Reduce the risk of your mobile development
•Download as PPTX, PDF•
0 likes•400 views
Dave and Steve talked through 6 tips for developing a mobile app and customer experience.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (8)
Similar to Reduce the risk of your mobile development
Similar to Reduce the risk of your mobile development (20)
Reduce the risk of your mobile development
- 1. Hello! Steve Peters New Client Engagement Dave Heath Technical Director
- 2. We are 70 digital specialists
- 3. Reducing the Risk of Mobile Development
- 4. Let’s go back in time..
- 5. Do you remember where it started?
- 6. True Mobile First True MVP Value Focused
- 7. April 2015 – Google Penalises for alt Mobile Experience As a result - Mobile First Design Principles Movement
- 9. #1 Consider the whole user experience
- 10. Know how your customers behave Identify your audience segments and understand their behaviours Use this to identify opportunities and pain points Map their interaction with your organisation and their ‘customer journey’
- 12. Design for the customer journey Planning and Anticipation Zoo VisitPost Visit Membership Researching days out Anticipation Travel to zoo Animal talks Education Verdict Sharing experience on social media Referring friends & family Buy ticket Social seeding Exploring the zoo Tours Taking photos Eat, drink Parking Buy tickets
- 13. Persona, time, place and device
- 14. Mobile web
- 15. Queue jumping
- 16. Mobile commerce
- 17. Way-finding
- 18. Gesture web maps
- 19. Using a mix of mobile web and app tools
- 21. Gamification – collect badges as you explore
- 23. All driven by single Sitecore CMS
- 24. #2 Go responsive in chunks
- 25. Managed user experience migration Users Users Users Users Users Old System New System
- 28. The Brief The LADbible prides itself on it’s community, so we want teams to come up with an innovative way that lets people volunteer and help out their local community — think Uber for volunteering. We’re looking for teams to make use of geo-location and social APIs (Facebook, Twitter, Instagram) to really bring people together and share what they are doing in the community. Lets make it viral!
- 30. Ruthless Prioritisation by Value Clear Process
- 32. CodeComputerlove - LADBibleChallenge - AProblemShared
- 33. #4 Five day mobile design sprints
- 35. Understand Define Prototyping Approach Understand - what are the user needs, business needs and technology capacities? Define - what is the key strategy and focus?
- 36. Prototyping Approach Diverge – how might we explore as many ideas as possible? Decide – select the best ideas so farDiverge Decid e
- 37. Prototyping Approach Prototype – create an artefact that allows us to test the ideas with users Validate – test the ideas with users, business stakeholders and technical experts Prototype x 2 Validat e
- 42. Testing #1 learnings People wanted to filter by cuisine early on People liked the occasion filter – wanted to make more of this Confusion around pricing filter – by restaurant average or voucher discount? Make more prominent to share the deal People wanted to see restaurant reviews before purchasing How to pick deal date/time needs to be clearer Pull through people’s food pics People wanted relevant notifications but wasn’t clear
- 45. #5 Test before, during and after
- 46. A B C
- 48. Over £1m extra revenue in 2014 from testing alone
- 49. Transform
- 50. Task Focus Current New Success Time Success Time 1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec 2. Transform company credibility 91% 3.1 sec 100% 5.36sec 3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec 4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec 5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec 6. Patient testimonials 91% 7.29 sec 91% 8.53sec Current results Average time taken to complete test 3.83 mins 1.61 minsAverage success score across all your tasks 71% 95%
- 51. Task Focus Current New Success Time Success Time 1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec 2. Transform company credibility 91% 3.1 sec 100% 5.36sec 3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec 4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec 5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec 6. Patient testimonials 91% 7.29 sec 91% 8.53sec Current V’s New results Average time taken to complete test 3.83 mins 1.61 minsAverage success score across all your tasks 71% 95%
- 52. Task Focus Current New Success Time Success Time 1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec 2. Transform company credibility 91% 3.1 sec 100% 5.36sec 3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec 4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec 5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec 6. Patient testimonials 91% 7.29 sec 91% 8.53sec Current V’s New results Average time taken to complete test 3.83 mins 1.61 minsAverage success score across all your tasks 71% 95%
- 53. Proven to be 6x more effective before we design or build anything
- 54. #6 It’s more than just an MVP
- 55. People
- 56. Process
- 57. Team Stand-up
- 58. 1. Legend – This shows the types of cards (by colour) that can be on the board, these include New features, Tech debt, Defects, Investigations (support) and External Issues (e.g. new servers). The purpose of this is to clearly visualise the type of work that is being processed 2. Limits – Each pending and work in progress column has a limit to control the amount of work that can be taken on. These limits are set based on resource levels and other bottlenecks, and are intended to encourage the PULLING of work when capacity exists rather than continuing to force more work onto a bottleneck. 3. Avatar – Each team member has ONE avatar to place on the item they are on, this tells other team members that this card is being worked upon and should be progressing. As we pair on most development, there will often be more than one avatar on each Dev task. 4. Arrows – Indicate movement of tasks since the last standup, again this is part of the visualisation of the process. These cards are often ignored at the standup, as we want to focus on the items that are not progressing, such as… 5. Blockers – We want to minimise blockers as they cause more bottlenecks in the system, so we clearly indicate these items with blocked avatar. An additional requirement to blocking a card is to add the details of WHO and WHY the item is unable to proceed. 6. Waste – Tasks can be abandoned at any stage in the process, we collect these and review at the weekly retrospective. 7. Continuous Improvements – Also, at the weekly retrospective we decide upon three improvement points that we want to tackle for the following week. These are summarised on the board and recalled at the beginning of the morning standup, if we fail to make any progress on an improvement then it may be rolled over to the next week. Simple-TransparentProcess
- 59. Delivery Mechanics • Understand ‘Flow’ • Identify Impediments & Impact • Optimise to create Efficiency • Become Reliable in Delivery • EVERYONE PLAYS THEIR PART
- 61. Retrospectives
- 62. Technology
- 63. Reduced Total Cost of Ownership Cost per change Time
- 65. Fast feedback
- 66. Is this the advice you get?
- 67. #6 Summarised
- 68. #1 Consider the whole user experience #2 Go responsive in chunks #3 Hack day inventions #4 Five day design sprints #5 Test before, during and after #6 It’s more than just an MVP
- 69. Building things is easy. Building the right things is hard.
- 70. Free workshop
Editor's Notes
- The best mix of Strategy, Channel, UX, Creative & Technical specialists
- Dave has been in internet/ecommerce business’ for 15-20 years. Even 15 years ago was at the forefront of what was the mobile revolution! Who remembers WAP?
- The thin simple colourless interface allowed ‘some kind of experience’ whilst on the move. Dave wrote one of the first mobile solutions in the market place, and yet today, 15 years on, although the technology is considerably better –we are still battling with true mobile adoption and understanding of what Mobile First & MVP actually means within business’ today Yes, it was slow… Yes, it was un-inspiring… Could you strip down your customer journeys so that a page/deck didn’t exceed 1.25kb (including images!?)
- However it did a few things very well.. It made us think about a Mobile First experience – not the web with bits taken off. Offerings were clearly MVP focused –no bells – no whistles - no glitter. Only the things that offered Value were created - and had to be strictly cut down to make the journey work in 3-4 page/card/decks.
- Mobile and responsive design principles have been driven by Google in April 2015 when they started to penalise websites for serving a different mobile experience This has meant that there is a movement towards mobile first design principals.
- All the answers and direction lies in understanding your customers and what the business need to deliver against it. I encourage you to engage with a 3rd party to extract the business-out view of the world as it can help to cut though internal politics – or simply taking a fresh view as an outsider can be revealing
- So how did we apply this thinking to the zoo? Opened in 1931 Largest zoo in the UK, to 15 zoo globally, 110 acres of award-winning zoological gardens 450 species and over 11,000 animals 1.4 million visitors per year The zoo is both visitor attraction and conservation charity. The attraction revenues funding the many active conservation projects at home and abroad.
- Via a combination of qual and quant methods, across customer and business stakeholders we can start to create a holistic picture of what the potential touch points are both off and online in someone’s experience with us. All the decisions we make then are mapped back to this to assess cost/benefit. Sitecore and the DMS is really great at mirroring the personas and user journeys from theory into practice, giving weightings and values to those people who display behaviours that are most profitable; personalising the experience we want them to have.
- Pushing tickets and time-sensitive content
- Biggest opportunities were at the actual zoo itself. Mobile devices being a means to interact throughout the planning and visiting stages of the customer journey. 1. Queues Customers hate queuing to buy tickets and get entry
- The second biggest opportunity is way finding. Signposting and route plotting in the zoo.
- Use native features from phone Geo-location Camera Enhanced interactivity and responsiveness for Map Content available offline
- Apps – success of the map on mobile has led us to an enhanced view for Apps
- Use native features from phone Geo-location – proximity Enhanced interactivity and responsiveness for the Map
- Gamification Itinerary
- Using a single Sitecore CMS to manage content cross platforms Developed bespoke API to push data from CMS Track user behaviour to inform retention strategy
- Perhaps a better way to talk about it is ‘content first’ where you craft the experience around the content delivery plan and user’ journey.
- The teams were a mix of disciplines, from UX Design & Creative, Front End Development & API Development This multi disciplined team is how we work on a daily basis, no handoffs, just a team of specialists working together to solve problems. An extended team in every day Product Development would also consist of Product Management/Ownership, QA, Performance & Optimisation
- A few of our teams recently took part in a 24 hour Code Hack Competition – HackManchester – to build a working product. LADBible amongst other brands set challenges – LADBible’s was for Social Involvement - a simple brief that offers a range of solutions. This is an important point – don’t constrain innovation by being prescriptive with solution - there’s more than one way to skin a cat! Ill repeat that line – “Define the problem you’d like to be solved” -
- With no designs made upfront, just a few discussions on ideas within the team, within 24 hours the team had to use MVP principles to deliver a working product to help connect charities & volunteers with clever integrations to social media.
- Backlog was ruthlessly prioritised on the Value items – the core journey – no time for “nice to have’s” They were than prioritised by size, complexity, dependency The process used also allowed for clear visibility of progress and aid team focus and flow.
- Product was delivered in an iterative fashion – their first deployment was within the first hour. By the end of the 24 hours, the team had over delivered on the brief and built an extra admin website allowing charities to enter bespoke charity info & opportunities, and see the popularity of volunteer support. What did the team say as part of their retrospective? (apart from being very tired and wired on caffeine?) “We think we over delivered the MVP – we added extra features to the core journey that we really didn’t need to be there for an MVP when we thought they did need to be there.” These are the bells and whistles that everyone thinks they need, but in fact are just nice to have’s to the core journey.
- Understand – what are the user needs, business needs and technology capacities? Define – what is the key strategy and focus? Diverge – how might we explore as many ideas as possible? Decide – select the best ideas so far Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts Validate – test the ideas with users, business stakeholders and technical experts
- Understand – what are the user needs, business needs and technology capacities? Define – what is the key strategy and focus? Diverge – how might we explore as many ideas as possible? Decide – select the best ideas so far Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts Validate – test the ideas with users, business stakeholders and technical experts
- Understand – what are the user needs, business needs and technology capacities? Define – what is the key strategy and focus? Diverge – how might we explore as many ideas as possible? Decide – select the best ideas so far Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts Validate – test the ideas with users, business stakeholders and technical experts
- Understand – what are the user needs, business needs and technology capacities? Define – what is the key strategy and focus? Diverge – how might we explore as many ideas as possible? Decide – select the best ideas so far Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts Validate – test the ideas with users, business stakeholders and technical experts
- A quick pop quiz Ask the crowd which resulted in greater engagement from the mobile web homepage. Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
- A quick pop quiz Ask the crowd which resulted in greater engagement from the mobile web homepage. Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
- A quick pop quiz Ask the crowd which resulted in greater engagement from the mobile web homepage. Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
- Dan Pink – Drive The Truth about what Motivates Us.. The tech world has moved – it is more involved, more aware.. Use it – don’t abuse it.
- 15 mins max What did I do yesterday, what will I do today, anything that might stop me achieving this.
- Visible Living Process
- Tool sets that a transparent and flow right across our client portfolio down to agency team Providing data and forecasting based on stable team data. Using data will allow us to become stable in teams, and therefore stable to our clients
- Ability to visualise the delivery mechanics so that product teams can estimate more reliably.
- Retrospectives are an important part of improvement and optimisation. Discuss Waste at all levels of the delivery Choose 3 clear improvements to implement. Measure
- Most Agencies sit in the Red. Low starting cost, poor build quality and adaptability from the start. Over time changes get harder, until Cost per change becomes unmanageable. Usually ends in a tender for new supplier and website – cycle starts again. Definition of insanity. What we deliver – with an initial higher cost – is the ability to adapt and change the shape of your client solutions easier without an ever increasing cost & risk. This is done through modern Software Engineering – Repeatability & TDD, BDD, Automation, Repeatability,
- Let tools do the heavy lifting Automate everything Be clever & innovate how we can use tools and reuse
- More data and screens – giving clarity and purpose to teams and clients Requires you to define estimated value – which helps prioritisation. Benefits realisation the final feedback loop for a feature that drives improvement and sets direction for the next product iteration
- What did this do? It made us look good! We responded to the client faster than the email alert that New Relic sent out.