how to make something awesome - lean digital product design
Post on 22-Jan-2017
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MAKE SOMETHING AWESOMEhow to
L E A N D I G I T A L P R O D U C T D E S I G N M E T H O D O L O G Y, o r …
MAKE SOMETHING AWESOMEhow to
KEY METRICS OF “AWESOME”
• ANSWERS CUSTOMER NEED • IN A WAY THAT ACHIEVES BUSINESS GOALS • IS RIGHT FOR THE BRAND • AND MAKES YOU PROUD
MAKE SOMETHING AWESOMEhow to
but first… WHAT DOES IT MEAN TO BE LEAN?
W E B E L I E V E I N T H E P I L L A R S O F L E A N
EARLY CUSTOMER VALIDATION over releasing products with unknown end-
user value
1
COLLABORATIVE DESIGNover designing on an island
2
SOLVING USER PROBLEMSover designing the next ‘cool’ feature
3
MEASURING KPI’s over undefined success metrics
4
APPLYING APPROPRIATE TOOLSover following a rigid plan
NIMBLE DESIGNover heavy wireframes, comps and specs
5
6
MAKE SOMETHING AWESOMEhow to
so now… WHAT DOES OUR PRODUCT DESIGN MODEL LOOK LIKE?
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR.
MAKE SOMETHING AWESOMEhow to
THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
MAKE SOMETHING AWESOMEhow to
WHAT SHOULD WE BE WORKING ON?
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
HEAR.
levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL
levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL
Understanding the feelings, needs and priorities of the customer.
EMPATHY
levelling up… CUSTOMER EMPATHY IS GOOD, BUT INTIMACY IS THE GOAL
Understanding the feelings, needs and priorities of the customer.
EMPATHY
Having a pre-existing relationship with the customer that is two-way,
emotional and authentic.
INTIMACY
Indigo excels in the area of customer intimacy.
We not only actively listen (feedback, ideas) — we have pre-existing relationships with thousands of our customers.
This allows us to engage and involve our customers in real-time.
HEAR.
Indigo excels in the area of customer intimacy.
We not only actively listen (feedback, ideas) — we have pre-existing relationships with thousands of our customers.
This allows us to engage and involve our customers in real-time.
UX TOOLBOX
PERSONAS CUSTOMER PANEL
SURVEYS JOURNEY MAPPING
FOCUS GROUPS INTERVIEWS
IDEA SHARING
MAKE SOMETHING AWESOMEhow to
SHOULD WE FIX THE PROBLEM? HOW?
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
THINK.
high level… WHAT’S OUR VISION?
high level… WHAT’S OUR VISION?
“Kata” is a product design model used to set a project vision and maintain focus on continuous improvement.
KATA ASKS:
1. What is the actual condition (now)?
2. What is the target condition (goal)?
3. What obstacles are preventing us from reaching the target condition? Is there a more realistic short term target for quick improvement?
4. What is our next step? What do we expect to happen after that?
IMPROVEMENT THEME:
NOW: REALISTIC TARGET:
DEFINITION OF AWESOME: FIRST STEPS:
high level… WHAT’S OUR VISION?
1. What matters the most? 2. How will our product achieve that? 3. Will that be in line with our design principles?
Using our kata as our context, we define our vision:
W E S E T O U R C O U R S E A S A T E A M
THIS IS FOR (WHO):customers who have gift cards
BECAUSE THEY NEED (WHAT):to use them easily
AND WE WANT TO (GOAL):make it as awesome as using a saved credit card
1. Add joy. 2. Remove stress. 3. Enrich the moment. 4. Tell a story. 5. Do the right thing.
Our Experience Design Principles
1. Add joy. 2. Remove stress. 3. Enrich the moment. 4. Tell a story. 5. Do the right thing.
Our Experience Design Principles UX TOOLBOX
KATA GRID DESIGN PRINCIPLES VISION STATEMENT
KPI’S
MAKE SOMETHING AWESOMEhow to
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
HOW DO WE GET IT RIGHT?
BUILD.
wireframes are dead… THE OLD VS NEW UX
We used to design in a vacuum.
wireframes are dead… THE OLD VS NEW UX
We used to design in a vacuum.
We’d sit alone for weeks and produce painstakingly complete experiences. We drew and we carefully documented so the team
could interpret them later.
The design process would take us weeks. Our wireframes were our babies.
By the time they were ready, we were in love with them.
Like proud parents, we’d reveal them to the team…
wait… what do you MEAN, you want to make changes?
WE DON’T WIREFRAME ANYMORE… WE SKETCH.
IT’S EASIER TO LET GO OF A WHITEBOARD DRAWING than HOURS OF OMNIGRAFFLE.
T H E N E W U X
1. Does this answer the need (in a way that’s right for the brand)? 2. What here is hard to do? 3. Is it worth doing? 4. What alternatives are there that might be easier/faster?
After we sketch, we ask ourselves 4 questions:
PROVE IMPROVE
PROVE IMPROVE W E T E S T A T E V E R Y S T A G E
A/B TEST released code is tested in field to see if we can improve again.
SKETCH we collaborate on whiteboards and paper. sketches are shown to stakeholders. we improve.
PROTOTYPE we use rapid prototyping tools to create a testable experience. prototypes are shown to end-users. we improve.
CODE DEMO code is demo’d to stakeholders. feedback taken and incorporated. we improve.
RELEASE code is released to production (or held in a staging area).
A/B TEST released code is tested in field to see if we can improve again.
SKETCH we collaborate on whiteboards and paper. sketches are shown to stakeholders. we improve.
PROTOTYPE we use rapid prototyping tools to create a testable experience. prototypes are shown to end-users. we improve.
CODE DEMO code is demo’d to stakeholders. feedback taken and incorporated. we improve.
RELEASE code is released to production (or held in a staging area).
W E T E S T A T E V E R Y S T A G EPROVE IMPROVE
UX TOOLBOX
MODERATION EXPERTISE
PROTOTYPING TEST PLANNING
MAKE SOMETHING AWESOMEhow to
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
WE’RE PRETTY SURE WE GOT IT RIGHT, BUT JUST IN CASE…
MEASURE.
okay, we have a great product in the market… NOW, PROVE IT AGAIN
A/B TESTINGIncremental release of new features, allows us to limit the damage of unsuccessful products and accurately
measure the impact of successful ones.
okay, we have a great product in the market… NOW, PROVE IT AGAIN
but also… LEAVE THE BUILDING
USER TESTING
# OF TEST SUBJECTS
USA
BIL
ITY
PR
OB
LEM
S FO
UN
D
0%
25%
50%
75%
100%
0 3 6 9 12 15
Nielsen’s diagram depicts a diminishing amount of useful feedback after testing with just five users. This means in-field testing can be done quickly, painlessly and at a very low cost.
USER TESTING
# OF TEST SUBJECTS
USA
BIL
ITY
PR
OB
LEM
S FO
UN
D
0%
25%
50%
75%
100%
0 3 6 9 12 15
Nielsen’s diagram depicts a diminishing amount of useful feedback after testing with just five users. This means in-field testing can be done quickly, painlessly and at a very low cost.
UX TOOLBOX
A/B TESTING USER TESTING
USER RESEARCH
MAKE SOMETHING AWESOMEhow to
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
LOOK BACK AND LEARN.
BUILD. MEASURE.
RETROSPECTIVE
Where did we fail? What did we learn?
What will we change?
MAKE SOMETHING AWESOMEhow to
but wait… HOW IS THIS BETTER THAN WATERFALL?
WHAT’S THE NEED/PROBLEM?
WHAT DOES “AWESOME” LOOK LIKE?
HEAR. THINK. BUILD. MEASURE. RESET.
BETTER
HOW CAN WE IMPROVE QUICKLY?
NOW:
WHAT’S THE NEED/PROBLEM?
GOAL:WHAT DOES “AWESOME” LOOK LIKE?
but wait… HOW IS THIS BETTER THAN WATERFALL?
TIME
RIS
K FAILURE IS CATASTROPHIC
EARLY FAILURES + PIVOTS = A LOT OF PROOF
MAKE SOMETHING AWESOMEand that’s how you
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