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UX London 2013
Simon Pan · April 2013
Conference Overview
• 3 days covering Product Design, Behaviour Design
and Design Strategy
• Inspiring talks and intensive workshops
• Awesome atmosphere
Key Themes
We don’t know what will work
• Observe people & learn from emergent behaviour

• It won’t be perfect first go. Test and iterate.
• Learn from failure AND success
Technology is moving FAST
• Computing power doubles every 18 months

• Robots are replacing human labour
• Our lives are littered with crap that doesn’t work

• Change favours the creative
There is no perfect process
• ...only process for the circumstance

• Good work doesn’t come from the “5 D’s”
• It’s important to be honest with ourselves and our
clients

• Change favours the creative
Design beyond the interface
• We need to work differently if we want to deliver
meaningful experience that deal real value

• The challenge is designing organisations, not UI
Presentation Highlights
Tom Hulme
IDEO
Design
Disrupted
Key Outtakes
• How can we learn from Urban Design?

• No matter how we design cities, people take their
own paths - “Desire Paths”
As Designers...
• We have the vision

• BUT The truth is in how
!
• Our responsibility is ALSO to react
How do we do it?
• Human needs rarely change

• We need to find ways to meet them more
meaningfully and delightfully
1. Launch to learn
• Need vision. Need purpose.

• Pick something to launch, we’ll learn far more

• Don’t be precious

• Small 2 pizza teams - line of sight with customer

• Build and learn as you go
2. Don’t fight desire
• Look for desire paths and remove friction

• Accept that we will be wrong

• Whatever users are doing is the truth

• Plenty of good tools to find desire paths
3. Neither open nor closed
• Think of products as a jar

• API’s are your best friend

• Think about ways to open things up. Good for
business, good for community.
4. You’re not alone
• Consider the bigger journey

• Work harder to design for how people leave
Jeff Gothelf
Neo
Better product definition
with Lean UX
Key Outtakes
• Startups fail because they don’t test their
hypotheses

• Defining the right product reduces time spent
building the wrong product

• You have to fail to learn
Product
 Manager
Rethinking Requirements
• Requirements are actually assumptions we are
making about:

• the audience and their needs

• our product and design
We need to shift our thinking
• Requirements =
• We know =
• Let’s build it =
• Build this feature =
On Lean UX
Bring the true nature (experience) of a product to
light as quickly as possible, in a collaborative, cross-
functional way with less emphasis on deliverables and
a greater focus on a shared vision and understanding
of the experience being designed.
“
On Design Thinking
• Empathy

• Creativity

• Rationality
Design Thinking + Lean UX
• Prioritise
Product Definition
• Who is our customer?

• What pain-points do they experience?

• What is our differentiation?

• What’s our business model?

• What business problem are we trying to solve?
Requirements as Hypotheses
• We believe that [building this feature] for [these
people] will achieve [this outcome] is our customer?

• We know we are successful when we see [this
quantifiable signal from the market]
Measure progress by outcome
• Companies currently measure output e.g ‘Did you
build this sign-up page?’

• Need to refocus teams on outcomes

• ...outcomes they can actually affect e.g not NPS
Measure progress by outcome
• McDonalds analogy:

• Fries = output

• Fat kid = outcome

• Obese population = impact
Make decisions with data
• Quantitative + Qualitative (objective observation)

• If it’s a bad idea, kill it before it kills you!

• If it’s a step in the right direction - change tactics

• If you’re getting there - double down and scale
Lean UX isn’t just for Designers
• Small, cross-functional “2 pizza teams”

• Bring perspective from all disciplines

• Everyone should understand the “why”

• Learn more, faster by sharing in discovery and
creation
Ben Terrett
Gov.UK
Building a consistent UX
across gov digital services
GOV.UK Vision 2013
Single place for all government services and
information online.
“
Challenges
• 2000+ websites to consolidate

• Single government domain

• Public sector - large number of stakeholder

• Complex approval process
How they got there
• Creating an environment that keeps learnings
within team

• Prioritising ‘good idea’ to ‘actually live’

• Advocating and changing the culture
typical
 approach
 to
 public
 sector
massive
 achievement!
Guiding Principles
• Gov should only do what gov does:
• Design in the environment that it’s going to be used

• Designing information not pushing around pixels -
Technology changes, content is forever
Key Learnings
• Gov.uk isn’t a story about Interface Design, it’s a
story about organisational design

• To enable design like this, we need to change how
we work and how we think

• Need a working culture that values its people,
embraces experimentation
What we can learn from the
GOV.UK case study

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UX London 2013 - Notes and Key Themes

  • 1. UX London 2013 Simon Pan · April 2013
  • 2. Conference Overview • 3 days covering Product Design, Behaviour Design and Design Strategy • Inspiring talks and intensive workshops • Awesome atmosphere
  • 3.
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  • 10. We don’t know what will work • Observe people & learn from emergent behaviour • It won’t be perfect first go. Test and iterate. • Learn from failure AND success
  • 11. Technology is moving FAST • Computing power doubles every 18 months • Robots are replacing human labour • Our lives are littered with crap that doesn’t work • Change favours the creative
  • 12. There is no perfect process • ...only process for the circumstance • Good work doesn’t come from the “5 D’s” • It’s important to be honest with ourselves and our clients • Change favours the creative
  • 13. Design beyond the interface • We need to work differently if we want to deliver meaningful experience that deal real value • The challenge is designing organisations, not UI
  • 16. Key Outtakes • How can we learn from Urban Design? • No matter how we design cities, people take their own paths - “Desire Paths”
  • 17.
  • 18. As Designers... • We have the vision • BUT The truth is in how ! • Our responsibility is ALSO to react
  • 19. How do we do it? • Human needs rarely change • We need to find ways to meet them more meaningfully and delightfully
  • 20. 1. Launch to learn • Need vision. Need purpose. • Pick something to launch, we’ll learn far more • Don’t be precious • Small 2 pizza teams - line of sight with customer • Build and learn as you go
  • 21. 2. Don’t fight desire • Look for desire paths and remove friction • Accept that we will be wrong • Whatever users are doing is the truth • Plenty of good tools to find desire paths
  • 22. 3. Neither open nor closed • Think of products as a jar • API’s are your best friend • Think about ways to open things up. Good for business, good for community.
  • 23. 4. You’re not alone • Consider the bigger journey • Work harder to design for how people leave
  • 24. Jeff Gothelf Neo Better product definition with Lean UX
  • 25. Key Outtakes • Startups fail because they don’t test their hypotheses • Defining the right product reduces time spent building the wrong product • You have to fail to learn
  • 28. Rethinking Requirements • Requirements are actually assumptions we are making about: • the audience and their needs • our product and design
  • 29. We need to shift our thinking • Requirements = • We know = • Let’s build it = • Build this feature =
  • 30. On Lean UX Bring the true nature (experience) of a product to light as quickly as possible, in a collaborative, cross- functional way with less emphasis on deliverables and a greater focus on a shared vision and understanding of the experience being designed. “
  • 31. On Design Thinking • Empathy • Creativity • Rationality
  • 32. Design Thinking + Lean UX • Prioritise
  • 33. Product Definition • Who is our customer? • What pain-points do they experience? • What is our differentiation? • What’s our business model? • What business problem are we trying to solve?
  • 34. Requirements as Hypotheses • We believe that [building this feature] for [these people] will achieve [this outcome] is our customer? • We know we are successful when we see [this quantifiable signal from the market]
  • 35. Measure progress by outcome • Companies currently measure output e.g ‘Did you build this sign-up page?’ • Need to refocus teams on outcomes • ...outcomes they can actually affect e.g not NPS
  • 36. Measure progress by outcome • McDonalds analogy: • Fries = output • Fat kid = outcome • Obese population = impact
  • 37. Make decisions with data • Quantitative + Qualitative (objective observation) • If it’s a bad idea, kill it before it kills you! • If it’s a step in the right direction - change tactics • If you’re getting there - double down and scale
  • 38. Lean UX isn’t just for Designers • Small, cross-functional “2 pizza teams” • Bring perspective from all disciplines • Everyone should understand the “why” • Learn more, faster by sharing in discovery and creation
  • 39. Ben Terrett Gov.UK Building a consistent UX across gov digital services
  • 40. GOV.UK Vision 2013 Single place for all government services and information online. “
  • 41. Challenges • 2000+ websites to consolidate • Single government domain • Public sector - large number of stakeholder • Complex approval process
  • 42. How they got there • Creating an environment that keeps learnings within team • Prioritising ‘good idea’ to ‘actually live’ • Advocating and changing the culture
  • 45.  to
  • 50. Guiding Principles • Gov should only do what gov does: • Design in the environment that it’s going to be used • Designing information not pushing around pixels - Technology changes, content is forever
  • 51. Key Learnings • Gov.uk isn’t a story about Interface Design, it’s a story about organisational design • To enable design like this, we need to change how we work and how we think • Need a working culture that values its people, embraces experimentation
  • 52. What we can learn from the GOV.UK case study
  • 53. Designing a better team • Centralised, multi-disciplinary, close proximity • Better spaces, intimate, focussed, wall space! • Clearly defined roles within teams • Specialisms are great, but using ‘UX Designer’ labels - everyone else is off the hook
  • 54. Designing a better team • The UX isn’t just the interface, it’s how fast the servers are, the structure of the URL, how the copy is written • Products are a team sport
  • 55. Designing better leadership • Need vocal and consistent support from the highest parts of the organisation • Continually evangelise for the team higher up and be the battering rams driving change http://www.flickr.com/photos/benterrett/8576183560/
  • 56. Designing better learning • Spend time creating artefacts. • Maintain a shared vision about the way we should approach challenges and define solutions • Be open to improving methodologies through learning and workspace hacks • Don’t be dogmatic
  • 57. Designing a better process • Focus on delivering small chunks of work • Visible deadlines and visible progress • Test driven development (browser and accessibility baked into each sprint) + real people • Continually deliver...avoid the big reveal