introduction to lean startup & lean user experience design
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"All men dream: but not equally. Those that dream by night in the dusty recesses of their minds wake
in the day to find that it was in vanity: but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it
possible."
- T.E. Lawrence, "Lawrence of Arabia"
THOMAS WENDT UX Strategist
Surrounding Signifiers
[email protected] @thomas_wendt
WILL EVANS Managing Director The Library Corporation
[email protected] @semanticwill
WHO ARE WE?
#NYInnovates
The problem with much software development and UX Design is that you spend months doing research, writing
requirements, designing and building software…
and discover no customer or user cares.
The problem with much software development and UX Design is that you spend months doing research, writing
requirements, designing and building software…
and discover no customer or user cares.
The problem with many startups is that you spend months or years doing research, writing requirements, designing
and building software…
and discover no customer or user cares.
It Started With a Question
If startups fail from a lack of customers not product development failure…
Then why do we have:
• A process for product development? • No process for customer development?
Lean* UX
#WTF?
*By Lean UX most people really mean
“UX in the context of the Lean Startup Method”
Term coined by Janice Fraser, Founder of LUXR
“Waste is any human activity which absorbs resources, but
creates no value.”
- James P Womak and Daniel T. Jones, Lean Thinking
Over the past 35 years, design & development, much like Waterfall*, accumulated a lot of wasteful, time-
consuming, CYA practices that delivered no discernable value to the business or to
customers.
Waterfall is a pejorative term used by Agilistas to describe traditional SDLC
WHAT IS LEAN STARTUP? A post-positivist apologetics of a “movement”.
“A Startup is a human institution
designed to deliver a product or service
under conditions of
extreme uncertainty”
– Eric Ries
If you can't describe what you are doing as a process, you don't know
what you're doing.
- W. Edwards Deming
Zach Nies
SO, THIS…
Your team should maximize for: LEARNING
FOCUS
While Minimizing: CYCLE TIME
SOME BASIC TENETS Uncover your customers’ pain points through research
Invalidate your assumptions
Generate many problem options
Frame problem options as hypotheses
Embrace multi-solutions experiments
Learning isn’t failure
Amplify what works
DIFFUSION OF INNOVATION
GOOB (GET OUT OF THE BUILDING) Hypotheses, Not Requirements
Focus on Learning Use Iterative Design & Testing
Small Batches = Less Risk Practice “Respect for People”
Perform Root Cause Analysis – 5 Whys
Core Lean Startup Concepts
1. Most teams don't start with a customer hypothesis; they work backwards from a solution hypothesis.
2. Because teams start with a solution hypothesis, it's almost impossible for them to generate multiple hypotheses for testing.
3. GOOB, when done poorly, is particularly prone to confirmation bias
4. Formulating hypotheses & stating assumptions is hard.
5. Designing reliable experiments is a skill that takes time to learn
6. People new to customer research are really bad!
7. When a customer interview is guided, it almost never provides opportunity for serendipitous insights to emerge.
Deconstructing Lean Startup
WHAT is LEANUX?
PRINCIPLES OF LEAN UX • Balanced team
Design + PM + Development = One team • Externalize thought process • Flow: Think > Make > Check • Research to understand Problem Space • No proxies between customers and team • Collaborative Sense-making • Generative Ideation: It’s about optionality • Formulate many small tests & measure outcome
SENSEMAKING HOW DO WE MAKE SENSE OF THE WORLD SO THAT WE CAN ACT?
LEAN STARTUP BERRYPICKING MODEL
CYNEFIN
The place of your multiple affiliations or belongings.
CREATING OPTIONS COLLABORATIVE DESIGN
TECHNICALLY THIS IS CALLED A CHARRETTE*.
CREATE PITCH
CRITIQUE
MINIMUM VIABLE PRODUCT A MOST MISUNDERSTOOD TERM
WHAT IS AN MVP?
“The minimum amount of effort you have to do to complete exactly one turn of the Build-Measure-
Learn feedback loop.”
Your team should maximize for: LEARNING
FOCUS
While Minimizing: CYCLE TIME
4 KINDS OF MVP Exploration An interaction with the customer that focuses on investigation his or her problems to understand past behavior and see if it is top of mind
Pitch An interaction with the customer that attempt to sell the product to a customer in exchange for some form of currency: time, money, or work.
Concierge Delivering the product as a service to the customer to see if the delivery matches the customer’s expectations.
Prototype A small, testable model whose sole purpose is to get feedback from a customer.
A danger with iterating through prototypes during the solution interview stage is that it is quite easy to get carried
away and end up with more than you need for you MVP.
In order to reduce waste and speed up learning, you need to pare down your
prototypes so that all you have left is the essence of your product:
The MVP.
Reducing the scope of your MVP not only shortens your development cycle, but also
removes unnecessary distractions that dilute your products messaging.
Your MVP should be like a great reduction sauce – concentrated, intense, and flavorful.
STEPS TO MVP
1. Start with your customer 2. Start with the Number One Problem 3. Eliminate nice-to-haves & don’t-needs 4. Repeat Step 3 for your Number Two & Number 3
Problems 5. Consider other customer requests – prioritize
them as well 6. Charge from day one (if you can) 7. Focus on learning, not optimization or scaling
MINIMUM SUCCESS CRITERIA
• Show to X number of people? • What is the conversion rate? • What % of people will validate? • What is the minimum “signal” for
you to continue with this? • Who will give you currency?
METRICS & MEASUREMENT
In a project, the purpose of analytics is to find your way to the right solution before your money
runs out.
WHAT MAKES A GOOD METRIC? A good metric is comparative Being able to compare a metric to other time periods, groups of users, or competitors helps you understand how things are moving
A good metric is understandable If teams can’t remember and discuss your most important business KPIs, its much harder to use data for for collaborative decision making
A good metric is a ratio or a rate • Ratios are easier to act upon • Ratios are inherently comparative • Ratios are good for uncovering interesting tensions between
apparently opposed forces
VANITY VS ACTIONABLE METRICS
Vanity metrics might make you feel all awesome and shit, but they don’t
change how you act.
Actionable metrics change your behavior by helping you choose a
course of action.
Counting followers and friends is nothing more than a popularity contest. It’s useless. It doesn’t
tell your team what action to take next.
EIGHT VANITY METRICS TO AVOID
• Number of page views • Number of unique visitors • Number of followers • Number of likes • Number of comments • Time on site • Emails collected • Number of downloads
A QUICK REVIEW
LEAN UX CYCLE
PRINCIPLES OF LEAN UX • Balanced team
Design + PM + Development = One team • Externalize thought process • Flow: Think > Make > Check • Research to understand Problem Space • No proxies between customers and team • Collaborative Sense-making • Generative Ideation: It’s about optionality • Formulate many small tests & measure outcome
Your startup should maximize for: LEARNING
FOCUS
while minimizing: CYCLE TIME
READING RECOMMENDATIONS
