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LaunchNJ: Product Design Sprints

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LaunchNJ: Product Design Sprints

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A description of some of the tools and techniques that have been imployed at Macmillan Learning in an effort to reduce waste and risk through continuous and rapid learning cycles. The presentations goes through a very brief overview of Lean Startup Customer Development and Design Thinking. If focuses more on how each approach plays well with each other to create a seamless human-centered problem and solution validation process.

A description of some of the tools and techniques that have been imployed at Macmillan Learning in an effort to reduce waste and risk through continuous and rapid learning cycles. The presentations goes through a very brief overview of Lean Startup Customer Development and Design Thinking. If focuses more on how each approach plays well with each other to create a seamless human-centered problem and solution validation process.

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LaunchNJ: Product Design Sprints

  1. 1. Product Design Sprints Alex Britez @abritez alex@unthinkmedia.com
  2. 2. Who am I? Originally a Designer Full Stack developer Graduate degree in Digital Media Design for Learning Alex Britez Director of Digital Innovation alex@unthinkmedia.com www.linkedin.com/in/unthinkmedia @abritez
  3. 3. look at my super awesome idea
  4. 4. “That idea sounds precious, let’s build it right now!”
  5. 5. Failed Startups Broken-Boards Find Fights Event Website Broken Boards more than a decade later. Find Fight...at least I got a cool hat out of it.
  6. 6. The old wayRisk Time
  7. 7. I’m probably wrong how fast can i know? how far am I from success?
  8. 8. Continuous learning reduces riskRisk Time
  9. 9. Traditional Design, Usability “What are we making?” Design Thinking & Lean Methodology Measuring, validating product market fit “Are we making the right thing” Agile Collaboration, Delivery “How do we make it?”
  10. 10. What is a Design Sprint? The sprint gives teams a shortcut to learning without building and launching. - Google Ventures
  11. 11. Why a Product Design Sprint? Flexible, repeatable process Semi-predictable deliverables Goal oriented Removes waste Customer Centered Flattens silo Transparent
  12. 12. Dan Olsen’s Lean Pyramid
  13. 13. A sequence of rapid iteration
  14. 14. The Design Sprint
  15. 15. The hats to be worn “I make sure there is rigor in the process” “I interpret the findings into a point of view” “I turn insights into product idea” “I create tools and experiences that we could learn from”
  16. 16. Gather all your inputs! Unknown Known UnknownKnown Facts that we need to validate with data Our gut intuitions, requires serious validation Exploratory provocations to uncover an unfair advantage We don’t know, but know how to find out (logs, reports) Certainty Knowledge
  17. 17. Problem Validation Loop Understanding & Hypothesis Goal: to get create a shared understanding across your team, teasing out risky assumptions and run experiments. Test those assumption with REAL customers, and observe and empathize with their pains.
  18. 18. credit: unknown Shared Understanding
  19. 19. What problem are we solving?
  20. 20. Set goals! Happiness: measures of user attitudes, often collected via survey. For example: satisfaction, perceived ease of use, and net-promoter score. Engagement: level of user involvement, typically measured via behavioral proxies such as frequency, intensity, or depth of interaction over some time period. Examples might include the number of visits per user per week or the number of photos uploaded per user per day. Adoption: new users of a product or feature. For example: the number of accounts created in the last seven days or the percentage of Gmail users who use labels. Retention: the rate at which existing users are returning. For example: how many of the active users from a given time period are still present in some later time period? You may be more interested in failure to retain, commonly known as “churn.” Task Success: this includes traditional behavioral metrics of user experience, such as efficiency (e.g. time to complete a task), effectiveness (e.g. percent of tasks completed), and error rate. This category is most applicable to areas of your product that are very task-focused, such as search or an upload flow.
  21. 21. Example of Google’s HEART framework Example Goal: For users to keep discovering new content Example Signal: The amount of time users spend engaging with content on our site. Example Metric: The average number of minutes spent actively engaging in content on the site, per user, per day (uploads, views, shares, etc...)
  22. 22. Lightning Talks Lightning talks allow the sprint team to understand the problem from many different points of view. The talks should include: Business goals and success metrics Technical capacities and challenges Existing relevant user research Pedagogical Research Field knowledge Customer support
  23. 23. Define your market segments
  24. 24. Job-based segmentation “assumptions” Does one on one instruction at Writing Lab Teaches a lecture class of 400 students Teaches class of 20 students Job Context Desired Outcome Grading essay Get all students to grade level Motivation Reduce time to grading essays Get good rating from student 50% of bonus based on student evaluation Work life balance Getting tenure
  25. 25. Screener (a persona diagnostic)
  26. 26. Writing your Hypothesis We believe that ____________ that _________ need to ____________ because __________ . persona type job to be done motivationdesired outcome
  27. 27. Prioritizing Risk: Impact vs Certainty Based on our inputs, and their individual agency, how certain are we that our assumptions are true? How much risk is there if we are wrong?
  28. 28. Draw your line in the sand We will test this assumption using ______________. We will know we have succeeded when _____________ of participants do ______________. experiment type success metric quantifiable outcome
  29. 29. Design your experiment Customer Development Interview Stage the problem to capture emotion Tread carefully…. User Testing to get a baseline for process improvements Presumptive Design Prototype to validate underlying assumptions
  30. 30. Cost vs. Certainty (evidence) The less the certainty, the less time/$ you devote to it.
  31. 31. The science of asking questions Problem Discovery Describe your each step involved to complete [job to be done]. What are you thinking during each step? What are you feeling? Problem Validation Tell me about the last time you [process you’re improving] What are you currently doing to solve this problem/get this value?
  32. 32. Act like a 5 year old Problem: The Washington Monument was disintegrating Why is the monument disintegrating? Use of harsh chemicals Why do they need harsh chemicals? To clean pigeon poop Why so many pigeons? They eat spiders and there are a lot of spiders at monument Why so many spiders? They eat gnats and lots of gnats at monument Why so many gnats? They are attracted to the light at dusk Solution: Turn on the lights at a later time
  33. 33. Avoid aspirational response Aspirational How important is a balanced breakfast? It is very important! Gives you energy to get through the day Actual Could you tell me what you’ve had for breakfast the past three days? I was in a rush getting the kids to school, so I just had grabbed a pop-tart! Why were you in a rush? Why..? Why…? How often are you in a rush?
  34. 34. Get out of the building!
  35. 35. Get out of the building Look at how differently that instructor’s teacher assistants give feedback.
  36. 36. How I am empathizing
  37. 37. What is the journey map? Example from: http://justin.bz/create-a-customer-journey-map/
  38. 38. How motivated are they for change? Need Current Satisfaction Opportunity Risky (you better be really good or really cheap) Risky (don’t care enough to pay) High Risk
  39. 39. Correlation between context and motivation
  40. 40. Gains Pains ● time ● quality ● experience ● cost ● onboarding ● team buy-in Is making “better” mousetrap enough?
  41. 41. Real-time analysis Pro: Very fast Con: Pretty shallow
  42. 42. Analyze your results and take action! Pivot Kill it Continue
  43. 43. Solution Discovery Loop focusing on quantity over quality building on each other’s ideas keeping each other focused on our goals
  44. 44. Why think outside of the box, when you could make a spaceship out of it? Designing for constraints
  45. 45. Step 1: Creating a “How might we…” questions Why use this? 1. Shared Point of View 2. broad enough to avoid a narrow perspective 3. specific enough that we address the core issues to be solved Example “How might we create a safe place for students to practice their speeches?” Source: Ideo Step 2: Remember your goals!
  46. 46. Organizing your thoughts 3-5 minutes Everyone on the team quickly gets their thoughts on paper.
  47. 47. Diverge: Crazy 8s 5-7 minutes 1. Each person gets a few sheets of paper. 2. Fold paper in half 4 times 3. When time starts, have each team member fill up those boxes
  48. 48. Design Studio: Co-design w/ customers
  49. 49. Share your ideas (5 min share + 3 min feedback) * team members 1. Each member get 5 minutes to share their entire 8 panels. 2. 3 minutes of feedback per team member 3. During Feedback a. Build on the ideas b. Combine ideas c. Highlight what you really like ...and repeat
  50. 50. converge select 2-3 of your favorite concepts combining is okay, but don’t go crazy. it becomes impossible to explain
  51. 51. Converge: Storyboarding 15 minutes 1. Each team member has paper and sticky notes. 2. Think about a “critical path” that best communicates the value proposition 3. Draw the starting point of that path 4. Draw the ending point of the that path 5. The rest of the time is spent filling in the areas in between. 6. In the last 5 minutes have them place the stickies
  52. 52. Silent gallery walk through 2 minutes per idea 1. Each member gets unlimited number of small sticky dots 2. Signal every time 2 minutes pass, so reviews would swap positions. 3. Have them add sticky dot on the ideas that they like. 4. Add additional feedback on stickies ...and repeat
  53. 53. quick critique 3 minutes per idea 1. Hand the person getting the critique a timer set to 3 minutes 2. Have team state what they liked 3. Build on ideas 4. Combine ideas with another group member ...and repeat
  54. 54. converge select 2-3 of your favorites in the entire group
  55. 55. Create posters for Stakeholders
  56. 56. dot voting: Thinking Hats 3 minutes per idea Customer Voice: Invite some customers (or target market) to help narrow down the products. Business Viability: Will we be able to sell this? Technical Feasibility: How difficult will it be to make this? Pedagogical Value: Are the design decision backed by any efficacy research? Will students learn? Risk! ...and repeat
  57. 57. converge & create Select 2-3 of the most popular product to prototype
  58. 58. Solution Validation Loop
  59. 59. Dan Olsen’s artifacts Interactivity Fidelity Hand sketch Static Wireframe Mockup Clickable Wireframe Clickable Mockup Interactive Prototype Live Product
  60. 60. Our typical path Interactivity Fidelity Hand sketch Clickable Wireframe Clickable Mockup Live Product iterate iterate iterate iterate
  61. 61. Interactive doesn’t mean code
  62. 62. Design your Experiment List down the goals Describe tasks Invite participants Run Test
  63. 63. The science of asking questions Product Validation Could you introduce me to a few colleagues that would be interested in a product like this? Product Optimization If you had a magic wand, what would you add or remove in this product? Wrap up It sounds like x is very important to you, while y is not. How accurate is that?
  64. 64. Analyze your results and take action! Pivot Kill it Continue
  65. 65. Some interesting reading
  66. 66. Thanks! alex@unthinkmedia.com www.linkedin.com/in/unthinkmedia @abritez

Notes de l'éditeur

  • Surveys
    Marketing Research
  • What problem are you trying to solve?
  • Who is your target market?
    All the sheep?
    Just the black sheep?

    Define the size of your oppertunity
  • Is his need high?
    How would you gauge his current satisfaction?

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