User Experience in a Rapidly Changing World, for ISA '13, Recife Brazil
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Slides from my talk at Interaction South America, Recife, Brazil, November 15, 2013. Software is eating the world. Thanks to newly mature platforms, techniques and infrastructure, teams are moving faster than ever before. So how do you design software in this world, a world of continuous integration, deployment and delivery?
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User Experience in a Rapidly Changing World, for ISA '13, Recife Brazil
- 1. User Experience in a Rapidly Changing World Interaction South America, Recife Brazil November 15, 2013 Josh Seiden Principal Neo New York josh.seiden@neo.com @jseiden
- 2. Me and my #hashtags Josh Seiden www.neo.com @neo_innovation @ jseiden leanUX #leanStartup # leanUXbook #
- 3. 1. CHANGE IS THE NEW REALITY 2. ADAPTING OUR PRACTICE 3
- 4. Old assumptions, new reality 4 4
- 5. Old assumptions, new reality
- 6. No more “Model Years” 6
- 8. Coping with Continuous Production Lean Startup Business? Business Design? Agile UX Design? Lean Startup Business? Agile UX Agile
- 9. Enterprise? Lean Startup Business? Business Design? Agile UX Design? Lean Startup Business? Agile UX Agile
- 10. SOFTWARE IS EATING THE WORLD. Mark Andreessen, WSJ, Aug 2011 10
- 11. HOW CAN WE ADAPT OUR PRACTICE TO THIS NEW REALITY? 11
- 12. AGENDA 1. CONTINUOUS LEARNING 2. ASSUMPTIONS & HYPOTHESES 3. SMALL X-FUNCTIONAL TEAMS 4. ENABLE MAKING 5. MANAGE OUTCOMES 6. A NEW ORGANIZATION 12
- 14. Internet Mouse
- 15. Reduce Inventory, Risk and Waste This is going to be BIG! Make a design decision Nope. MONTHS HOURS Get feedback from market Concept credit: @clevergirl
- 16. A system built on continuous learning Risk Learning! Diagram concept: @clevergirl 16
- 17. Continuous Learning Streams Qualitative information Quantitative information Process learning 17
- 21. 360° ASSUMPTIONS Tech-enthusiast CUSTOMER consumers Need to control web PROBLEM browser from couch Internet mouse! SOLUTION Able to surf the CUSTOMER internet from the OUTCOME couch Computer stores, CUSTOMER magazine ACQUISITION advertising Purchasers of EARLY Gateway ADOPTER Convergence TV Traditional retail BUSINESS channel sales MODEL Logitech, COMPETITION Microsoft KEY COMPETITIVE More buttons than ADVANTAGE anyone else!
- 22. Technique: Write the test first We believe ______. We’ll know this is true when we see § qualitative outcome and/or § quantitative outcome § That improves this KPI.
- 23. Hypothesis statement We believe that [doing this] for [these people] will achieve [this outcome]. We’ll know this is true when we see [this market feedback].
- 24. Hypothesis statement: feature We believe that creating Internet Mouse for people who own “Convergence” TVs will need a way to control the computer from their couches We’ll know this is true when we see people buying Convergence TVs.
- 25. Hypothesis statement: business We believe that creating Internet Mouse for people who own “Convergence” TVs will get us in the internet business. We’ll know this is true when we see pre-orders from our retail channel partners.
- 27. REMEMBER THIS? Business? Business BUSINESS Design? DESIGN Design? Lean Startup Business? Agile UX DEVELOPERS
- 28. THIS DOESN’T WORK Business? Business BUSINESS Design? DESIGN Design? Business? Agile UX DEVELOPERS
- 29. Small, dedicated, co-located & cross-functional 1. 2. 3. 4. 5. Two-pizza teams 1 project each 1 location (same time zone) Self-sufficient Freedom to experiement
- 30. Example: PayPal
- 31. 4 BIAS TOWARDS & ENABLE MAKING 31
- 32. 32
- 34. Design Systems at GE 34
- 35. UI Technology at PayPal Bill Scott Sr. Director of UI Technology PayPal 35
- 36. MVP = MINIMUM VIABLE PRODUCT “THE SMALLEST THING YOU CAN MAKE TO TEST YOUR HYPOTHESIS.” 36
- 37. What are businesses trying to learn? 1. Is there a need / opportunity in the market? 2. Will people buy my solution? 3. Does my solution work? 37
- 39. Don’t design a product, design an experiment. 39
- 40. 40
- 41. 41
- 42. 42
- 43. 43
- 45. Output
- 46. Outcome
- 47. Impact
- 48. Output, Outcome, Impact § § § Output: the software we build. The materials we produce. Easy to measure. Example: A new log-in page. Outcome: the change in the world after we deliver output. Harder to measure. Example: increase user log-in rate. Impact: the change we see over time. Very hard to measure. Example: Our service is profitable.
- 49. Don’t manage output. Instead, focus on outcomes. Don’t make teams responsible for impact.
- 54. Enterprise? Lean Startup Business? Business Design? Agile UX Design? Lean Startup Business? Agile UX Agile
- 55. Small-chunk, outcome-based, predictable funding Stakeholders $$ $ Product validation Small team Business model validation Culture / Infrastructure to support continuous learning 55
- 56. AGENDA 1. CONTINUOUS LEARNING 2. ASSUMPTIONS & HYPOTHESES 3. SMALL X-FUNCTIONAL TEAMS 4. ENABLE MAKING 5. MANAGE OUTCOMES 6. A NEW ORGANIZATION 56
- 57. Thank you! josh@neo.com | @jseiden www.leanuxbook.com www.neo.com @neo_innovation