lean ux
DESCRIPTION
Lean UXTRANSCRIPT
Maker 有人想到個 Idea 一伙人討論
誰會需要 怎麼滿足需要的人 怎麼回本
制定功能和操作方式 作 prototype ，調調改改 找人來試，改進再試 拿去賣，邊賣邊改
球隊 不斷練球 不斷演練 不斷 Play 不斷檢討，基於數據和事實 球員地位平等 球員有主要進攻防守位置，但也要補位 一直求進步 一直想對策
Lean UX = Maker + 球隊 每個 Feature 的產生，都基於嚴謹的假設 :
明確的服務對象 ( 人物模型 ) 評估對團隊的效益 ( 有明確指標驗證 ) 重點在學到 know-how
每個 Feature 的產生，都來自於集思廣義 相信團隊的智慧勝過個人 (Design Studio)
演練後將戰術標準化 白紙測試 + Style Guides
不斷 Play – MVP (Minimum Viable Products) 不斷檢討，集思廣義
Collaborative and Continuous Discovery Open Minded - 擁抱矛盾與不明朗的資訊
3 Foundations
Design thinking Agile software development Lean Startup method
Design thinking - CEO of IDEO
創意來自於對人們的直接觀察，包含： 人們生活上想要和需要的 人們對產品的生産包裝銷售服務方式的好惡
運用設計師的感性 運用科技所及的方法和可行的商業策略 帶給顧客價值 帶來市場機會
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.
Lean Startup method Feedback loop called "build-measure-learn"
- minimize project risk, teams building quickly, learning quickly
Minimum Viable Products (MVPs) - ship them quickly to begin the process of learning as early as possible
Each design is a hypothesis aiming at fulfilling some specific customer's needs. Test the hypothesis with MVP and learn quickly.
Process Assumptions – what we believe Hypotheses – specific areas to experimen
t Outcomes – signal from market to validat
e hypotheses Personas – models of the people for who
m we solve a problem Features – the changes drive the
outcomes we seek
Assumptions
Declaring Assumptions Problem Statement
Declaring Assumptions Analytics reports that show how the current
product is being used Usability reports that illustrate why
customers are taking certain actions in your product
Information about past attempts to fix this issue and their successes and failures
Analysis from the business stakeholder as to how solving this problem will affect the company’s performance
Competitive analyses that show how competitors are tackling the same issues
Problem Statement
[Our service/product] was designed to achieve [these goals]. We have observed that the product/service isn’t meeting [these goals], which is causing [this adverse effect] to our business. How might we improve [service/product] so that our customers are more successful based on [these measurable criteria]?
Assumptions WorksheetBusiness Assumptions
1. I believe my customers have a need to _______ .
2. These needs can be solved with _______ .3. My initial customers are (or will be) _______ .4. The #1 value a customer wants to get out of
my service is _______ .5. The customer can also get these additional b
enefits _______ .6. I will acquire the majority of my customers th
rough _______ .7. I will make money by _______ .8. My primary competition in the market will be
_______ .9. We will beat them due to _______ .10. My biggest product risk is _______ .11. We will solve this through _______ .12. What other assumptions do we have that, if p
roven false, will cause our business/project to fail? _______
User Assumptions1. Who is the user?
2. Where does our product fit in his work or life?
3. What problems does our product solve?
4. When and how is our product used?
5. What features are important?
6. How should our product look and behave?
Hypotheses statement
We believe [this statement is true]. We will know we’re [right/wrong]
when we see the following feedback from the market: [qualitative feedback] and/or [quantitative feedback] and/or [key performance indicator change].
Subhypotheses We believe that [doing this/building
this feature/creating this experience] for [these people/personas] will achieve [this outcome].
We will know this is true when we see [this market feedback, quantitative measure, or qualitative insight].
Outcomes
Key performance indicators (KPIs) the company should pursue next.
Personas
Features
We will for In order to achieve
[create this feature]
[this persona]
[this outcome]
… … …
Collaborative Design Design Studio
Problem definition and constraints (15-45 minutes)
Individual idea generation (diverge) (10 minutes)
Presentation and critique (3 minutes per person) Iterate and refine (emerge) (5-10 minutes) Team idea generation (converge) (45 minutes)
Style Guides Big bang Slow drip
MVPs
The sooner we can find which features are worth investing in, the sooner we can focus our limited resources on the best solutions to our business problems
To maximize learning To deliver value to your customers Prototyping – paper, clickable wireframe
s, coded prototypes
Continuous Discovery
流程範例 (Lean UX + Scrum)
組織文化轉變 Do the right things 合作的能力 新技能的學習力 創造跨功能的許多小團隊 創造開放合作的環境 不靠英雄主義 速度第一 著重在問題解決 務實，不好大喜功 向上向外管理，不悶著頭作
必要能力 設計能力 開會技巧與會議主持
每個人都有發言的機會 聆聽的能力
最重要的資訊，常隱藏於言語背後 直覺力 右腦的能力
