it will not change too much?'
'Hi guys, can we still implement this one change request? I promise it is the last one…'
'Sorry, the client didn't test well, so that is why we have all these bugs online that we need to fix asap…'
Does that sound familiar to you?
A main reason why project managers struggle is because managing clients is so hard. Every client is different in various ways that affect the project - decision making processes, work modes, reliability, expectations of an agency etc.
Before I started working at a Drupal agency I worked for years on the client side. I want to share my best practices with you on how to get to know your client as fast as possible, to build up a trustworthy relationship and how to manage a project transparently and efficiently.
Recorded session: http://www.youtube.com/watch?v=JhwsDg5WzNU
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Slides for the online Morgenbooster 'Design Doing is Strategy on Demand'
1. The document advocates for an approach to strategy that focuses on developing hypotheses and continuously validating them through design, execution, and measurement of outcomes rather than strategizing in isolation.
2. Key aspects of this approach include translating strategic goals into testable hypotheses, gathering customer insights, rapidly prototyping ideas, and constantly measuring outcomes to inform the evolution of strategies.
3. This dynamic and ongoing process aims to close the gap between strategy development and execution by engaging in creative problem-solving through design.
Generating customer satisfaction
By Vincent Degove (www.linkedin.com/in/vincent-degove-40514894), ex-Head of Customer Services at Trainline (www.thetrainline.com)
Trainline is well-recognized as a company that changed the approach to customer service. They answer quickly & precisely. The customer experience is at the heart of their business.
Vincent worked for more than 4 years in Trainline’s (ex-Capitaine Train) customer services department and gives us insights about how to set up a tremendous customer-oriented infrastructure.
Imran Letter
Mr. Imran Jan Khan has worked for Jason Pulliam at Keller Williams Realty for approximately two months. Through Mr. Khan's contributions, Mr. Pulliam has been able to grow his business over 300% in a short time and foresee greater possibilities. While being completely coachable, Mr. Khan has assisted Mr. Pulliam in working on his business and not in his business, allowing Mr. Pulliam to implement many cost saving and profitable systems.
NPS (Net Promoter Score) - Science or Pseudoscience
The document discusses the Net Promoter Score (NPS) metric for measuring customer loyalty and likelihood to recommend a company. While NPS is widely used, the document notes it has limitations and may not be a reliable or predictive measure in all industries and situations. Specifically, NPS can be volatile, obscure other important information, and may not accurately reflect future business success or growth since loyalty is only one contributing factor. The document provides tips on how to use NPS more effectively by combining it with other qualitative and quantitative customer feedback metrics.
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Bundledarrows120.3
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Design User Experience
- 1. D E S I G N U s e r E x p e r i e n c e To m a s K i s i e l i u s
- 2. L E A N S TA R T U P E r i c R i e s
- 3. LEAN UX PRINCIPLES • Cross-Functional Teams • Small, Dedicated, Colocated • Progress = Outcomes, Not Output • Problem-Focused teams • Removing Waste • Small Batch Size • Continues Discovery • GOOB: The New User- Centricity • Shared Understanding • Anti-Pattern: Rockstars, Gurus, and Ninjas • Externalizing Your Work • Making over Analysis • Learning over Growth • Permission to Fail • Getting Out of the Deliverables Business
- 4. Declare assumptions Run an experiment Feedback and research Create an MVP L E A N U X P R O C E S S
- 5. D E C L A R E A S S U M T I O N S Assumptions – a high-level declaration of what we believe to be true. Examples: • We believe our customer have a need to ___________ • These needs can be solved with _________ • Our initial customers are (or will be) _________ • …
- 6. T R A N S F O R M I N T O H Y P O T H E S I S ( I ) We believe [this statement is true]. We will know we’re [right/wrong] when we see the following feedback from the market: [qualitative feedback] and/or [quantitative feedback] and/or [key performance indicator change].
- 7. T R A N S F O R M I N T O H Y P O T H E S I S ( I I ) We believe that creating an efficient communication system for recruiters and employers will achieve higher rate of contact success and an increase in product satisfaction. We will know this is true when we see an increase in the number of replies from job seekers to recruiter contacts and an increase in the number of messages initiated by recruiters in our system.
- 8. C R E AT E A N M V P ( I ) Declare assumptions Run an experiment Feedback and research Create an MVP
- 9. C R E AT E A N M V P ( I I ) The minimum viable product (MVP) is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.
- 10. R U N A N E X P E R I M E N T ( I ) Declare assumptions Run an experiment Feedback and research Create an MVP
- 11. R U N A N E X P E R I M E N T ( I I ) Learning and facts are much better then assumptions.
- 12. R U N A N E X P E R I M E N T ( I I I ) Jakob Nielsen’s study
- 13. R U N A N E X P E R I M E N T ( I V ) Watch how user reacts to your prototype Emotions Silences Uncertainties
- 14. F E E D B A C K A N D R E S E A R C H Declare assumptions Run an experiment Feedback and research Create an MVP
- 15. W R A P P I N G U P
- 16. T H A N K Y O U
Editor's Notes
- You cannot NOT have an experience
- prototyping: the fastest way between you and your customers