The document discusses the foundations of Lean UX which include design thinking, agile software development, and the Lean Startup method. It emphasizes that Lean UX teams should be cross-functional, small, co-located, and focus on outcomes rather than outputs. The principles of Lean UX are to remove waste, conduct continuous discovery with customers, embrace failure for learning, and get team members out of the office to engage with users.

2. What it is
Deeply collaborative and cross-functional. - No
isolation from the rest of the product team.
Need daily, continuous engagement with our
teams to be effective.
We can measure what works, learn, and adjust.

3. Three Foundations
Design Thinking
Agile Software Development
Lean Startup Method

4. 1. Design Thinking
• Every aspect of a business can be approached
with design methods.
• Gives designers permission and precedent to
work beyond their typical boundaries.
• Encourages non-designers to use design methods
to solve the problems they face in their roles.
• It is a critical foundation that encourages teams to
collaborate across roles and consider product
design from a holistic perspective.

5. 2. Agile software development
Individuals and interactions over processes and
tools.
Working software over comprehensive
documentation.
Customer collaboration over contract
negotiation.
Responding to change over following a plan.

6. Skip me – explain previous slide
1. Individuals and interactions over processes and tools. To generate the best solutions quickly, you must engage the entire team.
Ideas must be exchanged freely and frequently. The constraints of current processes and production tools are eschewed in favor of
conversation with colleagues.
2. Working software over comprehensive documentation. Every business problem has endless solutions, and each member of a team
will have an opinion on which is best. The challenge is figuring out which solution is most viable. By building working software sooner,
solutions can be assessed for market fit and viability.
3. Customer collaboration over contract negotiation. Collaborating with your teammates and customers builds a shared understanding
of the problem space and proposed solutions. It creates consensus behind decisions. The result? Faster iterations, real involvement in
product making, and team investment in validated learning. It also lessens dependency on heavy documentation, as everyone on the
team has already participated in making the decisions that were used to require written communication and defense.
4. Responding to change over following a plan. The assumption in Lean UX is that the initial product designs will be wrong, so the goal
should be to find out what’s wrong with them as soon as possible. Once we discover what’s working and what’s not, we adjust our
proposals and test again. This input from the market keeps us agile, constantly nudging us in a “more right” direction.

7. 3. Lean Startup method – founded by Eric Ries.
Advocates the creation of rapid prototypes to
test assumptions and uses customer feedback.
Reduce waste by increasing the frequency of
contact with real customers, therefore testing
and avoiding incorrect market assumptions as
early as possible.

8. Why you need to fail
Ceramics class

9. Principles of Lean UX
Cross Functional Teams: Early conversations for greater
team efficiency: Software engineering, product management, interaction design, visual design, content
strategy, marketing, and quality assurance (QA) should all be included in a Lean UX team.
Small, Dedicated, Colocated – 10max, same location.
Communication,focus, and camaraderie.
Progress = Outcomes, Not Output: Features and services are
outputs. The business goals to achieve are outcomes. Efficient progress should be targeting to
outcomes.
Problem-Focused Teams as opposed to a set of features to implement -
deeper sense of pride and ownership in the solutions
Continued…

10. Continued…
Removing Waste anything that doesn’t lead to the ultimate goal –
speed
Small Batch Size design that is necessary to move the team forward –
no idle teammates
Continuous Discovery engaging the customer, empathy for users,
reduce time in debriefing and documentation
GOOB: The New User-Centricity “Getting out of the
building.” Give potential customers a chance to provide feedback on your ideas sooner than you
would have in the past.
Shared Understanding
Anti-Pattern: Rockstars, Gurus, and Ninjas elite
experts of their craft break down team cohesion and eschew collaboration

11. Continued…
Externalizing Your Work use whiteboards, foamcore boards,
artifact walls, printouts, and sticky notes to expose their work in progress to their
teammates, colleagues, and customers
Making over Analysis More value in the first version over debating
Learning over Growth focus on learning first and scaling second
Permission to Fail it’s ok to fail, safe to experiment breeding
creativity, frequent failures increase mastery of skill
(http://www.youtube.com/watch?v=HhxcFGuKOys) - why you need to fail video Ceramics story – weight over quality
Getting Out of the Deliverables Business Documents
don’t solve customer problems – good products do. Not the tools the team uses to
achieve it.

12. Work Sample
After two days of a group wireframing exercise,
the team of 4 goes back to their desks to:
Designer: Detail the design sketched
Front End Dev: Starts building the page
PM: Opens the wiki and documents the decisions, and later
that day reviews it with the product owner
The QA tester: writes the tests for the new section of the app.

13. The End