Lean UX

Marco Calzolari / Agile Reloaded / 2015
(A PRIMER)
Marco Calzolari
2-2015
LEAN USER EXPERIENCE

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

LEAN UX MYTHS

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

LEAN (STARTUP) CONCEPTS

Taiichi Ohno (⼤大野耐)
CRISIS
COMPETITION
MARKET
MONEY 
 
PEOPLE 
CUSTOMERS 
VALUES

LEAN UX ROOTS

“ A human institution designed to
create a new product or service under
conditions of extreme uncertainty ”
Eric Ries
(Entrepreneur, Author)
STARTUP

Uncertainty

* Jessica Hagy — How to Be Interesting: (In 10 Simple Steps), 2013

Learn, Iterate

DATA PRODUCT
IDEAS
BUILDLEARN
MEASURE
Learn, Iterate

BUILDLEARN
MEASURE
Learn, Iterate

DATA PRODUCT
IDEAS
Learn, Iterate

Hypothesis
CAN WE BUILD THIS (PRODUCT)?

Hypothesis
SHOULD
CAN WE BUILD THIS (PRODUCT)?

(Design) Experiments

Minimum Viable Product
© Henrik Kniberg 
http://blog.crisp.se/2014/10/08/henrikkniberg/what-is-scrum

MINIMUM VIABLE

© Jussi Pasanen 
https://twitter.com/jopas/status/515301088660959233

PIVOT!

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.

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.

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.

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.

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/

AGILE DEVELOPMENT

WATERFALL
1. Requirements.  
2. Design.  
3. Development. 
4. Integration.  
5. Testing. 
6. Deployment.
Winston Royce — “Managing the Development of Large Software Systems ”, 1970
AGILE

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

Value-Driven Design
TIME COST
SCOPE
VALUE
DRIVEN
« FIXED »
« VARIABLE »
TIME COST
SCOPE
PLAN
DRIVEN

LEAN UX PRINCIPLES

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

LEAN UX PROCESS

VISION, 
FRAMING, 
OUTCOMES
The Hypothesis Statement
Vision
Information Architecture
 
Assumptions, Hypotheses
Personas
Features, Outcomes

COLLABORATIVE
DESIGN
A Team’s Ownership Model
Design Studio
Style Guides
Visibile Prototypes
Card Sorting
Aﬀinity Diagrams

MPVs, 
EXPERIMENTS
Validating the Hypothesis
Prototyping
Paper
Wireframe
Coded prototype
Demos
Non-Prototype MVPs
Email
AdWords
Landing 
Button

ORGANIZATIONAL SHIFTS

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 :)

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

THANK YOU VERY MUCH
@marcocalzolari
linkedin.com/in/marcocalzolari

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