3. Psychology
What is the user’s motivation to be here in the first
place?
How does this make them feel?
How much work does the user have to do to get what
they want?
What habits are created if they do this over and over?
What do they expect when they click this?
Are you assuming they know something that they
haven’t learned yet?
Is this something they want to do again? Why? How
often?
Are you thinking of the user’s wants and needs, or your
own?
How are you rewarding good behavior?
4. Usability
Could you get the job done with less input from the user?
Are there any user mistakes you could prevent? (Hint:
Yes, there are.)
Are you being clear and direct, or is this a little too
clever?
Is it easy to find (good), hard to miss (better), or
subconsciously expected (best)?
Are you working with the user’s assumptions or against
them?
Have you provided everything the user needs to know?
Could you solve this just as well by doing something
more common?
Are you basing your decisions on your own logic or
categories, or the user’s intuition? How do you know?
If the user doesn’t read the fine print, does it still
work/make sense?
5. Design
Do users think it looks good? Do they trust it
immediately?
Does it communicate the purpose and function without
words?
Does it represent the brand? Does it all feel like the same
site?
Does the design lead the user’s eyes to the right places?
How do you know?
Do the colors, shapes, and typography help people find
what they want and improve usability of the details?
Do clickable things look different than nonclickable
things?
6. Copywriting
Does it sound confident and tell the user what to do?
Does it motivate the user to complete their goal? Is that
what we want?
Is the biggest text the most important text? Why not?
Does it inform the user or does it assume that they
already understand?
Does it reduce anxiety?
Is it clear, direct, simple, and functional?
7. Analysis
Are you using data to prove that you are right, or to
learn the truth?
Are you looking for subjective opinions or objective facts?
Have you collected information that can give you those
types of answers?
Do you know why users do that, or are you interpreting
their behavior?
Are you looking at absolute numbers, or relative
improvements?
How will you measure this? Are you measuring the right
things?
Are you looking for bad results, too? Why not?
How can you use this analysis to make improvements?
8. User
Perspective
Whats of User Perspective
What is this?
What is the benefit for the user?
What should they do next?
10. UXisa Process
UX is not an event or a task
Your process as a UX designer is for
gather the information you need,
research the users,
design the solution make sure it is implemented properly
and measure the results
12. Problem
Statement
Elements of Problem Statement:
1. The current goals of the product or system
2. The problem the business stakeholder wants
addressed (i.e., where the goals aren’t being met)
3. An explicit request for improvement that doesn’t
dictate a specific solution
13. Problem
Statement
Template
[Our service/product] was designed to achieve [these
goals]. We have observed that the product/service isn’t
meeting [these goals], which is causing [this adverse
effect] to our business. How might we improve
[service/product] so that our customers are more
successful based on [these measurable criteria]?
15. Hypotheses
Testing your assumptions:
Hypothesis statement:
We believe [this statement is true].
We will know we’re [right/wrong] when we see the
following feedback from the market: [qualitative
feedback] and/or [quantitative feedback] and/or [key
performance indicator change].
16. Subhypotheses
Breaking the Hyphotesis down into smaller Parts
Hypothesis statement:
We believe [doing this/building this feature/creating this
experience].
for [these people/personas]
will achieve [this outcome].
We will know this is true when we see [this market
feedback, quantitative measure, or qualitative insight].
21. Principles
Cross-Functional Teams
Small, dedicated, collated
Progress=Outcomes, not Output
Problem-Focused Teams
Removing Waste
Small Batch Size
Continuos Discovery
GOOB: The New User-Centricity
Shared Understanding
Anti-Pattern Rockstars, Gurus and Ninjas
Externalizing Your Work
Making over Analysis
Learning over Growth
Permission to Fail
Getting Out of the Deliverables Business
22. Cross-
Functional
Teams
Cross-functional teams are made up of the various
disciplines involved in creating your product. Software
engineering, product management, interaction design,
visual design, content strategy, marketing, and quality
assurance (QA) should all be included in a Lean UX
team. Lean UX demands a high level of collaboration
between these disciplines. Their involvement must be
continuous, from day one of the project until the end of
the engagement.
23. Small,
Dedicated,
Colocated
Keep your teams small—no more than 10 total core
people. Dedicate them to one project and staff it all out
of the same location.
24. Progress=
Outcomes,Not
Output
Features and services are outputs. The business goals
they are meant to achieve are outcomes. Lean UX
measures progress in terms of explicitly defined
business outcomes.
25. Problem-
FocusedTeams
A problem-focused team is one that has been assigned
a business problem to solve, as opposed to a set of
features to implement. This is the logical extension of
the focus on outcomes.
26. Removing
Waste
One of the core tenets in Lean manufacturing is the
removal of anything that doesn’t lead to the ultimate
goal. In Lean UX, the ultimate goal is improved
outcomes; hence, anything that doesn’t contribute to
that is considered waste and should be removed from
the team’s process.
27. SmallBatchSize
Another fundamental from Lean manufacturing is the
use of small batch sizes. Lean manufacturing uses this
notion to keep inventory low and quality high.
Translated to Lean UX, this concept means creating
only the design that is necessary to move the team
forward and avoiding a big “inventory” of untested and
unimplemented design ideas.
28. Continuous
Discovery
Continuous discovery is the ongoing process of
engaging the customer during the design and
development process. This engagement is done through
regularly scheduled activities, using both quantitative
and qualitative methods. The goal is to understand
what the users are doing with your products and why
they are doing it. Research is done on frequent and
regular schedules. Research involves the entire team.
29. GOOB:The
NewUser-
Centricity
It may sound like a baby’s first word, but GOOB is
actually an acronym for what Stanford professor,
entrepreneur, and author Steve Blank calls “getting
out of the building.” It’s the realization that meeting-
room debates about user needs won’t be settled
conclusively within your office. Instead, the answers lie
out in the marketplace, outside of your building.
After years of advocating for customer research, the
UX community has a champion from the business
world in Steve Blank. Blank’s prescription: give
potential customers a chance to provide feedback on
your ideas sooner than you would have in the past.
Much sooner. Test your ideas with a strong dose of
reality while they’re still young. Better to find out that
your ideas are missing the mark before you’ve spent
time and resources building a product that no one
wants.
30. Shared
Understanding
Shared understanding is the collective knowledge of
the team that builds up over time as the team works
together. It’s a rich understanding of the space, the
product, and the customers.
31. Anti-Pattern:
Rockstars, Gurus,
andNinjas
Lean UX advocates a team-based mentality. Rockstars,
gurus, ninjas, and other elite experts of their craft
break down team cohesion and eschew collaboration.
32. Externalizing
YourWork
Externalizing means getting your work out of your
head and out of your computer and into public view.
Teams use whiteboards, foamcore boards, artifact
walls, printouts, and sticky notes to expose their work
in progress to their teammates, colleagues, and
customers.
33. Makingover
Analysis
Lean UX values making over analysis. There is more
value in creating the first version of an idea than
spending half a day debating its merits in a conference
room.
34. Learningover
Growth
It’s difficult to figure out the right thing to build and
scale a business around that thing at the same time.
They are contradictory activities. Lean UX favors a
focus on learning first and scaling second.
35. Permissionto
Fail
In order to find the best solution to business problems,
UX teams need to experiment with ideas. Most of these
ideas will fail. The team must be safe to fail if they are
to be successful. Permission to fail means that the
team has a safe environment in which to experiment.
That philosophy applies to both the technical
environment (they can push out ideas in a safe way)
and the cultural environment (they won’t be penalized
for trying ideas that don’t succeed).
36. GettingOutof
theDeliverables
Business
UX refocuses the design process away from the
documents the team is creating to the outcomes the
team is achieving. With increased cross-functional
collaboration, stakeholder conversation becomes less
about what artifact is being created and more about
which outcome is being achieved.
38. DesignStudio
Process
Problem Definition and Constraints
Individual Idea Generation (Diverge)
Presentation and Criique
Iterate and Refine (Emerge)
Team Idea Generation (Converge)
41. IndividualIdea
Generation
(10minutes)
A 6-up template
Write the persona’s name and pain point at the top
of each of the six boxes.
Can write the same persona/pain point as many
times as they have solutions for that problem
Use visual articulaions (UI sketches, workflows,
diagrams, etc.)
42. Presentation
andCritique
(3minutesperperson)
Going around the table, give each participant 3
minutes to hold up his or her sketches and present
them to the team.
Explain for whom they were solving a problem
(persona), which pain point hey were addressing
(hypothesis), then explain the sketch.
Each member of team should provide critique and
feedback to the presenter.
Critiques should focus on clarifying the presenter’s
intentions.
Every team member presents and receives critique.
44. TeamIdeaGeneration
(45minutes)
Now everyone has feedback
The team must coverage on one idea.
Team is trying to converge on the idea they feel has the
biggest change to success.
This idea serve to create an MVP and running
experiments.
45. StyleGuide
Collaborative tool to design more easy
Accepted pattern library that codifies the interactive, visual and copy
elements to a user interrface and system.
Headers, footers, grids, forms, labels, button logic, and everything else
that goes into your product’s user experience goes in the style guide.
Approaches to creating a style
guide:
Big bang
Slow drip
47. CreateandMVP
1. Consider what you’re trying to learn. Response:
Is there a need for the solution I’m designing?
Is there value in the solution and features I’m offering?
Is my solution usable?
48. MVPGuidelines
To maximize your learning:
Be clear and concise
Prioritize ruthlessly
Stay agile
Measure behavior
Use a call-to-action: i.e. “Sign up” or “Buy now”
To deliver value to your customers:
Be functional
Integrate with existing analytics
Be consistent with the rest of the application
49. Demosand
Previews
Focus on primary workflows of your MVP to give sense
of temporary tunnel vision, to validate experience and
efficacy,
Test with your teammates, stakeholders, and members
of other teams, within company.
50. Feedbackand
Research
UX research is continuos; build research activities into
every sprint.
UX is collaborative. Research activities and
responsibilities are distributed and shared across the
entire team.
51. Feedbackand
Research
Feedback from various sources will come across
situations in which presents contradictions.
How to maintain momentum and ensure maximize
learning:
Look and patterns
Park your outliers
Verify with other sources
Test everything policy
