Why Lean UX

  • Lean UX focuses more on the experience of the design and less on providing UX deliverables.
  • It validates the assumption at early stages product itself.
  • Lean UX is the best toolkit for the modern designers.
  • Instead of talking about features and documents it talks about what works.

Three foundations

  1. Design thinking
    • Direct observation of what people want and need in their lives and what they like or dislike about the way particular products are made, packaged, marketed, sold, and supported. It’s a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity
  2. Agile Software Development
    • Individuals and interaction over process and tools.
    • Working software over comprehensive documentations.
    • Customer Collaboration over contract negotiation = faster iterations, real involvement in product making and team investment in validating learning
    • Responding to change over following a plan = the initial product design will do on the basis that it will be wrong the bigger picture is to find out what’s wrong with them ASA
  3. Lean Startup method
    • Build > Learn > Learn. To minimize project risk and gets teams building quickly and learning quickly.
    • Each design is a proposed business solution = a hypothesis. Your goal is to validate the proposed solution as efficiently as possible by using customer feedback
    • The practice of Lean UX is bringing the true nature of a product to light faster, in a collaborative, cross-functional way that reduces the emphasis on thorough documentation while increasing the focus on building a shared understanding of the actual product experience being designed.

Principles

  1. Cross Functional Teams
    • What? = Made of various disciplines
    • Why? = Ideas from all the disciples
  2. Small, Dedicated, Colocated
    • What? = Small Team, dedicated to given project
    • Why? = Increase in communication, focus and camaraderie
  3. Principle: Progress = Outcomes, Not output
    • What? = Features and serves are outputs. Aim for outcomes
    • Why? = We don’t know in any meaningful way whether a feature is effective until it’s in the market. By managing outcomes, we gain insight into the efficiency of the features we are building.
  4. Problem- Focused Teams
    • What? = Team focused on problems rather than the features.
    • Why? = It allows them to come up with their own solutions and drives a deeper sense of pride and ownership in the solutions the team implements.
  5. Removing the waste
    • What? = Goal is to improve the outcomes hence anything else is waste
    • Why? = Team resources are limited. The more waste the team can eliminate, the faster they can move.
  6. Continuous Discovery
    • What? = Ongoing process of engaging the customer during the design and development process. Research is done on frequent and regular schedules. Research involves the entire team.
    • Why? = Regular customer conversations provide frequent opportunities for validating new product ideas.
  7. GOOB: The New User-Centricity
    • What - Getting out of the building
    • Why - Success and failure of the product are depended on customers, not the team’s decisions.
  8. Shared Understanding
    • What- It’s a rich understanding of the space, the product, and the customers.
    • Why- Less dependent on detailed documents.
  9. Anti-Pattern: Rockstars, Gurus, and Ninjas
    • What - Rockstars gurus, ninjas, and other elite experts of their craft break down team cohesion and eschew collaboration.
    • Why - When collaboration breaks down, you lose the environment you need to create the shared understanding that allows you [to avoid repetition] to move forward effectively.
  10. Externalizing Your Work
    • What - Putting the idea out in public.
    • Why - It inspires new ideas that build on the ones that have already been shared.
  11. Making over analysis
    • What - Lean UX values making over analysis
    • Why - Difficult questions are answered in the field rather than in conference room
  12. Permission to fail
    • What - In order to nd the best solution to business problems, Lean UX teams need to experiment with ideas.
    • Why - When teams don’t fear for their jobs if they get something wrong, they’re more apt to take risks.