minimum viable web: mobx 2012

The Minimum Viable WebKristofer Layon

MobX — 17 November 2012Berlin, Germany

Welcome to my presentation about the Minimum Viable Web. I am here to introduce you to some useful product management tools and techniques to help you improve your web products so that your users’ needs are met better, and also so your organization or business is more successful. Aber zuerst, es gibt etwas, das ich für meine deutsche Kollegen reparierien möchte. Ein bisschen “Bad German”, sozusagen...

Ich bin ein Berliner!

Everyone is probably familiar with JFK’s visit to Berlin during the Cold War, and his well-known quote, “Ich bin ein Berliner” (I am a Berliner). Kennedy and his team were savvy enough to want to appeal to the local residents, so the speechwriters were careful to include this German phrase.

Ich bin Berliner!

Everyone is probably familiar with JFK’s visit to Berlin during the Cold War, and his well-known quote, “Ich bin ein Berliner” (I am a Berliner). Kennedy and his team were savvy enough to want to appeal to the local residents, so the speechwriters were careful to include this German phrase.

The Minimum Viable Web | Kristofer Layon | @klayon | MobX — 17.Nov.2012

However, German speakers know that the grammar was incorrect. The correct translation is “Ich bin Berliner”. When the article “ein” is used, the term “Berliner” refers to a jelly-filled donut.


1. What is “minimum viable”?

2. Being responsive

3. Writing and following user stories

4. Prioritizing user stories

5. Developing business proposals

6. Sharing roadmaps and release plans

This is a great example of showing us that we can never know our customer well enough; no amount of research can ever be enough. So my session focuses on tools and techniques that you can use to help you understand how to design better for the people who use your products and services, whether you are a designer, developer, project manager, or have another role.

1. What is “minimum viable”?


What is a “minimum viable” solution? On the surface, it sounds like it is the least amount of design and development that is necessary. But it is actually more than that: it is the least amount of design and development that will meet your users’ expectations and your organization’s goals.


As an example, I’ll highlight some mobile applications that I started to manage last year. After designing web sites at a traditional university for over ten years, I was excited to get more involved in mobile design. So I was excited to accept a new job at a very non traditional, online education company, where I could be the product manager for Capella’s mobile apps. It would allow me to work on mobile product design full time.


The apps that they already started working on looked great, and were already available to their students. The apps allow students to participate in course discussions, and also provide additional services including mobile library tools for searching for books and articles. The apps were considered minimum viable versions. They didn’t have every feature that they could have, but they were a start.

Can you imagine a telephone service that did not ring when there was a new call?


The trouble is, user satisfaction surveys and app store ratings told us that few customers were satisfied with the initial releases of these apps. Feedback confirmed that our apps that did not have notification options for updates or events. Users equated this to having a telephone that does not ring when there is a new phone call.

We would be unhappy — is there someone waiting for us to answer?


Can you imagine if your phone did not notify you of a phone call, and needing to remember to check it regularly to see if there is someone there waiting to talk to you? Seeing our apps in this light made us realize that even though we thought they were successful in how they were designed, the company had been wrong to not include notifications as part of the initial release.

Similarly, without notifications our app appears to be OUT OF ORDER.


Our customers essentially told is that not including notifications made our apps appear to be out of order. So even though the company had thought that they were a minimum viable version to release for use, in hindsight we learned that this was a mistake. So how can you know when it is safe to release a new product, and then how do you know how to improve it later?

2. Being responsive


Today, the discipline of product management helps us maintain focus on user-centered needs and the least amount of design and product that is necessary to satisfy customers. It also emphasizes a continuous feedback loop of validating design with people, making small adjustments, delivering new enhancements, and repeating for continuous improvement. And starting with just enough to get going.

It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.

Charles Darwin1809-1882

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As Charles Darwin put it, after studying variations in species that led to his theories on evolution: isn’t the best design the one that is most responsive to change? Just as the species that are most well-suited for their environments thrive (and the ones that are not either adapt or die out), web products need to respond to their environment as well — an environment that includes user expectations.

http://en.wikipedia.org/wiki/Abraham_Maslow


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Darwin saw evidence of evolution in the natural variation within species such as birds. Each of these birds has a different beak shape, which Darwin understood was due to constant, iterative changes that happened as the species who were best-suited to eat certain seeds reproduced over time through natural selection. This process emphasizes the successful details of a “design” over time.



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Whereas the example of the Wooly Mammoth is one of inability to respond enough to the environment through adaptation. It likely died because of rapid environmental changes, or perhaps being hunted to extinction by humans. In either case it was unable to respond to environmental changes that threatened its success. We don’t want to our product designs to be like Wooly Mammoths.



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So here is the changing environment of web browsing: smartphone sales eclipsed sales of PCs 2 years earlier than projected by Wall Street analysts. Boom! It’s the equivalent of an asteroid slamming into the planet of web design and making many species of dinosaurs go extinct. You do not want your web products to be among the casualties, do you?



© 2012 Capella Educa/on Company — Confiden/al — Do not distribute

Compe//ve Analysis: current

Capella Phoenix Walden Liberty Ashford Strayer

iPhone App Store

Android App Store (Google Play)

Discussion read

Discussion write

NoAficaAons: grades

NoAficaAons: reply from instructor

NoAficaAons: reply from classmate

Course media (docs, A/V, ebooks)

Campus news

Library

Register for courses

Tasks

2.5 3.0 2.5 3.0 4.0 n/a

2.3 4.4 2.5 3.5 4.0 n/a


So the first technique that I encourage you to use is what I did when I started to improve this mobile product. I took a closer look at our environment, including our competition. I did this by looking at app store ratings of the iOS and Android versions of our mobile apps. Our competitors with notifications had higher customer satisfaction.


Compe//ve Analysis: 2013

Capella Phoenix Walden Liberty Ashford Strayer

iPhone App Store

Android App Store (Google Play)

Discussion read

Discussion write

NoAficaAons: grades

NoAficaAons: reply from instructor

NoAficaAons: reply from classmate

Course media (docs, A/V, ebooks)

Campus news

Library

Register for courses

Tasks

4.0 3.0 2.5 3.0 4.0 n/a

4.0 4.4 2.5 3.5 4.0 n/a


Today I believe that adding notifications to our mobile apps should increase customer satisfaction. In other words, without notifications in our initial release, our mobile solution did not meet the minimum expectations that our customers had. Though I don’t mean to suggest that competition should be your only roadmapping guide; you don’t want to participate in a feature war. But competitive analysis is one good way to determine how to improve a product, and this type of visualization is also a good way to obtain support from clients and business stakeholders.

How can your design (and organization)weather environmental changes?


So how can product management help your or your client’s web product succeed, especially when technological and customer preference changes are rapid?

Don’t set out to redesign.

Respond and reprioritize.


It can seem daunting to react, thinking that product redesigns are necessary to succeed. And sometimes that is the case. But before reaching that point, decide instead to just respond and reprioritize what you do. You may be able to respond enough to be successful without needing to fully redesign your solutions.

3. Writing and following user stories


User stories are one of the most important tools for keeping design and development teams focused on environmental changes and user expectations.

User stories:Defining user needs in human terms


I’d like you to focus on writing and solving user stories rather than just thinking of good technical solutions. User stories ensure that your design solutions are properly focused on solving human needs. By defining and maintaining a backlog of user stories on which to focus your design and development, you have a disciplined way to iteratively improve your web site or app over time.

User stories help you focus your successon making a real impact, not just

delivering solutions.


Good user stories focus exclusively on user’s human needs, but not just that. They should also incorporate business goals. User stories should help guide design and development in ways that improve customers’ user experiences in ways that also improve organizational or business goals.

Students visiting our web site will use a jQuery web form to interact with our event registration, and will get there by seeing

Forms in the top nav.

Bad


Here’s a poor example of a user story. It mixes up a developer’s personal bias toward using jQuery with what a user actually needs to do. But the fact is, people visiting a web site are not seeking to interact with jQuery. They’re coming to a site to learn something or get something done. So help them get that done in the leanest, most responsive way possible. The developer’s preference may not necessarily be part of the best solution.

•Output: what you make•Outcome: the UX results of using what

you make•Impact: the business results of using

what you make


The right ingredients

By focusing on output, outcome, and impact, you can write user stories that define what your solution needs to solve. That way you’ll have a user-centered way to measure success. Because success isn’t about delivering jQuery, it’s about increasing outcomes that have a real impact on organizational goals.

As a student, I am able to register for an event on your web site.

Good


So this is a good start to a user story. It defines a basic output: an event registration.

As a student, I prefer to register for an event on your web site using my

smartphone.

Better


This is slightly more refined, because it defines an outcome: it puts the desired output in the context of a desired outcome, being able to generate the output on a smartphone.

As a student, I prefer to register for an event on your web site using my

smartphone. I am more likely to register that way and attend the event.

Best


And this user story is an example of one that defines not just output and outcome, but impact of the design. You’re not just going to measure registrations, or even mobile registrations. You’re going to measure success by how many people attend the event, and of those how many were able to register on their preferred device of a smartphone. This goes beyond the typical measure of success: web analytics.

4. Prioritizing user stories


By interviewing and surveying users, noting their preferences and expectations, and then writing good user stories, you can develop a backlog of user stories. This backlog is what your team can focus on as they determine how to design and develop product improvements that will increase customer satisfaction. But what happens if you have too many stories to try to solve? Then you need to prioritize.

Determining priority:Maslow’s Hierarchy of Needs


I suggest taking a look at Maslow’s Hierarchy of Needs as a way to understand how human needs are met, and a framework to assess which user stories might be the most important ones to work on first.

Abraham Maslow(1908-1970)

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Abraham Maslow was a pioneering developmental psychologist whose research and writing focused on a theory of a hierarchy of human needs, motivation, self-actualization, and potential.



Abraham Maslow, A Theory of Human Motivation, 1943


This graphic of Maslow’s theory of human motivation illustrates these needs in a pyramid, with the most fundamental needs as the foundation at the bottom. Each layer needs to be met before you are able to focus on the next level of needs. The first four layers are basic or “deficiency needs”; the top layer is unique and the most advanced, considered “being needs”.

Kristofer Layon, A Theory of Human Motivation, 2012

Mobile

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HTML5

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Pinch+Zoom

Performance

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Transitions

Local storage

Web sockets

Offline


I think this hierarchy can be used to systematically analyze features or enhancements to the web, too. We need to be able to see and navigate above all else. Then we can focus on reading, and thereafter responding and sharing. After that, how fast or well this happens (performance) is important. Then there are “extras” like HTML 5 and JavaScript.

The Minimum Viable Web | Kristofer Layon | @klayon | MobX — 17.Nov.2012 http

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Brad Frost liked my suggestion and created this version for a Smashing Magazine article that he wrote in August 2012: start with giving people access to data and information, then help them interact with it, the improve performance, and focus on extra enhancements last.





You can have more than one priority,

but everything can’t be your top priority.

Product management is about identifying needs

and managing priorities to maximize satisfaction.


As you try to assess opportunities and priorities for improving the design of your product, there are other ways to analyze how products satisfy customer needs and expectations. Let’s take a look at another way to think about this.

Kano Model


Another useful tool for analyzing product attributes is the Kano Model, originally developed for the Japanese auto industry. It breaks product attributes down into three categories. Note that the different attribute categories yield different results because of customer expectations.

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A quick explanation by way of analyzing a car: a basic feature of a car is a steering wheel. In other words, not having a steering wheel is a fundamental problem. It’s a basic requirement, so long as cars are actively steered by a human driver (maybe someday they won’t be). But having a steering wheel doesn’t get your car high consumer ratings either.



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A performance attribute of a car is fuel efficiency. The less fuel it needs, the less it costs to operate the car. This is enhanced performance. So for some customers lower fuel efficiency results in lower product satisfaction. But high fuel efficiency results in higher satisfaction. So it’s much less binary than having, or not having, a basic attribute.



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A delightful feature of a car could be a convertible top. Putting it down lets you sit in the sun and have the wind blow through your hair. It can make a car a lot of fun to drive, but it doesn’t aid in performance and it is also not a basic function of a car. So most cars lack a convertible top, but that doesn’t adversely effect product satisfaction. That’s what distinguishes a delightful feature.


In approaching a product, we can see how balancing feature attributes and priorities with the Kano model can help achieve higher product effectiveness and satisfaction. If we are building a car, it has to start with basics like a frame.


Then it needs other basic attributes: additional body parts and that darn steering wheel.


And it most certainly needs wheels -- another basic attribute of a car.


A windshield is mostly a basic requirement as well. But it also has performance attributes: it helps make the car’s shape more streamlined, which aids in energy efficiency.


An add-one feature like a light bar on the roof is mostly a desirable attribute. Some people might think it looks cool; it’s not a basic or performance feature.


The right balance of basic, performance, and desirable features makes the owner of the car happy and satisfied. It’s a solution that is biased towards functionality over the extra features or ornamentation of superfluous design.


On the other hand, the wrong balance of the three Kano attributes can get you in trouble. You don’t want to prioritize performance and desirable features until after you have all of the essential basic features delivered. Desirable or performance features cannot make up for a missing basic feature.

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Clients and executives like graphs!


A blend of these tools and visualizations are very helpful. And using charts and graphs can be very helpful and persuasive. As a designer, they may not be your first choice of medium for communicating your ideas, but you need to recognize that well-presented data can help you meet your product design goals. It’s very important to communicate in ways that clients and stakeholders understand to gain their support.



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Performance DelightBasic

54321 Trabant

Kano attributes


Kano Analysis

Let’s take another look at how Kano analysis can be used to assess product satisfaction. This example begins with the Trabant, an East German car produced until the late 1980s when East and West Germany were reunified. As westerners, we would probably assess this product in this way: all 1s on a 5 point scale.



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54321 Porsche

Kano attributes


Kano Analysis

Similarly, we might determine that a Porsche, another German car, would be all 5s. It not only meets the basic requirements for a car, its performance is high, and it’s beautiful and delightful to drive.



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54321 Porsche

Parent of 3 childrenKano attributes


Kano Analysis

On the other hand, it’s important to know your customers. What if the customer I’m trying to satisfy is a parent of three children? Then a Porsche would rate lower on basics— not enough room for those kids. Performance-wise, it’s also an inefficient vehicle for family tasks like getting groceries. It’s still delightful, but not a solid 5 points for this customer.



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54321 Minivan

Parent of childrenKano attributes


Kano Analysis

Whereas a minivan, which is decidedly unexciting and common, might rate highly in all categories for a family with several children. It has a lot of room, is fuel efficient, can haul a lot, and has doors you can open remotely. It’s a great mix of basic, performance, and delight for that customer. So use visualizations like this to help your boss or clients understand your web product’s satisfaction.




Kano Model

So going back to the other type of Kano graph, focus on delivering all basic features to your users first. Then determine how to add performance or delightful features as needed. Not delivering a basic feature well will result in users thinking your product is inadequate or broken, no matter how great the performance or delightful features are.


Kano Model

But completing all basic requirements, and then adding something that enhances performance or delight, should make users satisfied and hopefully very happy with your product.

5. Developing business proposals


Another way to communicate with clients and stakeholders is to find other ways to visualize the environment of your product, and ways to make an impact. Often other types of graphs and business summaries can be helpful.

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Percentage of Capella customers with smartphones

79% today81% by Q2 of 201392% by 2014+

Communispace research findings, October 2012


For example, people often ask me how to convince a client or employer to adopt responsive web design. My answer is this: don’t spend a ton of time going over how it works technically. Instead, focus on communicating the demand for it. Visualize this and explain how responsive design can be used to meet customer needs and drive more business success. This is something that people understand much better than just how responsive design works. Because RWD is just a technique that helps you deliver more meaningful results: site visits and completed transactions.

• 5,300 phone call attempts per term

• 21,000 phone call attempts per year

• Average length of a call attempt: 1.5 minutes

• 31,800 minutes (or 530 hours) per year

• 13.25 weeks (or 3.3 months) per year

• Equal to one full time position every four years

Analysis of advisor call attempts:non-participation at the beginning of a new course


Here’s another example of a slide that isn’t particularly sexy. But showing data like this can really make you look good. Dig deeply into business processes, and show how a design enhancement can save staff time or make something easier for your clients and customers. These are the things that people want to improve; technology itself is not the end, it’s just the method to help achieve success.

6. Sharing roadmaps and release plans


Finally, organizing your backlog into priorities should also include maintaining roadmaps and release schedules for your planned improvements. Because sometimes with clients or stakeholders, you encounter the opposite problem of having to sell good ideas: the problem of them wanting you to get all of your good ideas done right away. But often that’s not possible due to resource constraints.

Mobile Roadmap + User Story BacklogRev. November 12, 2012

Kristofer Layon, Mobile product manager

Library:hours; ask a librarian;search for books

Social:purpose and goals;edit profile

Highest Priority

Currently in development


So use a roadmap to communicate how you intend to improve your web site or app over time. Use this to explain how your planning has been thoughtful, how you’ve determined a variety of user expectations that you would like to meet. And you are starting with the top priorities and working you way to other improvements in the future.



Courses:read assignment descriptions

Academic plan:register for courses

Courses:read the syllabus

Courses:messages (AKA “course email”)



Course discussions:unread indicators,read/unread status

Highest Priority



I like to use product roadmaps that show what is being worked on right now in the upper left corner, and then add items that I plan to have the designers and developers work on next.




Contact:share questions, ideas, problems (Get Satisfctn)


Notifications:financial aid is awarded



Notifications:assignment grade is posted

Notifications:instructor replies to discussion post




Notifications:classmate replies to discussion post

Highest Priority

Notifications:new course message


Notifications:advising alert for non-participation

Notifications:course grade is posted

Notifications:discussion post is due

Notifications:advising alert for not being registered

Notifications:on/off,set event preferences


After that, I show items that might be coming up later. Subsequent groups of user stories might not have as clear of a prioritization within them. Certainly, some improvements might need more customer validation, user experience design, or architectural work to determine whether when they can be designed and built.







Course discussions:collect posts



Task list:read, edit, and add tasks



Timeline:time-based UX for prospects & learners


Courses:profile pics in discussion posts

Course discussions:replies to you


Offline browsing with online sync



Highest Priority






Notifications:assignment is due

Timeline:integrate enrollment counselor events

Academic plan:program map

Notifications:advising alert for initial advising appointment


Notifications:advising alert for change in acad. plan

Notifications:task list alerts


Timeline:integrate CapellaFacebook, Twitter


As you move into the future, find a way to visualize how the further you look into the future, the less certain the team should be about the user story backlog. As the environment changes, you need to be able to drop some ideas from your backlog. An idea that looks great today might seem silly in 6 months to a year. Roadmaps should evolve over time.







Course discussions:collect posts


Units:intro. and objectives


Task list:read, edit, and add tasks

Units:e-books

Social:participate in iGuide community discussions



Timeline:time-based UX for prospects & learners


Courses:profile pics in discussion posts

Course discussions:replies to you


Career advising

Offline browsing with online sync



Highest Priority






Notifications:assignment is due

Getting started:introduction and expectations

Timeline:integrate enrollment counselor events

Academic plan:program map

Notifications:advising alert for initial advising appointment


Notifications:advising alert for change in acad. plan

Notifications:task list alerts


Timeline:integrate CapellaFacebook, Twitter


At the end of the roadmap should be ideas that may be purely speculative; perhaps you haven’t even validated these at all with actual users. Because sometimes you have innovative ideas that do not come from customers, and those might be the most successful to deliver in the future. Keep those on the roadmap, and find ways to prototype those ideas and see whether your users will respond to them favorably.


Q4 2012 / Q1 2013 Q2 2013 Q3 2013 Q4 2013

LibraryWhat: Search for books and ar/cles; ask a librarian.Why: Make it more convenient to begin research, and easier to contact a librarian for assistance.

Social ProfileWhat: Edit / add social profile, including purpose and goals.Why: Increase opportunity for learners to access their social profile, encouraging personal development and social engagement.

DiscussionsWhat: Know more informa/on about discussions (quan/ty, unread, etc.)Why: Our discussion UX s/ll requires a lot of explora/on. We can do beUer to convey ac/vity.

Tablet UXWhat: Expand access to course and campus content and interac/ons via tablets.Why: Our tablet use is increasing, so we need to keep our eye on tablet UX and deliver more via browser or na/ve apps.

NoAficaAonsWhat: Opt-‐in for real-‐/me no/fica/ons re. grades, replies, fin. aid.Why: This is the top-‐requested mobile capability of our learners aXer a full discussion experience.

Course contentWhat: Read course syllabus and assignment details.Why: Delivering a full discussion experience isn’t enough; we should be providing access to more course content. This starts with more basics.

Write to discussionsWhat: The Bb9 rollout should be completed, so I want the mobile experience to be as good as it can.Why: It will be cri/cal to not have unfinished details for discussions.

Other priori.es as .me permits:• Performance enhancements• Tasks• Course registraAon


Mobile Release PlanRev. November 12, 2012


Another format for roadmapping is to maintain a quarterly release plan. Depending on your audience or the context of the presentation, it might be more useful to focus in more closely on the top priorities for the next few quarters. Use a release plan to do this, and list the top 2 or 3 priorities per quarter. Again, as you look further ahead, emphasize to your audience that this priorities might change as you learn more.

• Start with people.• Design from your content out.• The least amount of design and

development necessary to meet a need.• Iterate and add only if more is requested.• The result: a more simple, lightweight

solution.

Minimum Viable Design:


Minimum Viable design starts with human needs and the content or services that people really need. It priorities content in the hierarchy, and only adds as much visual design as necessary. The results should aim to work on any device. If they work on a small screen, they will work on a large screen (and can always be progressively enhanced further for desktop).

• Get away from your desk – talk to people.• Get market data, then write user stories.• Prioritize, estimate, prototype solutions.• Road map product enhancements.• Be agile: iterate, deliver, evaluate, and repeat.

Product Management:


Web Product management is the set of tools and processes that can be used to develop the right Minimum Viable Web for your customers. They are also used to develop strong relationships with everyone involved: customers, stakeholders, designers, and developers. It’s product management’s job to make everyone understand your web product’s direction.

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By using market data to inform usefulness, setting priorities, and learning how to say no to things that users don’t really need, you can avoid designing a mobile app or website that ends up looking like this: trying to do everything for everyone that, in the process, ends up being too cumbersome to make anyone happy.



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Most importantly, by focusing on customer expectations and user stories, your designers and developers can avoid falling into the trap of thinking that their insight, creativity, and technical expertise are enough to develop successful solutions. Because in the end, your opinions are not as important as your customers’. And getting something done well isn’t the true measure of success; it’s whether what you’ve designed and delivered is meeting or even exceeding expectations.




If you are interested in approaching online product design from a Minimum Viable approach, you might want to check out an article that I wrote in July 2012 for A List Apart, “Product Management for the Web”.


I also wrote a book for Peachpit Press last year entitled “Mobilizing Web Sites”. It starts with suggestions that you can follow to support your content, navigation, readability, encouraging you to get into mobile design by focusing on your users’ most basic needs first. Writing this book is what got me focused on product management and the idea of the minimum viable web; perhaps it can help you make that transition as well.

@klayon

kristoferlayon.com

[email protected]


Herzlichen Dank!

mailto:[email protected]

mailto:[email protected]