AMPLION UX WORKSHOP Moving from ideas to design concepts. Jon Innes April 11 th, 2014

Transcription

1 AMPLION UX WORKSHOP Moving from ideas to design concepts Jon Innes April 11 th, 2014

2 Kickoff & Intros 2

3 Our Sponsors 3

4 Workshop Goals 1. Gain experience with Lean UX planning 2. Learn more about working the Lean way 3. Refine the BiomarkerBase design vision 4

5 Workshop Agenda Day 1 Bringing founders and UX pros together in Bend UX best practices for startups & new projects What is Biomarker Base? Analyze Biomarker Base s requirements in a story map Ideation sesssions using design charrettes Reflect on the process at the end of the day 5

6 Workshop Agenda Day 2 Refine the backlog based on insights from day 1 Final round of design charrettes for key designs Discuss hypothesis testing via design research Define UX goals & research plans for Biomarker Base Conduct a planning session for Amplion s next steps Reflect on the process at the end of the day 6

7 Definitions & Concepts 7

8 User Experience Market Research Content Experts Sales & Marketing Engineering Domain Experts Information Architecture Concept Prototyping Support Formative Research UX Summative Research Product Owners Interaction Design Visual Design Brand Strategy HCI Researchers Project Management Advertising Quality Assurance Defining the User Experience Function: Organizing for Innovation. Interactions Magazine,

9 Types of UX work Formative What is the problem? Who is the user? Ideation What are the possible solutions? How exactly might these solutions work? Summative Does the solution meet users expectations? How do we measure success? 9

10 Lean Toyota s Taiichi Ohno defined values and practices for removing three types of inefficiencies: 無駄 = muda wasted outputs 斑 = mura unnecessary inconsistencies 無理 = muri wasted efforts Improving quality while decreasing costs Toyota rises from obscurity to leadership 10

11 Three Key Success Factors for Lean 1. TEAMS: Small focused and cohesive 2. MEMES: Ideas refined by iterative testing 3. METRICS: Define goals and inform decisions 11

12 Teams Small is better Why? 12

13 Social Loafing 13

14 The Tragedy of the Commons Garrett Hardin, Science, 162(1968): Image from: 14

15 Diffusion of Responsibility 15

16 Small Teams, Shared Values & Clear Goals 16

17 Memes Iteration is key 17

18 MEMES: Ideas That Evolve Geneticist Richard Dawkin s term for an idea, behavior or style that spreads from person to person within a culture. They evolve iteratively and are: Easily and often copied due to medium they exist in Subject to mutation Respond to selective pressures Product designs are essentially memes 18

19 ITERATION: The Philosophy of Refinement Take your best shot, assess & try again 19

20 Metrics Data beats opinion 20

21 Good Metrics Provide Clear Goals Define objective metrics tied to team goals 21

22 Fitness Functions A fitness function is an objective metric that is used to summarize how close a given design solution is to achieving a goal. Good fitness function metrics are: Clearly defined, understood by team members Regularly calculated to inform team decisions Proven to actually measure what they are supposed to Metrics in Lean serve as fitness functions 22

23 AGILE: From Idea to Product Using Scrum Daily Scrum Meeting Product Backlog Sprint Backlog 24 hrs 2-4 week Sprint Potentially Shippable Product Increment Based on image from: 23

24 PROBLEM: Some Ideas Are Duds 24

25 Infinite Monkeys Typing 25

26 Solutions 26

27 LEAN: Customer Development Don t build a company to serve customers that don t exist! Get out of the building! Based on image from Steve Blank 27

28 LEANER: Lean Startup Don t build companies until you have a product! Build & measure it! Based on image from Eric Ries 28

29 LEANEST: Lean UX Don t build products when prototypes will do! Prototype & measure it! Based on image from Janice Fraser / 29

30 What is Lean UX? As response to the overall trend of using agile and lean methods, Lean UX applies the lean principles to UX: Breaking deliverables down to fit into timelines so they are just in time Reducing wasted effort associated with internal deliverables Reducing the variability in UX deliverables that create waste Collaborating more closely with non-ux team members Getting measurable user feedback earlier and on a more regular basis For more on Lean UX see:

31 Core Lean UX Techniques 1. USER STORIES: Defining shared team goals 2. SKETCHING: Rapidly exploring design ideas 3. EXPERIMENTATION: Guess, test, repeat 4. GROUP PLANNING: Guess, commit, evaluate 31

32 Biomarker Base Demo 32

33 Biomarker Base Data Model 33

34 Amplion Persona Dr. Bob Rogers Insert Image Related User Research Occupation/Role Technical Skills Style Gear Pain Points Values Research Manager in large Pharma Advanced PC skills, Windows XP/Vista, MS Office, MS Project, very proficient with literature review (including free tools (PubMed, Google Scholar) and paid (SciFinder, Scopus)), has set several automated alerts for the data he needs (e.g. Google). Accesses several internal databases for tracking drug development information. Doesn t work in the lab any more, but would love to if he had the time. Pharma lifer since finishing his post-doc. Enjoys reading pharma blogs and staying current on the state of the industry. Dual Core Pentium Vista Workstation with 21 LCD display Blackberry Storm Has to make strategic decisions regarding biomarkers, especially which ones to include in company s clinical trials. Despite being active in collecting this information, he is gripped by a gnawing fear of missed opportunities. This is especially stressful when presenting the outcome of his analysis to senior managers. Hates wasting money and is always hunting for a unique advantage or bit of knowledge. Wants to be innovative (and perceived as innovative). Motivated by putting successful drugs on the market and helping the company s bottom line. Key Goals or Tasks Decide which biomarkers to recommend for inclusion in clinical trial for new drug development project. Needs data that reduces the risk of inclusion of tests for specific biomarkers. Average Task Completion Rate = 70% System Usability Score = 65 Net Promoter Score = 7.5 Experience Rating = At Risk 34

35 Jemange.com Persona Katie I. Cook Brief Description Married with 2 young children, Katie is a working mom who wants to cook more at home. She enjoys sharing recipes with friends and considers herself a foodie. Computer Gear Apple Macbook Air (2008) iphone 4 ipad (2 nd gen) Related User Research Formative Research 2010 Pain Points Values Short on time, she wants recipes that are nutritious and healthy but quick to make. Recipes that are incomplete or hard to follow. Lists of ingredients she can t find easily. Spending lots of money on exotic ingredients only to find her kids hate the taste. Making extra trips to the store during her busy week for items she forgot. Being considered a good cook. Likes organic and healthy foods but willing to compromise for dishes that are really tasty or that her kids or spouse really love. Simplicity over complexity, but willing to put a little extra effort in to make things that taste great or are really healthy. Saving money by cooking food at home. Average Task Completion Rate =?% System Usability Score =? Net Promoter Score =? Experience Rating =? Key User Stories US1 Find recipes for ingredients I have on hand to avoid extra shopping trips US2 Create a weekly shopping list with the ingredients for recipes before shopping US3 See recipes my friends recommend for ideas to plan meals US4 See recipes famous chefs recommend for ideas to plan meals US5 Save recipes with cooking notes so I can reuse them when cooking meals US6 Share my recipes and cooking notes with my friends and family to be social US7 Find recipes for things on sale when planning meals to save money 35

36 Review Product Backlog 36

37 User Stories Stories define goals not tasks or features 37

38 The Scrum sprint task board Image from: 38

39 Clear Stories Drive Team Behavior 39

40 What Makes A Good User Story? As a <user> I want to <action> so that <goal> Clear to the rest of product team Defines user outcomes NOT tasks or outputs Just enough information to remember context later Short, passes the Twitter Test 40

41 Invest Smart In User Stories INVEST I-Independent N-Negotiable V-Valuable E-Estimable S-Small T-Testable SMART S-Specific M-Measurable A-Achievable R-Relevant T-Time-boxed 41

42 Organizing User Stories Epics & Themes Dave McClure s Themes Acquire Activate Retain Refer Marketing oriented, get user to know offering exists Get user to Get user to engage with integrate offering product for initial into their lives 1 st use and use long term Get user to recommend to a friend Example based on Dave McClure s AARRR Startup Metrics for Pirates see: 42

43 Minimum Viable Products or MVPs 43

44 Prototype vs. Product: Know the difference Focused Prototype Prototypes are for learning Less is more Poor Prototype 44

45 Story Maps See Jeff Patten s article 45

46 Story Map Exercise 1. Write up additional stories on stickies a) If you identify additional users draft a new persona 2. Arrange the stories in a story map format a) In sequence, from left to right, label themes or epics b) Next sort by criticality, with critical MVP stories on top 3. Discuss your stories and the story map, determine if: Do stories include all three: user, action, & goal? Is the action something you could observe & test? Is the goal distinct from the action? Do we agree on the MVP stories and nice to haves 46

47 Collaborate to define backlog Information Architecture Formative Research UX Interaction Design Work with Product Owner to define requirements 1. Conduct user interviews 2. Draft initial user stories 3. Create initial site map 4. Develop initial wireframes Concept Prototyping Visual Design Summative Research 47

48 Sketching A picture is worth a thousand words Fred R. Barnard 48

49 Design Charrette: Collaborative Sketching Design charrettes are intense working sessions, typically involving collaboration & critique, that are done just in time. Goals: Rapidly explore multiple design directions in parallel Refine via group critiques to decide best approach Get team to align quickly on proposed design direction Go broad, keep rough, iterate, & then refine See 49

50 Design Charrette Rules 1. Engage with an open mind 2. Check your ego at the door 3. Leave your preconceptions behind 4. Listen, then respond 5. Acknowledge the contributions of others 6. All ideas have value 7. Begin with the end in mind 8. Ensure the problem that brought you together is better understood when you part From Mike Long s blog 50

51 Design Charrette Exercises 1. As a group select some stories or an epic to focus on 2. Each group member sketches 5 UI design concepts in 10 minutes working independently 3. Each group member now takes 2 minutes to describe their sketches and then answers group questions 4. The group selects 2 concepts from those generated to refine, and collaborate for 15 minutes to sketch out refinements 5. We all review and discuss sketches and process 51

52 UX ideation & detailed design Formative Research Ideation Information Architecture Concept Prototyping UX Summative Research Interaction Design Visual Design 52

53 Discussion 53

54 Workshop Agenda Day 2 Refine the backlog based on insights from day 1 Final round of design charrettes for key designs Discuss hypothesis testing via design research Define UX goals & research plans for Biomarker Base Conduct a planning session for Amplion s next steps Reflect on the process at the end of the day 54

55 Core Lean UX Techniques 1. USER STORIES: Defining shared team goals 2. SKETCHING: Rapidly exploring design ideas 3. EXPERIMENTATION: Guess, test, repeat 4. GROUP PLANNING: Guess, commit, evaluate 55

56 Story Map Exercise Day 2 1. Review story map a) Add additional stories based on day 1 insights b) Review and discuss as a group 2. Double check the stories are in story map format a) In sequence, from left to right, label epics if needed b) Next sort by criticality, with MVP stories on top 3. Identify key stories in MVP that will define UX a) Mark key stories with green dots b) Discuss as group (are these in MVP zone) c) Determine which key stories need further design work 56

57 Key Stories for Final Charrette 1. I want to see trends & deep dive to identify temporal patterns for selecting biomarkers 2. I want to search by any parameter for related to biomarkers I can find relevant specific information fast 3. I want to resume a session from where I was before 4. I want to share my search & discovery results with my colleagues to share my insights 57

58 Design Charrette Exercise 1. As a group select some stories or an epic to focus on 2. Each group member sketches 5 UI design concepts in 10 minutes working independently 3. Each group member now takes 2 minutes to describe their sketches and then answers group questions 4. The group selects 2 concepts from those generated to refine, and collaborate for 15 minutes to sketch out refinements 5. We all review and discuss sketches and process 58

59 Experimentation Data beats opinion 59

60 Questions Defining UX Strategy Formative What is the problem? Who is the user? Ideation What are the possible solutions? How exactly might these solutions work? Summative Does the solution meet users expectations? How do we measure success? 60

61 Systems Thinking Defines UX Strategy Formative Information Architecture Concept Prototyping Formative Research UX Summative Research Interaction Design Visual Design 61

62 Systems Thinking Defines UX Strategy Formative Research Information Architecture Interaction Design UX Concept Prototyping Visual Design Summative Summative Research 62

63 Tactic: Testing Minimum Viable Prototype Information Architecture Formative Research UX Interaction Design Work with team to test your MVP concepts 1. Develop mockups 2. Create prototype 3. Validate with users Concept Prototyping Visual Design Summative Research 63

64 Winning Teams Keep Score & Learn Together Don t be an IDIOT Individual Deciding on Intuition Or Theory Intuition & theory are great BUT learning requires data GET FACTS! 64

65 Test Assumptions: Reduce Risks Story Value = (market size) x (utility) x (UX risk) x (tech risk) Large & growing market Solves unmet need well Users get concept and you ve made it easy to use Not technically impossible to build 65

66 Good Metrics Provide Clear Goals Define objective metrics tied to team goals 66

67 Fitness Functions A fitness function is an objective metric that is used to summarize how close a given design solution is to achieving a goal. Good fitness function metrics are: Clearly defined, understood by team members Regularly calculated to inform team decisions Proven to actually measure what they are supposed to Metrics in Lean serve as fitness functions 67

68 Focus on the Wright thing The key concept in the Wright brothers patent? How to control the plane Others were more focused on engine power Image from:

69 The Old Way: Too Big & Too Late 69

70 The Challenge: Testing in an Agile Way Traditional user testing does not fit well into agile: Recruiting can take up to two weeks Reports and test plans take too long You often don t have a stable UI until too late What can we do? Adapt existing methods! Fake door testing can be used to determine intent to buy/use 3x3 solves the waiting till the end for working UI problem RITE is a step in the right direction, it speeds up iterations A/B split tests are effective for tweaking final details 70

71 Fake Door Testing 71

72 The 3x3 Way: Test Multiple Concepts Early 3 concepts, 3 pages deep Design Refine 3 iterations of design & test 3 or more users per iteration Combine Test low fidelity first, then high Improve concept each iteration Combine best elements into 1 concept & iterate Refine Design 72

73 The RITE Way: Refine One Concept Faster REFINE DESIGN REFINE DESIGN REFINE DESIGN Schedule image from Brian Keith Sullivan RITE: Method 73

74 The A/B Way: Refine Details At End Design A Build & Launch A Test A Update Design B Build & Launch B Test B Repeat Design & build multiple designs and compare details By nature less subject to test condition biases Easy to get large sample sizes & statistically reliable metrics Not so great at providing deeper insights on why 74

75 Making Progress? Be thoughtful about what you measure! Candidates for design metrics to guide teams: # of interactions with target user segments (personas) Page impressions Sign-ups Task completion rates Time on task Error rates Satisfaction scores Net Promoter Scores Focus on testing the right hypothesis 75

76 Dave McClure s Categories of Metrics Acquire Activate Retain Refer Marketing oriented, get user to know offering exists Get user to Get user to engage with integrate offering product for initial into their lives 1 st use and use long term Get user to recommend to a friend These cover the entire product lifecycle or UX Categories based on Dave McClure s AARRR Startup Metrics for Pirates see: 76

77 Questions to Guide Teams Have we validated these stories and personas? Did the iteration incorporate user feedback? Can they use it? Do they like it? Would they recommend it to a friend? Did we make it measurably better? How can we learn more, faster, and more cheaply? Iterations without user tests are a lost learning opportunity Waiting until the end to test things is the waterfall way The definition of done can only be determined by users 77

78 UX Goal Setting 1. Take 5 minutes and write down individually 3 key UX goals Amplion should track as long-term progress indicators. Use the pink stickies. No talking yet. 2. Take 5 minutes and discuss as a group your ideas for the goals. 3. Take 5 minutes and post the stickies for these goals on next to the story map. 78

79 Hypothesis Framing Exercise 1. For 5 minutes each person marks stories they think are risky using the red dots. No talking yet. 2. Write on blue stickies what types of experiments you could do to reduce risk for 10 minutes. No talking yet. 3. As a group pick 5 experiments to prioritize and discuss. 4. Post on stickies on story map near related stories. 5. Everyone discusses experiments added to story map. 79

80 Group Planning Shared estimates are more accurate 80

81 Group Planning Exercise 1. Take a story and any associated ideas off the backlog. Pick the ones with green & red dots first. 2. Discuss what tasks would be needed to complete the work related each story. 3. Everyone estimates at the same time. 4. Discuss differences in estimates. 5. Repeat estimates & discuss until agreement. 81

82 Discussion 82

83 1 Who? What? 2 Story Metric 6 Groom 3 Estimate 4 5 Assign Market Metric 7 Bonus: Add hyperlinks to deliverables 83

84 Final thoughts It is not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change. Charles Darwin 84