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.
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
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
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.
Cross Functional Teams
What? = Made of various disciplines
Why? = Ideas from all the disciples
Small, Dedicated, Colocated
What? = Small Team, dedicated to given project
Why? = Increase in communication, focus and camaraderie
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.
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.
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.
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.
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.
What- It’s a rich understanding of the space, the product, and the customers.
Why- Less dependent on detailed documents.
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.
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.
Making over analysis
What - Lean UX values making over analysis
Why - Difficult questions are answered in the field rather than in conference room
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.