What it isDeeply collaborative and cross-functional. - Noisolation from the rest of the product team.Need daily, continuous engagement with ourteams to be effective.We can measure what works, learn, and adjust.
Three FoundationsDesign ThinkingAgile Software DevelopmentLean Startup Method
1. Design Thinking• Every aspect of a business can be approachedwith design methods.• Gives designers permission and precedent towork beyond their typical boundaries.• Encourages non-designers to use design methodsto solve the problems they face in their roles.• It is a critical foundation that encourages teams tocollaborate across roles and consider productdesign from a holistic perspective.
2. Agile software developmentIndividuals and interactions over processes andtools.Working software over comprehensivedocumentation.Customer collaboration over contractnegotiation.Responding to change over following a plan.
Skip me – explain previous slide1. Individuals and interactions over processes and tools. To generate the best solutions quickly, you must engage the entire team.Ideas must be exchanged freely and frequently. The constraints of current processes and production tools are eschewed in favor ofconversation with colleagues.2. Working software over comprehensive documentation. Every business problem has endless solutions, and each member of a teamwill have an opinion on which is best. The challenge is figuring out which solution is most viable. By building working software sooner,solutions can be assessed for market fit and viability.3. Customer collaboration over contract negotiation. Collaborating with your teammates and customers builds a shared understandingof the problem space and proposed solutions. It creates consensus behind decisions. The result? Faster iterations, real involvement inproduct making, and team investment in validated learning. It also lessens dependency on heavy documentation, as everyone on theteam has already participated in making the decisions that were used to require written communication and defense.4. Responding to change over following a plan. The assumption in Lean UX is that the initial product designs will be wrong, so the goalshould be to find out what’s wrong with them as soon as possible. Once we discover what’s working and what’s not, we adjust ourproposals and test again. This input from the market keeps us agile, constantly nudging us in a “more right” direction.
3. Lean Startup method – founded by Eric Ries.Advocates the creation of rapid prototypes totest assumptions and uses customer feedback.Reduce waste by increasing the frequency ofcontact with real customers, therefore testingand avoiding incorrect market assumptions asearly as possible.
Principles of Lean UXCross Functional Teams: Early conversations for greaterteam efficiency: Software engineering, product management, interaction design, visual design, contentstrategy, marketing, and quality assurance (QA) should all be included in a Lean UX team.Small, Dedicated, Colocated – 10max, same location.Communication,focus, and camaraderie.Progress = Outcomes, Not Output: Features and services areoutputs. The business goals to achieve are outcomes. Efficient progress should be targeting tooutcomes.Problem-Focused Teams as opposed to a set of features to implement -deeper sense of pride and ownership in the solutionsContinued…
Continued…Removing Waste anything that doesn’t lead to the ultimate goal –speedSmall Batch Size design that is necessary to move the team forward –no idle teammatesContinuous Discovery engaging the customer, empathy for users,reduce time in debriefing and documentationGOOB: The New User-Centricity “Getting out of thebuilding.” Give potential customers a chance to provide feedback on your ideas sooner than youwould have in the past.Shared UnderstandingAnti-Pattern: Rockstars, Gurus, and Ninjas eliteexperts of their craft break down team cohesion and eschew collaboration
Continued…Externalizing Your Work use whiteboards, foamcore boards,artifact walls, printouts, and sticky notes to expose their work in progress to theirteammates, colleagues, and customersMaking over Analysis More value in the first version over debatingLearning over Growth focus on learning first and scaling secondPermission to Fail it’s ok to fail, safe to experiment breedingcreativity, frequent failures increase mastery of skill(http://www.youtube.com/watch?v=HhxcFGuKOys) - why you need to fail video Ceramics story – weight over qualityGetting Out of the Deliverables Business Documentsdon’t solve customer problems – good products do. Not the tools the team uses toachieve it.
Work SampleAfter two days of a group wireframing exercise,the team of 4 goes back to their desks to:Designer: Detail the design sketchedFront End Dev: Starts building the pagePM: Opens the wiki and documents the decisions, and laterthat day reviews it with the product ownerThe QA tester: writes the tests for the new section of the app.