Download as PDF, PPTX
![“Don also described and solicited discussion
on, the "User Interface [sic] Architect's
office" (hereafter UEA).”
- Meeting notes made by Tom Erickson, 1993](https://image.slidesharecdn.com/leanux-agileotb2014-140906145934-phpapp02/75/Fundamentals-of-Lean-UX-Agile-on-the-Beach-2014-19-2048.jpg)
![“Don also described and solicited discussion
on, the "User Interface [sic] Architect's
office" (hereafter UEA).”
- Meeting notes made by Tom Erickson, 1993](https://crownmelresort.com/image.slidesharecdn.com/leanux-agileotb2014-140906145934-phpapp02/75/Fundamentals-of-Lean-UX-Agile-on-the-Beach-2014-19-2048.jpg)
Uploaded byAdrian Howard
Fundamentals of Lean UX, Agile on the Beach 2014
The document discusses Lean UX concepts presented by Adrian Howard at Agile on the Beach 2014, detailing the evolution from UX origin stories to Lean Startup principles. It emphasizes the importance of hypothesis-driven experimentation, efficient design processes, and understanding user needs in developing great user experiences. Key themes include the distinction between Lean and Agile UX, the elimination of waste, and a focus on delivering value in product development.
More Related Content
![Designing with Lean UX : Rapid Product Design [UX Lisbon 2014]](https://cdn.slidesharecdn.com/ss_thumbnails/uxlisbon2014designingleanux-workshopslideshare-140604100358-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Fundamentals of Lean UX, Agile on the Beach 2014
![[DevDay2019] Lean UX - By Bryant Castro, Bryant Castro at Wizeline](https://cdn.slidesharecdn.com/ss_thumbnails/bryantcastro-43ddopresoleanux-190416065313-thumbnail.jpg?width=640&height=640&fit=bounds)
Fundamentals of Lean UX, Agile on the Beach 2014
- 1. Fundamentals of LeanUX Agile on the Beach 2014 Adrian Howard (@adrianh) quietstars.com
- 2.
- 3.
- 4. Chatham House Rule applies please
- 5. “When a meeting,or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed”
- 6.
- 7.
- 9.
- 11.
- 12. Exercise: You're foundinga startup!
- 13.
- 14.
- 15.
- 16.
- 17.
- 18.
- 19. “Don also describedand solicited discussion on, the "User Interface [sic] Architect's office" (hereafter UEA).” - Meeting notes made by Tom Erickson, 1993
- 20. “I invented theterm because I thought Human Interface and usability were too narrow: I wanted to cover all aspects of the person's experience with a system, including industrial design, graphics, the interface, the physical interaction, and the manual.” - Don Norman
- 21.
- 22.
- 23.
- 24.
- 25. “The model outlinedhere does not account for secondary considerations (such as those arising during technical or content development) that may influence decisions during user experience development. Also, this model does not describe a development process, nor does it define roles within a user experience development team. Rather, it seeks to define the key considerations that go into the development of user experience on the Web today.” - Jesse James Garrett
- 26. “The model outlinedhere does not account for secondary considerations (such as those arising during technical or content development) that may influence decisions during user experience development. Also, this model does not describe a development process, nor does it define roles within a user experience development team. Rather, it seeks to define the key considerations that go into the development of user experience on the Web today.” - Jesse James Garrett
- 27.
- 28.
- 29.
- 30.
- 31.
- 33.
- 34.
- 35.
- 36.
- 37.
- 38.
- 39. “A startup isa temporary organization designed to search for a repeatable and scalable business model.” - Steve Blank
- 40. “A startup isa temporary organization designed to search for a repeatable and scalable business model.” - Steve Blank
- 41. From “The StartupOwner's Manual” by Steve Blank
- 42.
- 43.
- 44.
- 45. From “The StartupOwner's Manual” by Steve Blank
- 46.
- 47.
- 48. The Lean Startup “A true experiment follows the scientific method. It begins with a clear hypothesis that makes predictions about what is supposed to happen. It then tests those predictions empirically”
- 49. The Lean Startup • Come up with hypothesis • Design experiment • Run experiment • Validate/Invalidate hypothesis • Repeat
- 50.
- 51.
- 52. Product certainty Marketcertainty
- 53. Product certainty Marketcertainty
- 54. Product certainty Marketcertainty
- 55. Product certainty Marketcertainty WTF
- 56. Product certainty WTFBuild it and they will come! Market certainty
- 57. Product certainty WTFBuild it and they will come! Market certainty You know, for kids!
- 58. You know, forkids! $ Product certainty WTF Build it and they will come! Market certainty
- 59. Product certainty Marketcertainty
- 60. Product certainty Marketcertainty
- 61. Product certainty $ Market certainty
- 62.
- 63. Lean Startup = Continual Delivery + Cust Dev + Agile
- 64. Example • Zappos • Annual sales > US$1 billion • Hypothesis: Is there a demand for superior online shoe shopping • Experiment: Took photos from shoe shops, came back and bought them full price if customer bought them online Example from The Lean Startup, p57-58
- 65. Example • Allowingusers to register with twitter will drop abandoned registrations by 5% • Built fake “register with twitter” link which led to nice error message • Released to segment of customers on live site • Measured how many new users tried it • <1% - hypothesis invalid
- 66.
- 67.
- 68.
- 69.
- 70.
- 71. The question wehave to solve for is not “What does Lean User Experience mean?” The question is “In a lean environment, how can we make great user experiences?” - Janice Fraser, 2010, LUXr
- 72.
- 73.
- 74.
- 75. TPS begat LeanManufacturing begat Lean Thinking begat Lean $whatever
- 76. Designing out: muri mura muda
- 77. Designing out: muri(overburden) mura(inconsistency) muda(waste)
- 78. 7 kinds ofmuda 1. Over production 2. Waiting 3. Transportation 4. Processing 5. Stock at hand 6.Movement 7. Making defective products
- 79. Lean ≠ LowQuality
- 80.
- 81.
- 82. Lean ≠ Nodeliverables
- 83. Lean = efficientand with no wastage
- 84. Exercise: Waste 1.Over production 2. Waiting 3. Transportation 4. Processing 5. Stock at hand 6.Movement 7. Making defective products
- 85. Problems ● Silos ● Ownership ● Alignment ● Communication ● Understanding of customers ● Understanding of business ● Features not Value
- 87. Agile UX vsLean UX?
- 88.
- 89.
- 90.
- 91.
- 92.
- 94.
- 95.
- 96.
- 99.
- 100.
- 101.
- 103.
- 104.
- 106.
- 107.
- 109.
- 110.
- 111. “Getting out ofthe deliverables business” - Jeff Gothelf
- 112. “Getting out ofthe deliverables business” - Jeff Gothelf
- 113. “Getting out ofthe deliverables business” - Jeff Gothelf
- 115. DO LESS MOREOFTEN to do MORE
- 116.
- 117. The Good, theBad & the Ugly
- 118.
- 119.
- 120.
- 121. Helps build an experiment culture
- 122. It’s hypotheses before,during and after development
- 123.
- 124. Hypotheses talk aboutbusiness value directly
- 125.
- 126.
- 127. Trail of undead experiments
- 128. What happens whenI can’t validate cheaply?
- 129. What about non-startup contexts?
- 130. Some folk find reality hurts
- 131.
- 132.
- 133.
- 134.
- 135. Books • UXfor Lean Startups by Laura Klein • Lean UX by Jeff Gothelf & Josh Seiden • Agile User Experience Design by Diana Brown • User-Centered Agile Methods by Hugh Beyer • Agile Experience Design by Lindsay Ratcliffe and Marc McNeill
- 136. More books •Interviewing for User Research by Andrew Travers • Interviewing Users by Steve Portigal • Rocket Surgery Made Easy by Steve Krug • Handbook of Usability Testing by Jeffrey Rubin & Dana Chisnell
- 137. Yet more books •Lean Startup by Eric Ries •The Four Steps to the Epiphany by Steve Blank •The Startup Owner's Manual by Steve Blank •The Goal by Eliyahu M. Goldratt •The Machine That Changed the World by Womack, Jones & Roos
- 138. Questions? (and remember— feedback please!) @adrianh quietstars.com slideshare.net/adrianh adrianh@quietstars.com