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Cheat Your Way With UX (Web2Day edition)

Cheat Your Way With UX (Web2Day edition)

A talk I gave at Web2Day, Nantes on using UX tools to help generate better ideas for each product iteration, especially in the case of innovative digital product development.

Steph Troeth

May 31, 2012
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  1. With thanks: http://www.flickr.com/photos/pb-n-james/5048927901/
    Cheat your way...
    with UX?
    Web2Day, Nantes
    Stephanie Troeth

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  2. Hello!
    I’m Steph, or @sniffles.
    #web2day

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  3. Hello!
    I’m Steph, or @sniffles.
    #web2day
    (Yes, these slides will be online.)

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  4. Sorry for the funny accent.
    Born here
    Grew up here
    Lived here
    Living here

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  5. Who are you?

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  6. What makes a unique, great product?
    What is UX?

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  7. user
    technology
    business

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  8. user
    brand
    business
    Hat tip: David Rollert

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  9. user
    brand
    business
    Hat tip: David Rollert
    fun!
    adventurous!
    exotic!

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  10. user
    brand
    business
    Hat tip: David Rollert
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable

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  11. user
    brand
    business
    unique
    Hat tip: David Rollert
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable

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  12. user
    brand
    business
    unique
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable
    technology

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  13. user
    brand
    unique
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable
    technology
    how you
    sustain
    yourself

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  14. brand
    unique
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable
    technology
    how you
    sustain
    yourself
    who you
    affect

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  15. brand
    unique
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable
    the vehicle
    how you
    sustain
    yourself
    who you
    affect

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  16. who you
    affect
    your soul
    how you
    sustain
    yourself
    unique
    fun!
    adventurous!
    exotic!
    useful
    serious
    reliable
    the vehicle

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  17. Eric Ries’ “Build-Measure-Learn” Loop
    Ideas
    Build
    Code
    Measure
    Data
    Learn

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  18. Ideas
    Learn
    solution space

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  19. Ideas
    Learn
    solution space
    ?

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  20. The great mistake is leaping from
    facts to solutions, skipping over the
    play and exploration at the heart of
    finding new ideas.
    — Scott Berkun, “The Myths of Innovation”

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  21. Ideas
    Learn
    solution space
    ?

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  22. Ideas
    Learn
    solution space
    problem space

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  23. Ideas
    Learn
    solution space

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  24. Ideas
    Learn
    solution space
    problem
    frame

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  25. Ideas
    Learn
    problem
    frame
    Generate

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  26. Ideas
    Learn
    Problem
    frame
    Diversify

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  27. A problem well-defined is a
    problem half-solved.
    —John Dewey

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  28. A badly defined problem can result in:

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  29. A badly defined problem can result in:

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  30. Who invented the lightbulb?

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  31. business
    user
    What problem are we solving?
    What impact do we want to have?
    How do we measure success?

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  32. brand
    What are the business
    constraints, organisational
    visions & goals we need to
    take into account?
    business

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  33. brand
    What are the business
    constraints, organisational
    visions & goals we need to
    take into account?
    business
    Tool: Stakeholder interviews
    (or team conversations)

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  34. Tool: The SWOT/SPOT

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  35. Tool: The SWOT/SPOT
    Strengths
    Problems
    or
    Weaknesses
    Threats
    Opportunities
    Internal factors
    External factors

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  36. Tool: The SWOT/SPOT
    Strengths
    Problems
    or
    Weaknesses
    Threats
    Opportunities
    Internal factors
    External factors
    convert
    convert

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  37. Tool: The SWOT/SPOT
    Strengths
    Problems
    or
    Weaknesses
    Threats
    Opportunities
    Internal factors
    External factors
    match
    convert
    convert

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  38. Tool: The SWOT/SPOT
    Strengths
    Problems
    or
    Weaknesses
    Threats
    Opportunities
    Internal factors
    External factors
    match
    convert
    convert
    potential
    objectives!

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  39. business model canvas
    What are the most important costs inherent in our business model?
    Which Key Resources are most expensive?
    Which Key Activities are most expensive?
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    Through which Channels do our Customer Segments
    want to be reached?
    How are we reaching them now?
    How are our Channels integrated?
    Which ones work best?
    Which ones are most cost-efficient?
    How are we integrating them with customer routines?
    For what value are our customers really willing to pay?
    For what do they currently pay?
    How are they currently paying?
    How would they prefer to pay?
    How much does each Revenue Stream contribute to overall revenues?
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    For whom are we creating value?
    Who are our most important customers?
    What type of relationship does each of our Customer
    Segments expect us to establish and maintain with them?
    Which ones have we established?
    How are they integrated with the rest of our business model?
    How costly are they?
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    What value do we deliver to the customer?
    Which one of our customer’s problems are we helping to solve?
    What bundles of products and services are we offering to each Customer Segment?
    Which customer needs are we satisfying?
    What Key Activities do our Value Propositions require?
    Our Distribution Channels?
    Customer Relationships?
    Revenue streams?
    Who are our Key Partners?
    Who are our key suppliers?
    Which Key Resources are we acquiring from partners?
    Which Key Activities do partners perform?
    What Key Resources do our Value Propositions require?
    Our Distribution Channels? Customer Relationships?
    Revenue Streams?
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    HXT[SATP[cX\TThis work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
    To view a copy of this license, visit http:/
    /creativecommons.org/licenses/by-sa/3.0/
    or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

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  40. What are our core values?
    Who do we want to be
    when we grow up?
    Who are we, and who are
    we not?
    brand

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  41. What are our core values?
    Who do we want to be
    when we grow up?
    Who are we, and who are
    we not?
    Tool: Rational vs Emotional Grid
    brand

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  42. Hat tip: David Rollert, whose original method I adapted

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  43. rational
    emotional
    Hat tip: David Rollert, whose original method I adapted

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  44. rational
    emotional
    fun
    psychic
    (knows exactly what I was looking for)
    motivating
    entertaining
    magical
    encouraging
    surprising
    allow me to influence
    — have an impact
    inspire
    effective
    affective
    (people's choice)
    facilitate
    discussion to play missions
    indication of progress
    Hat tip: David Rollert, whose original method I adapted

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  45. Akoha is a fun way to spice up your life.
    logo
    Already a member? Sign in.
    Earn rewards for completing “missions” —
    exciting and simple activities that turn the
    ordinary into something extraordinary!
    • Get access to hundreds of real-world
    missions
    •Capture those experiences and share
    them
    • Earn rewards for trying out new things!
    Sign up now
    Signing up is free
    and takes less
    than 2 minutes.
    What’s this all about?
    ...

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  46. Akoha is a fun way to spice up your life.
    logo
    Already a member? Sign in.
    Earn rewards for completing “missions” —
    exciting and simple activities that turn the
    ordinary into something extraordinary!
    • Get access to hundreds of real-world
    missions
    •Capture those experiences and share
    them
    • Earn rewards for trying out new things!
    Sign up now
    Signing up is free
    and takes less
    than 2 minutes.
    What’s this all about?
    ...
    rational!

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  47. rational
    emotional
    fun
    psychic
    (knows exactly what I was looking for)
    motivating
    entertaining
    magical
    encouraging
    surprising
    allow me to influence
    — have an impact
    inspire
    effective
    affective
    (people's choice)
    facilitate
    discussion to play missions
    indication of progress

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  48. Key value
    proposition:
    customisation

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  49. Key value
    proposition:
    customisation

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  50. Key value
    proposition:
    customisation
    or so they presume...

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  51. Bullet points

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  52. Bullet points

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  53. Bullet points
    = geek factor
    = rational quality
    = think of all the
    things we can do
    with it!

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  54. What are our competitors
    doing?
    How are we different to them? brand
    business

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  55. What are our competitors
    doing?
    How are we different to them?
    Tool: Competitive analysis
    brand, business model, (design) strategy, user base, feature sets
    brand
    business

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  56. “Build it and they will come.” user
    brand

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  57. “Build it and they will come.” user
    brand
    really?!

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  58. “Build it and they will come.”
    Who are they?
    How do they find out about you?
    Why will they come?
    Why do they need what you’re building?
    Why would they choose you over a competitor?
    user
    brand
    really?!

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  59. “Build it and they will come.”
    Who are they?
    How do they find out about you?
    Why will they come?
    Why do they need what you’re building?
    Why would they choose you over a competitor?
    user
    brand
    Tool: User matrices
    Hat tip: David Rollert, whose original method I adapted
    really?!

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  60. The “Run Collector”
    user

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  61. 1. Establish your axes
    social individual
    explore compete
    frequent occasional
    visitor local
    curious engaged

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  62. 2. Choose two key axes.
    3. Identify questions.
    ✦ What do they need?
    ✦ What do they want?
    ✦ What can they do?

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  63. set a record
    stalk other
    runners
    visitor
    local
    explore compete
    What can they do?

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  64. find new
    routes
    share local
    insight
    create most
    popular
    route
    set a record
    find new
    routes
    set a record
    stalk other
    runners
    find new
    routes
    set a record
    visitor
    local
    explore compete
    What can they do?
    (acquainted)

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  65. 4. Vary your axes, then your questions.
    5. Rinse and repeat.

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  66. Tool: User modelling with user matrices

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  67. Tool: User modelling with user matrices
    Uncover your underlying assumptions
    Uncover assumptions on behaviour, needs and motivation
    Establish hypotheses
    Validate with research, prototypes or MVPs
    Find out what you know and what you don’t know

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  68. Design principles:
    synthesising core design
    requirements.
    user
    brand

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  69. Tool: Design principles
    (for product or page)
    Allows people to “peel the onion” in whatever way is useful for
    them. They can start at the “core” or the peel and never get lost.
    They find what they are looking for and are continually seeing
    more interesting and engaging content.
    Communicate passion for good food. Inspire people to eat and
    cook and bring them and the producers closer together.
    Feel seasonal and vibrant, like touring the store. Stimulate
    senses through impactful images and text in a way that’s clean
    and uncluttered. Show people in the images, not just product.

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  70. A sound strategy is informed by
    research but conceived with
    conviction.

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  71. A sound strategy is informed by
    research but conceived with
    conviction.
    UX

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  72. Common user research methods
    open-ended
    close-ended
    “listening labs”
    “contextual enquiry”
    interviews
    scenario testing
    remote testing tools
    surveys
    focus groups
    card sorting
    heuristic evaluation
    personas
    A/B testing
    analytics

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  73. Common user research methods
    open-ended
    close-ended
    “listening labs”
    “contextual enquiry”
    interviews
    scenario testing
    remote testing tools
    surveys
    focus groups
    card sorting
    exploring the
    problem space
    improve the
    solution
    heuristic evaluation
    personas
    A/B testing
    analytics

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  74. Someone else might have done
    relevant research.

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  75. user
    brand
    business

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  76. Stakeholder
    interviews
    user
    brand
    business
    Rational/Emotional grid
    Competitive analysis
    User matrices
    Design
    principles
    SWOT/SPOT
    Business model canvas

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  77. Stakeholder
    interviews
    user
    brand
    business
    Rational/Emotional grid
    Competitive analysis
    User matrices
    Design
    principles
    unique
    SWOT/SPOT
    Business model canvas

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  78. Don’t be afraid to
    experiment.
    Be brave!

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  79. There are many
    right answers.
    Be bold!

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  80. Absorb what is useful,
    Discard what is not,
    Add what is essentially your own.
    — Bruce Lee

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  81. Take the time to think.
    Be intentional.

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  82. Thank you!
    (Yes, these slides will be online.)
    My eternal gratitude to great shoulders I stand upon:
    ‘Femi T Adesina, Chris Baum, David Rollert, Johanna Kollmann, Olivier Thereaux
    Stephanie Troeth
    @sniffles
    http://stephanietroeth.com/
    http://about.me/stephtroeth
    funny cat
    photo
    “It’s not that I’m smart, it’s just that I stay with problems longer.”
    — Albert Einstein

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