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Requirements-driven product definition is a sure-fire way to get 100% of the wrong product launched. The assumptions that requirements are based on are usually not accurate enough to determine the exact solution those requirements dictate. Instead, teams should focus on creating a series of hypotheses that define potential solutions to their business problem and then work together to learn which of these hypotheses are keepers and which ideas to kill. At the Lean IT SUmmit 2014, Jeff Gothelf provided an overview of how to apply the ideas behind Lean UX and Design Thinking to project definition and planning. Video available soon on Institut Lean France youtube channel.
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BETTER PRODUCT DEFINITION WITH LEAN UX & DESIGN THINKING
Lean IT Summit - ParisOctober 2014
Monday, October 6, 14
Monday, October 6, 14
Monday, October 6, 14
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
“While the initial launch and traction proved extremely exciting, it misled us into believing there was a larger market ready to adopt our product.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
“100,000 have registered and over 230,000 people visit each month.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
“People often tell me “I like Plancast, but I never have any plans to share.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
“Most social networks feed primarily on vanity….Sharing plans, unfortunately, doesn’t present the same opportunity to show off and incur the same subsequent happy feelings.”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
“…[lack of an invitation feature]…caused a situation where many people feel awkwardly aware of events to which they don’t feel welcome…”
http://techcrunch.com/2012/01/22/post-mortem-for-plancast/
@neoinnovate || @jboogieMonday, October 6, 14
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neoinnovate || @jboogieMonday, October 6, 14
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neoinnovate || @jboogie
“…The first big project we worked on was a Formspring button that sites could embed at the end of blog posts... We had millions of users, so we figured it wasn’t a stretch to imagine they browsed other web sites and would gladly click a Formspring button at the end of a post ... This was just as the Facebook Share and Twitter “Tweet This” buttons were appearing...”
Monday, October 6, 14
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neoinnovate || @jboogieMonday, October 6, 14
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neoinnovate || @jboogieMonday, October 6, 14
@jboogiehttp://blog.capwatkins.com/formspring-a-postmortem
@neoinnovate || @jboogie
“…We spent months on that system. We had to make sure our servers could handle…huge influx of traffic, had to design & implement the feature, make sure the implementation was easy for publishers, make deals with publishers, etc.
We bet huge.
On someone else’s (Facebook and Twitter’s) plan.
Flop...”
Monday, October 6, 14
@jboogie
@jboogie
Monday, October 6, 14
@jboogie
software is continuous
@jboogie
Monday, October 6, 14
@jboogie
11.6
Monday, October 6, 14
@jboogie
Key questions:
How long do we wait before launch?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Key questions:
How long do we wait before launch?
How do we define the right requirements for our product?
What signals are we looking for from the market?
@neoinnovate || @jboogieMonday, October 6, 14
REQUIREMENTS ARE ACTUALLY ASSUMPTIONS
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Do you know this product manager?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
Requirements = Assumptions
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
Requirements = Assumptions
We know We believe
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
Requirements = Assumptions
We know We believe
Let’s build it! Let’s test it!
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
DESIGN THINKING CAN HELP!
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Design Thinking
“As a style of thinking, it is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. ”
- Tim Brown, CEO & President, IDEO
@neoinnovate || @jboogieMonday, October 6, 14
I’VE HEARD GOOD THINGS ABOUT THIS LEAN UX THING TOO
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Lean UX
Inspired by Lean Startup and Agile development theories, it’s the practice of bringing the true nature of a product to light faster, in a collaborative, cross-functional way with less emphasis on deliverables and greater focus on a shared understanding of the actual experience being designed.
That’s me!I said this.
@neoinnovate || @jboogieMonday, October 6, 14
PRIORITIZE LEARNING OVER GROWTH
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
CUSTOMER PROBLEM SOLUTION
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
CUSTOMEROUTCOME
CUSTOMER ACQUISITION
EARLYADOPTER
360° ASSUMPTIONS
Monday, October 6, 14
PROBLEM SOLUTION
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
CUSTOMEROUTCOME
CUSTOMER ACQUISITION
EARLYADOPTER
360° ASSUMPTIONS
Socially-active, young professionals
Monday, October 6, 14
SOLUTION
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
CUSTOMEROUTCOME
CUSTOMER ACQUISITION
EARLYADOPTER
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Monday, October 6, 14
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
CUSTOMEROUTCOME
CUSTOMER ACQUISITION
EARLYADOPTER
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
Monday, October 6, 14
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
CUSTOMER ACQUISITION
EARLYADOPTER
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
Increased awareness and attendance at
events
Monday, October 6, 14
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
EARLYADOPTER
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
Increased awareness and attendance at
events
Meetups, Twitter promos
Monday, October 6, 14
BUSINESSMODEL COMPETITION KEY COMPETITIVE
ADVANTAGE
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
Increased awareness and attendance at
events
Meetups, Twitter promos
Silicon Valley techies, VC’s,
entrepreneurs
Monday, October 6, 14
COMPETITION KEY COMPETITIVEADVANTAGE
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
???
Increased awareness and attendance at
events
Meetups, Twitter promos
Silicon Valley techies, VC’s,
entrepreneurs
Monday, October 6, 14
KEY COMPETITIVEADVANTAGE
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
??? Evite, Facebook, Outlook, Meetup
Increased awareness and attendance at
events
Meetups, Twitter promos
Silicon Valley techies, VC’s,
entrepreneurs
Monday, October 6, 14
360° ASSUMPTIONS
Socially-active, young professionals
Need to stay aware of interesting
events
Social event sharing network
??? Evite, Facebook, Outlook, Meetup
No invitation feature!
Increased awareness and attendance at
events
Meetups, Twitter promos
Silicon Valley techies, VC’s,
entrepreneurs
Monday, October 6, 14
@jboogie
…which we then turn into hypotheses…
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
…which we then turn into hypotheses…
We believe that
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature]
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature] [for these people]
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature] [for these people] will achieve [this outcome].
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
…which we then turn into hypotheses…
We believe that [building this feature] [for these people] will achieve [this outcome].
We will know we are successful when we see [this signal from the market].
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Hypothesis: We believe that creating the ability for people to share events will provide them with better awareness and greater enjoyment of their social circles.
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
Requirement: Provide each paying customer with a personal job search assistant available via email and phone
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
Requirement: Provide each paying customer with a personal job search assistant available via email and phone
Hypothesis: We believe that providing a personal assistant to each customer will drive up customer satisfaction, renewals and retention rates
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
How could we have better defined our products?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
Defined our hypotheses
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
Defined our hypotheses
Run lightweight tests to validate the need
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
How could we have better defined our products?
Articulated our assumptions
Defined our hypotheses
Run lightweight tests to validate the need
What outcome were we targeting?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
What problem are you trying to solve?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
What problem are you trying to solve?
How will you solve it?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
What problem are you trying to solve?
How will you solve it?
How do you know it will work?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
The measure of progress changes…
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
The measure of progress changes…
…from output to outcome.
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
Output: the stuff we make, aka features
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
Output: the stuff we make, aka features
@neoinnovate || @jboogie
Outcome: a measurable change in customer behavior attributable to specific output
Monday, October 6, 14
@jboogie
How does this change the way a team approaches a project?
Output: the stuff we make, aka features
@neoinnovate || @jboogie
Outcome: a measurable change in customer behavior attributable to specific output
Impact: a high-level measure of the business’ health
Monday, October 6, 14
Works as designed is no longer good enough...
Monday, October 6, 14
@jboogie
You can launch features…and they can still suck.
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Output
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Outcome
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Impact
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Many companies currently manage to output - because it’s easy. It’s binary.
Instead, we need to focus on delivering outcomes.
(and not task teams with responsibility for impact)
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: TheLadders
14%@neoinnovate || @jboogie
Monday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
MAKE DECISIONS BASED ON OBJECTIVE OBSERVATIONS
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Kill
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Pivot
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Double-down
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
The easy parts...
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
The easy parts...
Measuring: analytics, usage, metrics
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
The easy parts...
Measuring: analytics, usage, metrics
@neoinnovate || @jboogie
Talking to customers: qualitative insight into “why” customers are behaving certain ways
Monday, October 6, 14
@jboogie
The easy parts...
Measuring: analytics, usage, metrics
@neoinnovate || @jboogie
Talking to customers: qualitative insight into “why” customers are behaving certain ways
Pausing & reflecting: team-wide discussion of learnings and progress
Monday, October 6, 14
@jboogie
The hard part...
@neoinnovate || @jboogieMonday, October 6, 14
MITIGATE RISK BY NOT BUILDING THINGS PEOPLE DON’T WANT...
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
Entering a new market
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
Entering a new market
Heavy investment
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
Entering a new market
Heavy investment
High risk
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
Entering a new market
Heavy investment
High risk
Long term initiative
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
In-class observation
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
In-class observation
V1 = PDF content test
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
In-class observation
V1 = PDF content test
V2 = card sorting
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
In-class observation
V1 = PDF content test
V2 = card sorting
V3 = clickable prototype
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Case Study: Children’s media company
In-class observation
V1 = PDF content test
V2 = card sorting
V3 = clickable prototype
Not a line of code written
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
...WHILE MAINTAINING DELIGHT IN YOUR DESIGNS
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogie
Case Study: TwoDo
Monday, October 6, 14
@jboogie@neoinnovate || @jboogie
Case Study: TwoDo
Monday, October 6, 14
@jboogie@neoinnovate || @jboogie
Case Study: TwoDo
Monday, October 6, 14
Case Study: Xiaomi
Monday, October 6, 14
Case Study: Xiaomi
Monday, October 6, 14
Case Study: Xiaomi
100,000 phones released every Tuesday at noon
Monday, October 6, 14
Case Study: Xiaomi
100,000 phones released every Tuesday at noon
Hours (not days) to collect feedback from customers
Monday, October 6, 14
Case Study: Xiaomi
100,000 phones released every Tuesday at noon
Hours (not days) to collect feedback from customers
Hours (not days) to get feedback to engineers
Monday, October 6, 14
@jboogie
Case Study: Agile UX NYC 2012
@neo_innovation || @jboogieMonday, October 6, 14
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
@neo_innovation || @jboogieMonday, October 6, 14
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
Lots of up front costs
@neo_innovation || @jboogieMonday, October 6, 14
@jboogie
Case Study: Agile UX NYC 2012
Would anyone attend our conference?
Lots of up front costs
Increasing fidelity of tests
@neo_innovation || @jboogieMonday, October 6, 14
@jboogie
Case Study: Agile UX NYC 2012
@neo_innovation || @jboogieMonday, October 6, 14
LEAN UX AND DESIGN THINKING ARE NOT JUST FOR DESIGNERS
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Cross-functional teams…
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
Possess increased empathy for the user
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
Possess increased empathy for the user
Understand the “why” behind every initiative
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Cross-functional teams…
Bring perspective to the product definition process from all disciplines
Possess increased empathy for the user
Understand the “why” behind every initiative
Learn more, faster, by sharing the discovery and creation process
@neoinnovate || @jboogieMonday, October 6, 14
Build shared understanding
Monday, October 6, 14
Build shared understanding
This is my neighbor...and his f&*(ing leaf blower.
Monday, October 6, 14
Build shared understanding
This is my neighbor...and his f&*(ing leaf blower.
Monday, October 6, 14
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
@jboogie@neoinnovate || @jboogie
Competencies over roles
Je!rey Allen "Je! Skunk" Baxter (born December 13, 1948) is an American guitarist, known for his stints in the rock bands Steely Dan and The Doobie Brothers during the 1970s. More recently, he has been working as a defense consultant and chairs a Congressional Advisory Board on missile defense.
Monday, October 6, 14
SOMETHING TO CONSIDER...
@jboogie@neo_innovation || @jboogieMonday, October 6, 14
@jboogie
How can we get feedback sooner?
@neo_innovation || @jboogieMonday, October 6, 14
GREAT!HOW DO WE GET THESE PROJECTS FUNDED?
@jboogie@neoinnovate || @jboogieMonday, October 6, 14
67
Business model validation
Product validation
Small team
Monday, October 6, 14
67
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholders
Small-chunk, outcome-based, predictable funding
$$$
Monday, October 6, 14
@jboogie
Defining the right product…
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Defining the right product…
Reduces the time spent building the wrong product
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Defining the right product…
Reduces the time spent building the wrong product
Builds team-wide momentum & shared understanding
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
Defining the right product…
Reduces the time spent building the wrong product
Builds team-wide momentum & shared understanding
Ensures that resources are spent on the right initiatives
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
By shifting the way we work…
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
By shifting the way we work…
Requirements are assumptions
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
Work together to come up with ideas
@neoinnovate || @jboogieMonday, October 6, 14
@jboogie
By shifting the way we work…
Requirements are assumptions
Focus on outcomes
Work together to come up with ideas
Test those ideas ruthlessly
@neoinnovate || @jboogieMonday, October 6, 14
THANK YOU!
@jboogiejeff@neo.comwww.leanuxbook.comwww.neo.com
70
Monday, October 6, 14
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