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Lean UX Anti-Patterns
          Behaviors that can stifle collaboration
          Bill Scott
          @billwscott

          Sr. Director UI Engineering
          PayPal
          June 2012




Wednesday, June 27, 2012
Background
           ๏ At        PayPal we are up-ending the culture
           ๏ Moving      from a culture of a “long shelf life” and long
                delivery times for product to a LeanUX way of working
           ๏ Key    project in pilot now puts product, design & UI
                engineers in the same room doing whiteboard -> code -
                > usability test in super fast succession (weekly testing)
           ๏ These     anti-patterns are used as a caution to our team.
                They are the behaviors that might appear that could limit
                our ability to be lean & mean.


Wednesday, June 27, 2012
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.
Wednesday, June 27, 2012
Tribal Groups
    When a team is very small
    members are forced to work
    across disciplines. As soon as
    team gets bigger, tribes reform
    around disciplines.
    Collaboration stops.
    Solution: You have to keep
    team reasonably small. And
    the leaders in each discipline
    must form a tribe that works
    across disciplines.

Wednesday, June 27, 2012
The Stranger
                           Lean teams will form shared
                           understanding. However, when
                           new team member 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.

Wednesday, June 27, 2012
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
    with LeanUX to ensure team
    members internalize the new
    habits.


Wednesday, June 27, 2012
The 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.



Wednesday, June 27, 2012
The 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.
    Customer trumps visitor. Take
    input. But test early and often
    with customers. That is the
    only “visitor” that ultimately
    matters.

Wednesday, June 27, 2012
The 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.


Wednesday, June 27, 2012
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 constantly
    visible.


Wednesday, June 27, 2012
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
                           cadence.

Wednesday, June 27, 2012
Too Many
    Cooks
    While lots of cooks are great,
    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).

Wednesday, June 27, 2012
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.

Wednesday, June 27, 2012
Tower of
    Babel
    Shared understanding is key to
    LeanUX. 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.

Wednesday, June 27, 2012
You Got Mail
                           Email is a necessary form of
                           communication, however it is
                           not collaboration. Teams can
                           revert to email over
                           collaboration. Also, geo-
                           graphically distributed teams
                           can fall into delivery over
                           collaboration.
                           Solution. Utilize high bandwidth
                           communication (face to face,
                           skype, telepresence, magic
                           whiteboards, phone, etc.)
Wednesday, June 27, 2012
Inmates are
    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. UI engineers must
    partner with product/design
    and get out ahead of backend
    engineers.

Wednesday, June 27, 2012
The
                           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
                           they should use as
                           springboard for collaboration.
                           Designers must realize iterative
                           will yield better designs.
Wednesday, June 27, 2012
The Weakest
    Link
    Working in a lean environment
    means working in close
    proximity and transparency.
    Team members who aren’t up
    to this challenge or not solid
    talent can really cause a team
    to stumble
    Solution: Talent acquisition
    must match this style of
    product delivery. Must have
    freedom to replace talent.
Wednesday, June 27, 2012
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

                           Solution: Always work in small
                           teams, collaborating not
                           delivering and build shared
                           understanding.


Wednesday, June 27, 2012
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 are to
    build services, APIs and CLIs.
    Keep the services & UI
    separate.
Wednesday, June 27, 2012
More Info
           ๏ Jeff   Gothelf - The LeanUX Advocate
                http://www.jeffgothelf.com/blog/
           ๏ LeanUX      Article
                http://uxdesign.smashingmagazine.com/2011/03/07/
                lean-ux-getting-out-of-the-deliverables-business/
           ๏ Article   I wrote back in 2010 on principle of shared
                understanding
                http://52weeksofux.com/post/2403607066/building-a-
                shared-understanding



Wednesday, June 27, 2012
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, June 27, 2012
Follow Me
                           on twitter @billwscott




Wednesday, June 27, 2012

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Lean UX Anti-Patterns

  • 1. Lean UX Anti-Patterns Behaviors that can stifle collaboration Bill Scott @billwscott Sr. Director UI Engineering PayPal June 2012 Wednesday, June 27, 2012
  • 2. Background ๏ At PayPal we are up-ending the culture ๏ Moving from a culture of a “long shelf life” and long delivery times for product to a LeanUX way of working ๏ Key project in pilot now puts product, design & UI engineers in the same room doing whiteboard -> code - > usability test in super fast succession (weekly testing) ๏ These anti-patterns are used as a caution to our team. They are the behaviors that might appear that could limit our ability to be lean & mean. Wednesday, June 27, 2012
  • 3. 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. Wednesday, June 27, 2012
  • 4. Tribal Groups When a team is very small members are forced to work across disciplines. As soon as team gets bigger, tribes reform around disciplines. Collaboration stops. Solution: You have to keep team reasonably small. And the leaders in each discipline must form a tribe that works across disciplines. Wednesday, June 27, 2012
  • 5. The Stranger Lean teams will form shared understanding. However, when new team member 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. Wednesday, June 27, 2012
  • 6. 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 with LeanUX to ensure team members internalize the new habits. Wednesday, June 27, 2012
  • 7. The 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. Wednesday, June 27, 2012
  • 8. The 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. Customer trumps visitor. Take input. But test early and often with customers. That is the only “visitor” that ultimately matters. Wednesday, June 27, 2012
  • 9. The 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. Wednesday, June 27, 2012
  • 10. 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 constantly visible. Wednesday, June 27, 2012
  • 11. 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 cadence. Wednesday, June 27, 2012
  • 12. Too Many Cooks While lots of cooks are great, 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). Wednesday, June 27, 2012
  • 13. 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. Wednesday, June 27, 2012
  • 14. Tower of Babel Shared understanding is key to LeanUX. 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. Wednesday, June 27, 2012
  • 15. You Got Mail Email is a necessary form of communication, however it is not collaboration. Teams can revert to email over collaboration. Also, geo- graphically distributed teams can fall into delivery over collaboration. Solution. Utilize high bandwidth communication (face to face, skype, telepresence, magic whiteboards, phone, etc.) Wednesday, June 27, 2012
  • 16. Inmates are 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. UI engineers must partner with product/design and get out ahead of backend engineers. Wednesday, June 27, 2012
  • 17. The 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 they should use as springboard for collaboration. Designers must realize iterative will yield better designs. Wednesday, June 27, 2012
  • 18. The Weakest Link Working in a lean environment means working in close proximity and transparency. Team members who aren’t up to this challenge or not solid talent can really cause a team to stumble Solution: Talent acquisition must match this style of product delivery. Must have freedom to replace talent. Wednesday, June 27, 2012
  • 19. 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 Solution: Always work in small teams, collaborating not delivering and build shared understanding. Wednesday, June 27, 2012
  • 20. 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 are to build services, APIs and CLIs. Keep the services & UI separate. Wednesday, June 27, 2012
  • 21. More Info ๏ Jeff Gothelf - The LeanUX Advocate http://www.jeffgothelf.com/blog/ ๏ LeanUX Article http://uxdesign.smashingmagazine.com/2011/03/07/ lean-ux-getting-out-of-the-deliverables-business/ ๏ Article I wrote back in 2010 on principle of shared understanding http://52weeksofux.com/post/2403607066/building-a- shared-understanding Wednesday, June 27, 2012
  • 22. 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, June 27, 2012
  • 23. Follow Me on twitter @billwscott Wednesday, June 27, 2012