24. DECLARING ASSUMPTIONS REQUIRES PRIOR FACT. REPORTS
AND HISTORICAL INFO. ANALYSIS OF PROBLEM SOLVING
RESULT. COMPETITOR ANALYSIS. ASSUMPTIONS ARE PROBLEM
RELATED. PROBLEMS ARE RELATED TO OUTCOMES NOT
OUTPUTS. PROBLEMS CAN BE OF FACTUAL OR HYPOTHETICAL
NATURE. YOUR SERVICE Z WAS DESIGNED TO MEET CERTAIN
GOALS X WHEN X IS NOT MET PROBLEM Y RISES. HOW CAN
YOU IMPROVE Z TO REACH X. THAT IMPLIES AN ASSUMPTION
RELATED TO Z.
26. MAP YOUR ASSUMPTIONS ACCORDING TO RISK AND
KNOWLEDGE. CONVERT YOUR ASSUMPTIONS INTO
HYPOTHESIS. WE BELIEVE X IS TRUE. WE WILL KNOW X IS TRUE
OR FALSE WHEN WE GET QUALITY, QUANTITY OR KPI METRICS.
BRAKE DOWN YOUR HYPOTHESIS INTO SUBPARTS WHEN
NEEDED FOR A MORE FINE TUNED RESULT.
28. ASSUME PERSONAS ON THE FLY WITH THE WHOLE TEAM
CONTRIBUTING AND MAKE IT SIMPLE. ALSO KNOWN AS PROTO
PERSONAS OR PP. CREATE MANY OF THEM IN AN HOUR.
ANALYZE YOUR PP WITH THE REAL WORLD.
30. WHAT FEATURE MAKES THE PP CLICK AND THUS GIVE RISE TO
THE DESIRED OUTCOME. ITS LIKE SAYING X + Y = OUTCOME.
CREATE MANY OF THEM IN AN HOUR ON POST IT NOTES. PUT
THEM ON THE BOARD. ARRANGE INTO THEMES. DISCUSS.
32. COLLABORATIVE DESIGN. BRING EVERYONE TO THE TABLE.
LISTEN EARLY. DESIGNERS ARE EQUAL TO NON DESIGNERS AT
THIS STAGE. DITCH HERO DESIGN. THIS IS OPEN SOURCE
DESIGNING. BUILD A DESIGN STUDIO WITH STYLE GUIDES.
GRAPHICAL PROFILE AND ITEM LIBRARY. THINK LOW FIDELITY.
AND LETS GET DOWN TO BUSINESS.
33. MVP. THE MINIMAL VIABLE PRODUCT IS NOT A CRAPPY
VERSION. ITS A GOOD LOOKING VERSION WITH NO COMPLEXITY
INVOLVED. TEST YOUR ASSUMPTIONS WITH THE MVP. MAKE IT
A CALL TO ACTION. A COMMENT FUNCTION CAN BE TESTED BY
ADDING A COMMENT BUTTON. THATS IT. NO COMPLEX LOGIC.
THE MVP IS THERE TO GIVE YOU FEEDBACK TO UNDERSTAND
VALUE AND POSSIBLE OUTCOME.
34. PROTOYPING. YOUR MVP SHOULD BE A NON PROTOTYPE MVP
AT FIRST GLANCE. USE SOLIDIFY. INVISION OR ANY OTHER
SUITABLE ONLINE TOOL. FOR PROTOTYPING. IF THE RESPONSE
IF GOOD. TAKE THE MVP TO THE NEXT LEVEL AND INTEGRATE
THE DUMMY. TEST AND LEARN. ALWAYS KEEP YOUR EYES AT
THE OUTCOME.
35. AB TESTING. ARRANGE SIMILAR FEATURES AND DESIGNS.
DIVIDE USER GROUPS. INVESTIGATE IF A IS BETTER OR WORSE
THAN B. THEN PROCEED. THIS IS CRUICAL. SOMETIMES OR
MANY TIMES A SMALL CHANGE CAN MAKE A HUGE
DIFFERENCE. PRESENTING ONLY A TO TEST YOUR ASSUMPTION
IS NOT GOOD ENOUGH.
36. RESEARCH AND FEEDBACK. THIS IS CONTINOUS. YOU DONT
PLAN TO DO IT. YOU SHOULD DO IT ALL THE TIME. THERE IS NO
WAITING IN LUX. WHILE THE FEEDBACK OF X IS COMING YOU
ARE WORKING ON PUSHING THE MVP OF Y. AND SO ON.
REMEMBER THAT THIS IS COLLABORATIVE DISCOVERY.
37. GET THE WHOLE ORG INVOLVED. EVERYONE AT YOUR COMPANY
IS GETTING PAYED BY THAT COMPANY. THE RECEPTIONISTS
SALARY DEPENDS ON YOUR OUTCOMES. SO CALL EVERYONE IN
ALL THE TIME AND MAKE THEM PLAY. CHAT AND EXPRESS
THEIR THOUGHTS AND FEELINGS. R&D IS NOT THE BRAIN IN
YOUR COMPANY. NOR ARE THE EXECUTIVE LEAGUE AT THE TOP
FLOOR. THE WHOLE COMPANY IS A BRAIN.
38. SCRUM. THIS WHOLE THING IS SCRUM BASED. WITH SLIGHT
MODIFICATIONS IN ORDER TO IMPROVE DESIGN-NON-DESIGN
INTEGRATION AND COLLABORATION. SHORT MEETINGS OFTEN.
TIMEFRAMING. SPRINTS. ITERATION PLANNING MEETINGS. USE
KANBAN. IT HELPS. THIS IS A TEAM SPORT. EVERY PLAYER IS
CRUCIAL.
39. UNDERSTAND THE VALUE OF LUX. REORGANIZE
TOP DOWN. SOLIDIFY THE LUX TEAM. GET
EVERYONE INVOLVED.
THATS IT.