Iterative prototyping and user feedback for better ux design by Dan Olsen
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Transcript of Iterative prototyping and user feedback for better ux design by Dan Olsen
DAN Olsen
SEP 22, 2015
Copyright © 2015 @danolsen
My Background n Educa=on
n Engineering background n Stanford MBA n UX design, web and mobile coding
n Experience n Led Quicken Product Management at Intuit n Led Product Management at Friendster n CEO & Cofounder, TechCrunch award winner YourVersion n Product consultant: Facebook, Box, MicrosoS n Organizer: Lean Product & Lean UX Meetup Silicon Valley
Slides at hUp://slideshare.net/dan_o TwiUer: @danolsen
What is “Lean Startup” all about?
n Ar=culate hypotheses n Iden=fy fastest way to test n Keep scope small: minimum viable product (MVP)
n Test with customers n Learn and iterate n Achieve product-‐market fit
Copyright © 2015 @danolsen
Sounds easy, right?
n Win a signed copy of book n Tweet about this talk n Include @danolsen n Photos of slides are great n Hashtags:
n #leanstartup n #ux n #prodmgmt
n hUp://=ny.cc/LPP
Copyright © 2015 @danolsen
What is Product-‐Market Fit?
The Lean Product Process
Copyright © 2015 @danolsen
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
Transporta=on within 100 miles of my home
Soccer Mom
Speed Demon
• Carry kids & gear • Safety • Fuel economy
• Go fast • Looks cool • Makes me look cool
Target Customer Has Dis=nct Needs High-‐level need: Target Customer:
Detailed needs:
Ideal Product:
Soccer Mom Speed Demon
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
n Russians: pencil
n NASA: space pen ($1 M R&D cost)
Example: n Ability to write in space (zero gravity)
Problem Space vs. Solu=on Space n Problem Space
n A customer problem, need or benefit that the product should address
n A product requirement
n Solu=on Space n A specific implementa=on to address the need or product requirement
Copyright © 2015 @danolsen
Problem Space vs. Solu=on Space: Product Level
Problem Space (user benefit)
Solu=on Space (product)
TurboTax
TaxCut
Pen and paper
Prepare my taxes
File my taxes
Check my taxes
Maximize deductions
Reduce audit risk
Copyright © 2015 @danolsen
Priori=zing Customer Needs: Importance vs. Sa=sfac=on
Impo
rtance of U
ser N
eed
User Sa=sfac=on with Current Alterna=ves
Compe==veMarket Opportunity
Low High
Low
High
Not Worth Going ASer
Copyright © 2015 @danolsen
Crea=ng Customer Value
Copyright © 2015 @danolsen
Impo
rtance of U
ser N
eed
User Sa=sfac=on with the Product Low High
Low
High
Area = Customer Value Created
Area = Opportunity to Create Customer Value
Copyright © 2015 @danolsen
Importance vs. Sa=sfac=on Ask Users to Rate for Each Feature
Recommended reading: “What Customers Want” by Anthony Ulwick
Bad
Great
Kano Model: User Needs & Sa=sfac=on User Sa=sfac=on
User Dissa=sfac=on
Performance (more is beUer)
Delighter (wow)
Need not met
Need fully met
Must Have
Needs & features migrate over =me
Copyright © 2015 @danolsen
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
What is Your Value Proposi=on?
n Which user benefits are you providing? n How are you beUer than compe=tors? Compe&tor A Compe&tor B You
Must Have Benefit 1 Y Y Y
Performance Benefit 1 High Low Med
Performance Benefit 2 Low High Low
Performance Benefit 3 Med Med High
Delighter Benefit 1 Y -‐ -‐
Delighter Benefit 2 -‐ -‐ Y
Copyright © 2015 @danolsen
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
What is an MVP?
Courtesy of Jussi Pasanen See Aaron Walter’s book Designing for Emo-on Copyright © 2015 @danolsen
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
The UX Design Iceberg
Copyright © 2015 @danolsen
What most people see and react to
What good product people think about
Geqng Customer Feedback: Problem Space vs. Solu=on Space
n Customers CAN’T ar=culate problem space n Customers CAN react to solu=on space n That’s why you need something tangible to show to customers to get good feedback
Copyright © 2015 @danolsen
Product Design Ar=facts: Interac=vity vs. Fidelity
Copyright © 2015 @danolsen
Hand sketch
Interac=vity
Fidelity
Interac=ve Prototype
Sta=c Wireframe*
Clickable Wireframe*
Mockup
Clickable Mockup**
* Balsamiq: balsamiq.com ** InVision: invisionapp.com
Live Product
Common Product Design & User Tes=ng Workflow
Copyright © 2015 @danolsen
Hand sketches
Interac=vity
Fidelity
Clickable Wireframes
Clickable Mockups
Live Product
Test Test
Test
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers
Copyright © 2015 @danolsen
Conduc=ng the User Test
n Types of user tests n In-‐person moderated n Remote moderated n Remote unmoderated
Copyright © 2015 @danolsen
Ramen User Tes=ng Session n 10 -‐ 15 min: Warm Up and Discovery
n Understand user needs, priori=es n Solu=ons they use, likes & dislikes
n 30 -‐ 50 min: User Feedback on Prototype n Show user product/mockup n As non-‐directed as possible: like you’re not there n Avoid “breaking character” n Ask ques=ons to gain understanding
n 5 -‐ 10 min: Wrap up n Answer any ques=ons or issues that came up n Point out/explain features you want to highlight n Ask them if they would use the product
Copyright © 2015 @danolsen
Dos & Don’ts of User Tes=ng Sessions n Do
n Explain to the user: n Their feedback will help improve the product n Not to worry about hur=ng your feelings n “Think Aloud Protocol”
n Try to be a fly on the wall n Ask non-‐leading, open-‐ended ques=ons n Take notes and review them aSerwards for take-‐aways
n Don’t n Ask leading or close-‐ended ques=ons n “Help” the user or explain the UI (e.g., “click over here”) n Respond to user frustra=on or ques=ons (un=l test is over) n Get defensive n Blame the user
Copyright © 2015 @danolsen
What Are You Going to Get Feedback & Learnings About?
Problem Space All your hypotheses in the Product-‐Market Fit Pyramid
Solu=on Space What users react to
Feature Set
UX Design Messaging
Copyright © 2015 @danolsen
Itera=ng Your Product Vector Based on User Feedback in Solu=on Space Problem Space
All your hypotheses Solu=on Space
What users react to
Customer Feedback
Mockups / Code
Copyright © 2015 @danolsen
Problem Space
Solu=on Space
Copyright © 2015 @danolsen
Copyright © 2015 @danolsen
Case Study on Product-‐Market Fit: Marke=ngReport.com
Product-‐Market Fit Case Study: Marke=ngReport.com
n My client (CEO) had a new product idea n Team: me, CEO, VP marke=ng, UI designer n Goal:
n See if there was a business opportunity here n Validate product-‐market fit quickly, cheaply without wri=ng a single line of code
n Product Concept was “marke=ng report” that let consumers control the direct mail that they receive
Copyright © 2015 @danolsen
Clustering Poten=al User Benefits to Create Product Concepts
Reduce Junk Mail
Find out what “they” know about you
Money Saving Offers
Compare Yourself to Others
Social Networking
Marketing Report
Marketing Score
Marketing Profile
Save Trees
“Marke=ng Shield” Concept
“Marke=ng Saver” Concept
Copyright © 2015 @danolsen
Copyright © 2015 @danolsen
Copyright © 2015 @danolsen
n Telephone recruit of prospec=ve customers n Wrote screener to iden=fy target customers
n Wanted users who work full-‐=me & use internet n Fit for opt-‐in offers: use coupons, Costco membership n Fit for an=-‐junk mail: use paper shredder, block caller ID
n Paid each person $75 n Scheduled 3 groups of 2 or 3 people to discuss each product concept for 90 minutes
n Moderated each group through the mockups to hear their feedback
Product-‐Market Fit Case Study: Recrui=ng People
Copyright © 2015 @danolsen
Product-‐Market Fit Case Study: Findings on Concepts &User Benefits
Reduce Junk Mail
Find out what “they” know about you
Money Saving Offers
Compare Yourself to Others
Social Networking
Marketing Report
Marketing Score
Marketing Profile
Save Trees
Legend
Strong appeal
Some appeal
Low appeal
“Shield” Concept “Saver” Concept
Copyright © 2015 @danolsen
Copyright © 2015 @danolsen
Product-‐Market Fit Case Study: Summary
n 4 weeks from 1st mee=ng to validated product concept with zero coding
n Reasonable cost n 1 round of itera=on on product concept n Iden=fied compelling concept that users are willing to pay $10/month for
n Trimmed away non-‐valuable pieces n You can achieve similar results
Copyright © 2015 @danolsen
The Lean Product Process
1. Determine your target customer 2. Iden=fy underserved customer needs 3. Define your value proposi=on 4. Specify your MVP feature set 5. Create your MVP prototype 6. Test your MVP with customers Iterate:
� Hypothesize-‐Design-‐Test-‐Learn loop � Improve product-‐market fit
Copyright © 2015 @danolsen
Copyright © 2015 @danolsen
The Lean Product Playbook n Also covers:
n UX design n Agile development n Product analy=cs
n Published by Wiley n Hardcover & ebook n Available on Amazon: hUp://=ny.cc/LPP
Questions? @danolsen olsensolu=ons.com slideshare.net/dan_o leanproductplaybook.com Book: hUp://=ny.cc/LPP