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.

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Steph Troeth

May 31, 2012
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Transcript

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

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

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

    be online.)
  4. Sorry for the funny accent. Born here Grew up here

    Lived here Living here
  5. Who are you?

  6. What is UX?

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

  8. user technology business

  9. user brand business Hat tip: David Rollert

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

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

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

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

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

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

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

    how you sustain yourself who you affect
  17. who you affect your soul how you sustain yourself unique

    fun! adventurous! exotic! useful serious reliable the vehicle
  18. Eric Ries’ “Build-Measure-Learn” Loop Ideas Build Code Measure Data Learn

  19. Ideas n

  20. Ideas Learn

  21. Ideas Learn solution space

  22. Ideas Learn solution space ?

  23. 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”
  24. Ideas Learn solution space ?

  25. Ideas Learn solution space problem space

  26. Ideas Learn solution space

  27. Ideas Learn solution space problem frame

  28. Ideas Learn problem frame Generate

  29. Ideas Learn Problem frame Diversify

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

  31. A badly defined problem can result in:

  32. A badly defined problem can result in:

  33. Who invented the lightbulb?

  34. business user What problem are we solving? What impact do

    we want to have? How do we measure success?
  35. brand What are the business constraints, organisational visions & goals

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

    we need to take into account? business Tool: Stakeholder interviews (or team conversations)
  37. Tool: The SWOT/SPOT

  38. Tool: The SWOT/SPOT Strengths Problems or Weaknesses Threats Opportunities Internal

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

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

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

    factors External factors match convert convert potential objectives!
  42. 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? ATeT]dTBcaTP\b 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? 2WP]]T[b 2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb RWP]]T[_WPbTb) 0fPaT]Tbb  7^fS^fTaPXbTPfPaT]TbbPQ^dc^daR^\_P]hzb_a^SdRcbP]SbTaeXRTb. !4eP[dPcX^]  7^fS^fTWT[_Rdbc^\TabTeP[dPcT^da^aVP]XiPcX^]zbEP[dT?a^_^bXcX^]. "?daRWPbT  7^fS^fTP[[^fRdbc^\Tabc^_daRWPbTb_TRX R_a^SdRcbP]SbTaeXRTb. #3T[XeTah  7^fS^fTST[XeTaPEP[dT?a^_^bXcX^]c^Rdbc^\Tab. $0UcTabP[Tb  7^fS^fT_a^eXST_^bc_daRWPbTRdbc^\Tabd__^ac. <Pbb<PaZTc =XRWT<PaZTc BTV\T]cTS 3XeTabX TS <d[cXbXSTS?[PcU^a\ TgP\_[Tb ?Tab^]P[PbbXbcP]RT 3TSXRPcTS?Tab^]P[0bbXbcP]RT BT[UBTaeXRT 0dc^\PcTSBTaeXRTb 2^\\d]XcXTb 2^RaTPcX^] 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? EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab :ThATb^daRTb 2^bcBcadRcdaT 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? RWPaPRcTaXbcXRb =Tf]Tbb ?TaU^a\P]RT 2dbc^\XiPcX^] {6TccX]VcWT9^Q3^]T| 3TbXV] 1aP]SBcPcdb ?aXRT 2^bcATSdRcX^] AXbZATSdRcX^] 0RRTbbXQX[Xch 2^]eT]XT]RTDbPQX[Xch RPcTV^aXTb ?a^SdRcX^] ?a^Q[T\B^[eX]V ?[PcU^a\=Tcf^aZ ch_Tb^UaTb^daRTb ?WhbXRP[ 8]cT[[TRcdP[QaP]S_PcT]cbR^_haXVWcbSPcP 7d\P] 5X]P]RXP[ \^cXePcX^]bU^a_Pac]TabWX_b) >_cX\XiPcX^]P]STR^]^\h ATSdRcX^]^UaXbZP]Sd]RTacPX]ch 0R`dXbXcX^]^U_PacXRd[PaaTb^daRTbP]SPRcXeXcXTb Xbh^daQdbX]Tbb\^aT) 2^bc3aXeT][TP]TbcR^bcbcadRcdaT[^f_aXRTeP[dT_a^_^bXcX^]\PgX\d\Pdc^\PcX^]TgcT]bXeT^dcb^daRX]V EP[dT3aXeT]U^RdbTS^]eP[dTRaTPcX^]_aT\Xd\eP[dT_a^_^bXcX^] bP\_[TRWPaPRcTaXbcXRb) 5XgTS2^bcbbP[PaXTbaT]cbdcX[XcXTb EPaXPQ[TR^bcb 4R^]^\XTb^UbRP[T 4R^]^\XTb^UbR^_T fffQdbX]Tbb\^ST[VT]TaPcX^]R^\ CWT1dbX]Tbb<^ST[2P]ePb >]) 8cTaPcX^]) 3TbXV]TSQh) 3TbXV]TSU^a) Day Month Year No. ch_Tb) 0bbTcbP[T DbPVTUTT BdQbRaX_cX^]5TTb ;T]SX]VAT]cX]V;TPbX]V ;XRT]bX]V 1a^ZTaPVTUTTb 0SeTacXbX]V gTS_aXRX]V ;Xbc?aXRT ?a^SdRcUTPcdaTST_T]ST]c 2dbc^\TabTV\T]cST_T]ST]c E^[d\TST_T]ST]c Sh]P\XR_aXRX]V =TV^cXPcX^]QPaVPX]X]V HXT[S<P]PVT\T]c ATP[cX\T<PaZTc This 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.
  43. What are our core values? Who do we want to

    be when we grow up? Who are we, and who are we not? brand
  44. 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
  45. Hat tip: David Rollert, whose original method I adapted

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

    adapted
  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 Hat tip: David Rollert, whose original method I adapted
  48. 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? ...
  49. 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!
  50. 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
  51. None
  52. None
  53. Key value proposition: customisation

  54. Key value proposition: customisation

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

  56. Bullet points

  57. Bullet points

  58. Bullet points = geek factor = rational quality = think

    of all the things we can do with it!
  59. None
  60. What are our competitors doing? How are we different to

    them? brand business
  61. 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
  62. “Build it and they will come.” user brand

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

  64. “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?!
  65. “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?!
  66. The “Run Collector” user

  67. 1. Establish your axes social individual explore compete frequent occasional

    visitor local curious engaged
  68. None
  69. 2. Choose two key axes. 3. Identify questions. ✦ What

    do they need? ✦ What do they want? ✦ What can they do?
  70. set a record stalk other runners visitor local explore compete

    What can they do?
  71. 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)
  72. 4. Vary your axes, then your questions. 5. Rinse and

    repeat.
  73. None
  74. key insight

  75. Tool: User modelling with user matrices

  76. 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
  77. Design principles: synthesising core design requirements. user brand

  78. None
  79. 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.
  80. A sound strategy is informed by research but conceived with

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

    conviction. UX
  82. 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
  83. 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
  84. Someone else might have done relevant research.

  85. user brand business

  86. Stakeholder interviews user brand business Rational/Emotional grid Competitive analysis User

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

    matrices Design principles unique SWOT/SPOT Business model canvas
  88. Don’t be afraid to experiment. Be brave!

  89. There are many right answers. Be bold!

  90. Absorb what is useful, Discard what is not, Add what

    is essentially your own. — Bruce Lee
  91. Take the time to think. Be intentional.

  92. 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