2. OUR BACKGROUND
Academic Research
Iterative Product Development
Human-Centered Design
Agile & Lean Startup
Michael Keywon
UC Microsoft Startup MIT IDEO Microsoft
Berkeley Research Media Lab Office
์ฐ๋ฆฌ ๋์ฌ๋์ ๋์์ธ, ์ปดํจํฐ ๊ณตํ์ฐ๊ตฌ, ์ํธ, ์ํํธ์จ์ด์ ํ๋์จ์ด ๊ฐ๋ฐ, We have very different backgrounds in design, academic and corporate
๊ทธ๋ฆฌ๊ณ ๋ฒค์ฒํฌ์๋ฅผ ๋ฐ๋ ์คํํธ์ ์ ๋น๋กฏ ๋ค์ํ ๊ฒฝํ์ ์์์์ต๋๋ค. research, interactive media, and venture-backed startups.
๋ช๋ ๊ฐ ๋ค๋ฅธ ๋ฐฉ์์ผ๋ก ์ผํ๋ค ํจ๊ป ๋์ ์๋ก ์์ํ๋ ค ํ๋, ํจ๊ป ํจ๊ณผ์ ์ผ๋ก After working separately for years, we're starting a new project together
์ผํ๋ ๋ฐฉ๋ฒ์ด ์ฐธ ๊ณ ๋ฏผ์ด ๋ฉ๋๋ค. ์ฐ๋ฆฌ๊ฐ ๊ฒฝํํด๋ณธ ์ธ๊ฐ์ง ๋ฐฉ์์ ๋ํด์ ์๊ฐ and one of the most difficult parts has been figuring out how to work
ํด๋๋ฆฌ๊ณ ์ฅ๋จ์ ์ ๋ ผ์ํด๋ณด๋๋ก ํ๊ฒ ์ต๋๋ค.
together most effectively. 2
3. SILICON VALLEY BERKELEY
SAN FRANCISCO
US Innovation Hub
#1 in Venture Investments ($5.9B 2010)
#1 in Patents (10K+ Patents Registered 2009)
Massive regional GDP ($150B 2010)
PALO ALTO
Mature MOUNTAIN VIEW
STANFORD
40+ years since HP, Fairchild in 1950โs
์ํ๋์์ค์ฝ์์ ์ฐํธ์ธ๊น์ง๋ฅผ ์๋ ์ค๋ฆฌ์ฝ๋ฐธ๋ฆฌ ์ง์ญ์
1960๋ ๋๋ถํฐ ๋ฏธ๊ตญ์ ๊ธฐ์ , ์ ํ, ์๋น์ค ํ์ ์ ์ฃผ๋ํ
์ง์ญ์ ๋๋ค.
SAN JOSE
3
5. SILICON VALLEY: PROCESS
Also produces:
Tools
Techniques
Methodology
How to Build It
What to Build
์ค๋ฆฌ์ฝ ๋ฐธ๋ฆฌ๋ ์ ํ๊ฐ๋ฐ ์์ฒด ๋ฟ ์๋๋ผ ๊ฐ๋ฐ ๋ฐฉ๋ฒ๋ก ๊ณผ
๋ด๋ก ์ ๋ํ ์๋ก์ด ์๋์ ํ์ ์ ์ฃผ๋ํ๊ณ ์์ต๋๋ค.
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6. BY โPROJECT MANAGEMENTโ WE MEAN:
ํ๋ก์ ํธ๊ด๋ฆฌ = ์ธ์์ ๋ฐ๊ฟ๋๊ฐ๋ ์ ํ, ์๋น์ค ๋ฐ ๊ธฐ์ ์ ๊ฐ๋ฐํ๋ ๋ฐฉ๋ฒ
Ways to develop products,
services, and technologies that
change the world.
์ฆ ์ค๋์ ๊ฐ์์์ ํ๋ก์ ํธ ๋ฐฉ๋ฒ๋ก ์ด๋ผ ํจ์, ์ธ์์ ํฌ
๊ณ ์์ ๋ณํ๋ฅผ ๊ฐ์ ธ์ค๋ ์ ํ, ์๋น์ค ๋ฐ ๊ธฐ์ ์ ๊ฐ๋ฐํ๋
๋ฐฉ๋ฒ์ ๋ปํ๋ ๊ฒ์ผ๋ก ์ ์ ํฉ๋๋ค.
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7. PROJECT MANAGEMENT
ํน์ ๋ชฉํ๋ฅผ ์ด๋ฃจ๊ธฐ ์ํ ๋ฌผ์ /์ธ์ ์์์ ํ์ฉ... ์ด๋ผ๋ ๊ธฐ๊ณ์ ์ธ ๊ด์ ์ด ์๋๋ผ,
Wikipedia: โplanning, organizing, securing, and
managing resources to achieve specific goalsโ
This is the wrong way to think about it.
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http://en.wikipedia.org/wiki/Project_management
8. PROJECT MANAGEMENT
๋ค๋ฅธ ์ฌ๋๋ค๊ณผ ํจ๊ป ๋จธ๋ฆฟ์์ ์ด์๊ณผ ๋ชฉํ๋ฅผ ์ด๋ฃจ์ด๋๊ฐ๋ค๋ ์ธ๊ฐ์ ์ธ ๊ด์ ์์ ๋ด ์๋ค.
From
A desire you
have: A problem
to solve, an idea
to realize
To
Widely used and
accepted solution
This is a better way to
think about it.
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9. WHY METHODOLOGY?
๊ฐ๋ฐํ๊ณ ๋์์ธํ๊ธฐ๋ ๋ฐ๋น ์ฃฝ๊ฒ ๋๋ฐ ์ฌ ๋ฐฉ๋ฒ๋ก ?
์ฐฝ๋ฌธ๋ฆ๋๋ฒ 1
์ฐฝ๋ฌธ๋ฆ๋๋ฒ 2
Why should we talk about different
ways of doing things?
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์ฐฝ๋ฌธ๋ฆ๋๋ฒ 3
10. PERSONAL DESIRES DRIVE
CHANGE AND INNOVATION.
We want to turn the desires into reality.
๊ฐ์ธ์ ๊ฐ๋ง๊ณผ ๋ถ๋ง์ผ๋ก๋ถํฐ ์ธ์์ ๋ชจ๋ ๋ณํ์ ํ Peter Jackson is touted as the mastermind, a
์ ์ด ์์๋ฉ๋๋ค. visionary who turned the โunfilmmableโ LOTR
trilogy into Oscar-winning films.
Peter Jackson
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11. TO CREATE A NEW REALITY,
WE WORK IN A GROUP.
Even โgeniusesโ donโt work alone.
๊ทธ๋ฆฌ๊ณ ์ด๋ฐ ๊ฐ๊ฐ์ธ์ ์๋ง์ ํ์ค์ ๋ฐ์ํ๊ธฐ ์ํด To turn the desires into reality, we work with
์, ์ฐ๋ฆฐ ๋ค๋ฅธ ์ฌ๋๋ค๊ณผ ํจ๊ป ์ผํ๊ฒ ๋ฉ๋๋ค. ํผ์ others.
๋ชจ๋ ์ผ์ ๋ค ํ ์ ์๋ค๋ ๊ฒ์ด ์ฒซ๋ฒ์งธ ์ด์ ์ด์ฃ . Peter Jackson did not work alone. In fact, he
ํผํฐ์ญ์จ์ด ๋๋จํ ๊ฐ๋ ์ด์ง๋ง ํผ์ ๋ฐ์ง์ ์์ ๋ง created and executed a vision with thousands
๋ค์ง๋ ์์๊ฒ๊ณผ ๋ง์ฐฌ๊ฐ์ง์ ๋๋ค. ์จํ ์ํฌ์ต, ๋ of people. Steve Jobs, and Edison are all
์งํธ, ๋ฐฐ์ฐ๋ค, ๊ธฐ์ ์๋ค, ๋จ์ญ๋ค, ๋ฌด๋ ค ์์ฒ๋ช ์ ํ master teamworkers in disguise.
์ด ๋ชจ์ฌ์ ๊ทธ ๋น์ ์ด ์์ฑ๋ ๊ฒ์ด์ฃ .
Weta Workshop (2000) Peter Jackson
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12. BUT THE REAL REASON
WE WORK IN A GROUP IS...
We want to create something valuable to others.
VALUE
ํ์ง๋ง ์ง์ง ์ค์ํ ์ด์ ๋, ๋ ํ์ฌ๋๋ง ์ดํดํ๊ณ
์ข์ํ๋ ๊ฒ์ ๋ง๋ค๊ณ ์ถ์ง ์๊ธฐ ๋๋ฌธ์ ๋๋ค.
But the real reason is because you donโt just
want to create something that only you need
RISK
and understand.
๋ค๋ฅธ์ฌ๋๋ค์๊ฒ๋ ๊ฐ์น์๋ ๊ฒ์ ๋ง๋ค์ด๋ด๊ธฐ ์ํด
์๋ ๋ํผ์ ์ผํ๋๊ฒ์ด ์๋๋ผ ์ฌ๋ฌ ์ฌ๋( )์ In order to create something valued by others,
๋ฅ๋ ฅ๊ณผ ์๊ฒฌ์ ํ์ฉํ์ฌ ๋ฆฌ์คํฌ๋ ๋ฎ์ถ๊ณ , ๊ฐ์น๋ you need to employ multiple talents and
๋์ด๋ ๊ณผ์ ์ด ํ์ํฉ๋๋ค. ๊ฒฐ๊ตญ ๋ค์ํ ๊ฐ๋ง์ ๊ฐ perspectives ( ) to lower risks and increase
์ง ๊ฐ์ธ๋ค์ด ๋ชจ์ฌ์ ์ผํ๊ฒ ๋์ฃ . the proposed value.
IDEO Crit
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13. THATโS WHY WE NEED...
Point of View
์์ ์ ๊ด์ ์ ์๊ธฐ + ๋จ์ ๊ด์ ์ ์ดํดํ๊ธฐ
Methodology
์์ ์ ๋ฐฉ๋ฒ๋ก ์ ์๊ฐํ๊ธฐ + ๋จ์ ๋ฐฉ๋ฒ๋ก ์ ๊ด์ฌ์ ๊ฐ๊ธฐ
Communication Experimentation
์ค๋ช ํ๊ธฐ + ์ค๋ํ๊ธฐ + ์ข ํฉํ๊ธฐ ๋ฐฐ์ฐ๊ธฐ + ์๋ํ๊ธฐ + ๊ธฐ๋กํ๊ธฐ + ์ง๋ณดํ๊ธฐ
์ด ์ ์ ์ ๋์ํ์ง ์์ผ์ ๋ค๋ฉด, ์๋ ํ ๊ฐ์ธ์.
If you disagree with this premise, please leave the room now.
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16. WATERFALL PROCESS
๋์์ธํ๊ณ ๋์ ํ๋ฒ์ ๊ฐ๋ฐ, ์์ฑํ๊ธฐ
Requirements
What to build
Design
Implementation
Verification How to build it
Maintenance 16
22. VERIFICATION
์์ ์ฝ๋๋จ์๋ถํฐ ์ ์ฒด์ ํ๋ฆ๊น์ง, ๊ธฐ๋ฅ, ์ฌ์ฉ์ฑ, ๊ฒฌ๊ณ ์ฑ ๋ฑ์ ์ํ
Unit / Regression Test Functional Test User Test
Performance Test Load Test Alpha / Beta
26. UNUSABLE PRODUCTS
๊ฐ๋ฐ์๊ฐ ์์์ ์ผ๋ก ๋์์ธํ๋ฉด ์ฌ์ฉ์์ ๊ฒฝ์์ง์ด ๊ณ ์์ด์ฃ .
โDespite appearances, business executives
are simply not the ones in control of the high-
tech industry. They have inadvertently put
programmers and engineers in charge,
leading to products and processes that waste
huge amounts of money, squander customer
โDeep down inside every software developer, there's a budding graphic designer waiting to get out. And if loyalty, and erode competitive advantage.
you let that happen, you're in trouble. Or at least your users will be, anywayโ They have let the inmates run the asylum.โ
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27. CANNOT MANAGE RISKS
์งํ์ค์ ์ํฉ ํ์ ์ด ํ๋ค๊ณ , ๋งํ์ ์๊ฐ์ด ๋ชจ์๋ฅด๊ณ , ๋์ค์ ๊ฐ์ ํ๊ธฐ๊ฐ ๋ถ๊ฐ๋ฅํด์ง๋๋ค.
Not realistic to do a full design up front
Hard to adjust your design mid-stream
Hard to estimate your schedule, slippage
Hard to wrap up at the end
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29. ITERATIVE PROCESS
์ด๊ธฐ ๋์์ธ ๊ณผ์ ์ ํฌ์ ํ ํญํฌ์ ๋ฐฉ์์ผ๋ก ๊ฐ๋ฐ
Requirements
What to build
Design
Implementation
Verification How to build it
Maintenance 29
30. ITERATIVE PRODUCTS
๋ฐ์คํ ์ํํธ์จ์ด๋ ๊ฒ์ ๋ฐ ํ๋ซํผ๋ค
1983
1993
Microsoft Windows, Office
Adobe Photoshop
Norton Antivirus
Nintendo Wii
1996
31. Cooper personas
REQUIREMENTS
์ฌ์ฉ์์ ํ๊ฒฝ๊ณผ ํ์์ ๊ดํ ์กฐ์ฌ ๋ฐ ๋ชจ๋ธ๋ง์ด ์ฐ์ ์๋จ
User Research Modeling, Personas
Observation & interview
Cultural model
POEMS user research
36. STILL, CANNOT MANAGE RISKS
์ค์ ์ฌ์ฉ์์๊ฒ ํ๊ฐ๋ฐ์๋๊น์ง ๊ธธ๊ฒ๋ 5-6๋ ์ด ๊ฑธ๋ฆฌ๊ธฐ๋ ํฉ๋๋ค.
Not realistic to do a full design up front
Hard to adjust your design mid-stream
Hard to estimate your schedule, slippage
Hard to wrap up at the end
Takes too long before real-world validation.
36
39. NEVER-ENDING CYCLE
์ด์ ์๋ ์ ํ์ ์ถ์ํ๋ฉด ๋
์ด์๋๋ฐ, ์ด์ ๋ ์ถ์ ํ์
๋ ๊ณ์ํ์ฌ ๋ฐ๋ณต์ ์ผ๋ก ๊ฐ์
Requirements ์ ํ๊ฒ ๋์์ต๋๋ค.
What to build Now you are not done after shipping
the product. You can release new
Design version of your product as many
times a day or a week as you like. No
one waits for another 5 years for a
new version anymore.
Implementation
Verification How to build it
Maintenance
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42. SHORTEN CYCLE TIME
Confront reality more often Break development into chunks
Finish chunks completely
Donโt need to release, but you can
Fiction Reality
...
1-4 weeks
Shipping Shipping Shipping Shipping
software software software software
์ ํ์ ํ๋ฒ์ ๊ฐ๋ฐํ์ง ์๊ณ , ๋ช์ฃผ๋ง๋ค ์ด๋ ๊ฒ ๋๋ฉด ์ฐ๋ฆฌ์ ํ์ด ํ์ค์ ์ผ๋ก ๊ธฐ๋ฅํ๊ณ
ํน์ ๋ถ๋ถ์ ์ถ๊ฐ ๊ฐ๋ฐ, ํ๊ฐํ์ฌ ์ถ์/ ์ฌ์ฉ๊ฐ๋ฅํ๊ฐ, ์ํํ๊ณ ํ์ํฉ์ ์ธ์ ๋ ์
์ ์ฅํฉ๋๋ค. ๋ช์ฃผ๋ง๋ค ์กฐ๊ธ์ฉ ์ถ๊ฐ ๊ฐ์ ํํ ํ์ ํ ์ ์์ต๋๋ค. 42
๋ ์์ ํ์ด ๋ง๋ค์ด์ง๋ ๊ฒ์ ๋๋ค.
43. SCRUM STANDING MEETING
For 15 minutes every 24 hours:
What I did yesterday
What am I going to do today
Whatโs blocking me
ํ๋ฃจ์ ํ๋ฒ, 15๋ถ๋์ ํ์ด ๋ชจ์ฌ์ ์ด
์ธ๊ฐ์ง๋ง ๊ณต์ ํด๋ ํฐ ๋์์ด ๋ฉ๋๋ค.
43
50. WHAT TO BUILD AND WHY?
How does iterative design fit with this?
Is our product actually desirable?
Is our product actually usable?
Are we meeting our business goals?
50
51. LEAN
์ค์ฌ๋ถํฐ ๋จผ์ ์ธ์ฐ๊ณ ์ฃผ๋ณ์ ๊ณ์ํ์ฌ ์ฑ์๋๊ฐ๊ธฐ
You should
design and measure
while you build it
incrementally.
51
52. LEAN PROCESS
๊ณ์ํ์ฌ ์ ํ์ ์ด์ฉ๋๋ฅผ ์ธก์ ํ๊ณ ๊ฐ์ ํ๊ธฐ
Requirements
What to build
Design
Implementation
Verification How to build it
Measurement 52
53. HOW DO YOU MANAGE PERFORMANCE?
์ธก์ ํ์ง ์๋๊ฒ์ ๊ด๋ฆฌํ ์๋ ์์ด์!
You canโt
manage what
you donโt
measure.
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54. LEAN PHILOSOPHY
Learning is a product
Test every assumption
Measure on real users
MEASURE! MEASURE! MEASURE! MEASURE!
...
1 week
Release Release Release Release
software software software software
54
55. LEAN PHILOSOPHY
Learn as quickly as possible
Build only what you need
Iterate early and often
Build
Learn Measure
56. EVERY INTERACTION IS A FUNNEL
๋ชจ๋ ์ธํฐ๋์ ์ ๊น๋๊ธฐ ๊ตฌ์กฐ๋ก ์๊ฐํด๋ณด์ธ์.
You can lead users to behave a certain way by
redesigning and optimizing funnels.
Arrive at Service
Sign up with the Service
Create Profile
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61. WHATโS WRONG WITH THIS APPROACH?
Experiments can be heavyweight
Doesnโt help us synthesize
Can stifle creativity, lead to local optimization
Metrics only offer one type of insight
61
62. FOUR APPROACHES
์ค๋ ์๊ฐํ ๋ค๊ฐ์ง ๋ฐฉ๋ฒ๋ค์ ๋๋ค.
Waterfall Iterative Agile Lean
Skyscraper Playground Lego House Flower Arrangement
์ ์ฒด์ ์ค๊ณ ํ ์ผ๊ด์ ์ผ ์ฌ๋ฌ๋ฒ์ ํ๋กํ ํ์ดํ์ ํตํด ์กฐ๊ฐ์กฐ๊ฐ ๋๋์ด ๋์์ธํ๊ณ ์ต์ํ์ ์ค์ฌ๋ถ๋ถํฐ ๋ง๋ ํ
๋ก ์ง๊ธฐ ์ฌ์ฉ์ ์ค์ฌ์ ๋์์ธ์ ์ ํํ ๊ฐ๋ฐํ๊ธฐ ์ ์ง์ ์ผ๋ก ์ฑ์๋๊ฐ๊ธฐ
๊ฐ๋ฐ์ ๋ค์ด๊ฐ๊ธฐ
You should You should You can You should
design design user- design design &
before you centered while you measure
build it before you build it while you
all at once. build it incrementally. build it
all at once. incrementally.
63. PROJECT MANAGEMENT IS IMPORTANT.
Using the right approach leads to: ํ๋ก์ ํธ ๋ฐฉ๋ฒ๋ก ์ ์ ์ฌ์ฉํ๋ฉด ํฐ ํจ๊ณผ์ ์ฐจ์ด๋ฅผ ๋ณผ ์ ์์ต๋๋ค.
Creativity / insight Structure / constraints
Experimentation Speed / predictability
But no approach is perfect, so: ํ์ง๋ง ์์ ๋ง์ ๋ฐฉ๋ฒ์ ์ฐพ๋๊ฒ์ด ์ค์ํฉ๋๋ค.
Mix it up and experiment to find your own flavor.
Iterate and iterate until successful.
Measure and understand user behaviors,
and influence them with every redesign.
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64. BUT MORE IMPORTANT IS...
What youโre building
Love your product.
Keep your raw skills sharp.
64
65. BUT MORE IMPORTANT IS...
Who youโre building it for
Know your users.
Know your domain.
65
66. BUT MORE IMPORTANT IS...
Who youโre building it with
Bond with your team.
Have a lot of fun together.
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