User Experience is one of the most challenging and least understood aspects of creating a product...and yet it will make or break your product. This deck is from the LUXr 2-day workshop for Startup Hawaii, held in June 2012. The workshop is called Crushing the Boulder: User Experience in Lean Startups. Join Kate Rutter of LUXr to learn Lean Startup methods that help you both make the right product, and make your product right.

1. Crushing the Boulder
User Experience
in Lean Startups
2-day intensive
+
DAY 1
SAT, JUN 2, 2012

2. LUXR.CO JUNE 2012

3. Residency Core Workshops Advising
Curriculum
10 weeks to Learning Core concepts Coaching &
awesome for products for and hands-on guidance for
early-stage accelerators & activities for teams going
teams. startup teams. everyone. at lightspeed.
LUXR.CO JUNE 2012

4. TWEET!
Kate Rutter
www.luxr.co
@katerutter
LUXR.CO JUNE 2012

5. This is not...
A class on how to
(how do you know itʼs awesome?)
produce an awesome UI
A session on making (how do you know these arenʼt
production wireframes or a waste of valuable time?)
photoshop comps
A “perfect approach” or (100s of entrepreneurs have
used these techniques to define
a rigid point of view on their own unique Great UX.)
Great UX.
LUXR.CO JUNE 2012

6. Day 1 covers...
I. Lean Startup & User Experience
II. Lean UX experiments:
1. Users + Problems + Solution
2. Get to Know your Customer
" 3. Act on Customer Needs
III. Fishbowl wrap-up
LUXR.CO JUNE 2012

7. Day 2 covers...
I. Lean UX experiments (cont.):
4. Measure What Matters
II. Put it all together
III. Designing Experiments
IV. Living Lean
V. Fishbowl wrap-up
LUXR.CO JUNE 2012

8. What is this stuff?!?!
I : Lean Fundamentals
What is Lean Startup?
What is UX?
What is UX for Lean Startups?
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9. Lean Startup?
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10. Lean Startup is NOT
Cheap Startup
Fast Startup
Shortcut Startup
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11. Lean Startup is NOT
Low-Ambition
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12. Lean Startup is NOT
THE OPPOSITE OF
FAT STARTUP
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13. Get out
of the
building!
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14. Customer development is...
A four-step framework for discovering and
validating the right market for your idea,
building the right product features that solve
customersʼ needs, testing the correct model and
tactics for acquiring and converting customers,
and deploying the right organization and
resources to scale the business.
LUXR.CO JUNE 2012

15. Steve Blank
introduced
“Customer
Development”
in...um...2006.
The big idea...
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16. In 2010, Brant
Cooper & Patrick
Vlaskovitz wrote
a shorter, more
useful book.
The big idea...
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17. What it looks like in practice...
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18. LUXR.CO JUNE 2012

19. Build,
Measure.
Learn.
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20. Lean Startup is...
An approach for building companies that are
creating new products and services in
situations of extreme uncertainty.
The approach advocates creation of rapid
prototypes that test market assumptions, and
uses customer feedback in an effort to evolve
the design faster and reduce waste.
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21. Eric Ries wrote
a blog post on
Sept 8, 2008
titled “The Lean
Startup.”
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22. Eric Ries wrote
a blog post on
Sept 8, 2008
titled “The Lean
Startup.”
The big idea...
+ +
make products reduce
incremental
customers
want releases waste
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23. Lean Startup advocates...
• Experiments
•!Validated learning
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24. UX.
Design.
Startups.
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25. User Experience is...
A personʼs perceptions and responses that
result from the use or anticipated use of a
product, service or system.
product UI UX
via Ed Lea: http://design.org/blog/difference-between-ux-and-ui-subtleties-explained-cereal
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26. Lean User Experience is...
A principle-driven process for product teams
working in situations of extreme uncertainty.
It is characterized by rituals that predispose
predictable, high-quality, high-velocity user
experience outcomes.
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27. What UX brings is 10* years
of experience, methods, and
patterns of work.
*20, 30, 50 years
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28. UX people are EXPERTS at “getting out of the building”
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29. UX people are EXPERTS at “getting out of the building”
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30. UX == Customer Discovery
People, their
goals & needs
Sketches and
prototypes
Interactions and
flows
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31. UX cycles == Lean Startup learning loops
THINK
MAKE
Reduc
cycle e
time,
not
build
time
CHECK
Generative Research • Ideation • Mental models • Participatory Design • Contextual Inquiry • Concept Maps •
THINK Behavior Models • Test Results • Competitive Analysis
Personas • Sketches • Prototypes • Wireframes • Value Prop • Landing View • Hypotheses • Comps • Deployed Code
MAKE
Evaluative Research • A/B Testing • Site Analytics • Usability Testing • Funnel Analysis • Interruptive Surveys
CHECK
LUXR.CO JUNE 2012

32. Design > UI THINK
MAKE
CHECK
Users
1. I need...
why
what Needs 2. I want...
3. My goal is...
how
Business thinking goes here
Mary can...
BUILD
Uses MEASURE
LEARN
Features
Sketches, wireframes, pixels
This Week
Prototypes
User Stories
Themed Releases
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33. LUXR.CO JUNE 2012

34. in Lean UX...
Hypothesis
+ Experiments
Validation
(before code.)
((before pixels.))
(((before wireframes.)))
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35. Today’s Challenge
Hypothesis
We believe that modern families would benefit
from having better ways to keep up with tasks,
and are willing to pay for a better way to
coordinate tasks with other family members,
friends and neighbors.
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36. II : Lean UX Experiments
1. Users + Problems + Solution
2. Get to Know your Customers
3. Act on Customer Needs
4. Measure What Matters (tomorrow)
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37. 1
Users + Problems + Solutions
(A deeper dive into the elements at play)
Make a 3-part diagram
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38. {Activity}
Sketch out the three parts
Who are the users?
What problems do they have?
What would be a proposed solution?
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39. Users + Problem + Solution diagram
business
professionals
Users people with
families
need to share tasks on
the go
problems solution
Too much to do, not
enough time
a mobile app for
delegating tasks
need to know when
something is done
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40. 2
Get to Know Your
Customers
(Customer Development Interviews)
Types of Research
Personas
How to Interview
Practice Interview
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41. User Research
quant qual
• Contextual Inquiry
(Byer & Holzblatt)
• Mental Models (Indi Young)
Generative surveys
•Interviews
•Starbucks
Optimizely• •Hallway usability
Analytics• •remote
Evaluative A/B Testing•
Usability
Key Metrics•
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42. User Research
quant qual
Generative Interviews
Evaluative
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43. Customer Interviews
* Identify who you want to talk to.
* Articulate your hypotheses.
* Craft a topic map for the session.
* Jot down conversation prompts.
* Have the conversation
* Debrief!
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44. {Activity}
Let’s do it!
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45. {Warm-Up Activity}
Rapid Sketching
Clothespin Man!
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46. Who: Make a Persona
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47. {Activity}
Make a persona
Portrait
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48. {Activity}
Make a persona
Demographics
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49. {Activity}
Make a persona
Behaviors
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50. {Activity}
Make a persona
Needs & Goals
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51. {check}
3 checks
* Does this sound like a person who could exist?
If no, make adjustments.
* Is this an actual person you know?
If yes, make adjustments.
* Is the persona respectful?
If no, make adjustments or re-do. Contempt is not helpful.
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52. Customer Interviews
! Identify who you want to talk to.
! Articulate your hypotheses.
* Craft a topic map for the session.
* Jot down conversation prompts.
* Have the conversation
* Debrief!
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53. Topic Map
mobile/
feeling
internet
overwhelmed
habits?
keeping
everything
working
last time
they got help
(house
cleaner) personal commute
time
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54. Customer Interviews
! Identify who you want to talk to.
! Articulate your hypotheses.
! Craft a topic map for the session.
* Jot down conversation prompts.
* Have the conversation
* Debrief!
LUXR.CO JUNE 2012

55. Conversation Prompts
“Have you ever had ________ experience?”
“Can you tell me the story about that?”
“And then what happened?”
“Why [or how] did you do that?”
“What did you love [or hate] about that?”
“If you could wave a magic wand, what would
it be like?”
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56. {Activity}
Brainstorm question
“Have you ever had
__________________________
experience?”
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57. Customer Interviews
! Identify who you want to talk to.
! Articulate your hypotheses.
! Craft a topic map for the session.
! Jot down conversation prompts.
* Have the conversation
* Debrief!
LUXR.CO JUNE 2012

58. During the Interview
DO
• Take notes
• Smile
• Ask open-ended questions
• Get their story
• Shut up and listen
DONʼT
• Talk about your product
• Ask about future behavior
• Sell
• Ask leading questions
• Talk much
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59. {Activity}
Practice an interview
1 interviewer + 1 interviewee
note-takers
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60. After the Interview: Debrief
DUMP (5min, solo)
1 idea per sticky
“What I heard”
“What I saw”
“What stood out”
SORT (10min, team)
Collect similar items
Label groups
Stack duplicates
Note trends and exceptions
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61. {homework}
Debrief
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62. Customer Interviews
! Identify who you want to talk to.
! Articulate your hypotheses.
! Craft a topic map for the session.
! Jot down conversation prompts.
! Have the conversation
! Debrief!
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63. i <3 listening.
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64. 3
Act on
Customer Needs
(Developing product and interface ideas)
Sketching
6-Up Uses
Dot Voting
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65. Remember this?
Users
1. BLAH
why
what Needs 2. BLAH
3. BLAH
how
(INSERT BUSINESS THINKING HERE)
Mary can...
Uses
Features
(CREATE SKETCHES,
WIREFRAMES & PIXELS)
This Week
User Stories
Themed Releases
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66. BLAH BLAH BLAH
BLAH BLAH BLAH
BLAH BLAH BLAH
BLAH BLAH BLAH
A person BLAH BLAH
and their
needs
Your
business
vision
why
USES:
what
What can Mary
how do with your
product?
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67. 6 Uses
An illustration that shows “What will they DO with this
product?” It intersects user needs with business vision
to show the consumer value proposition. This informs
what features are most important.
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68. {Activity}
Sketch 6-up Uses
___ can...
with _____ _____, _____
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69. {Activity}
Dot-vote top picks
3 dots } pick top 2 uses
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70. {Activity}
Redraw the top 2
___ can...
with _____ _____, _____
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71. {Activity}
Brainstorm features
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72. {Activity}
Triage features
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73. {Activity}
Select top 3 features
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74. Uses make
me frisky!
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75. {Organize!}
Post your persona, uses
and features on the wall.
(off to the side)
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76. Patterns of work
1. Generate independently, discuss as a team
(3 people ideal)
2. Dump & Sort
(one item per Post-It, use Sharpie)
3. Sketch
(especially of people)
4. Work at the wall
5. 2x2 organizing framework
(help decision-making when lots of items)
6. Quick decision-making techniques
(dot-vote, roman vote, stack rank)
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77. IV : Fishbowl Wrap-up
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78. Go be awesome.
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79. Crushing the Boulder
User Experience
in Lean Startups
2-day intensive
+
DAY 2
SUN, JUN 3, 2012

80. yesterday we covered..
I. Lean Startup & User Experience
II. Lean UX experiments:
1. Users + Problems + Solution
2. Get to Know your Customer
" 3. Act on Customer Needs
III. Fishbowl wrap-up
LUXR.CO JUNE 2012

81. Customer Development = Permission to move forward
LUXR.CO JUNE 2012

82. UX cycles == Lean Startup learning loops
THINK
MAKE
Reduc
cycle e
time,
not
build
time
CHECK
Generative Research • Ideation • Mental models • Participatory Design • Contextual Inquiry • Concept Maps •
THINK Behavior Models • Test Results • Competitive Analysis
Personas • Sketches • Prototypes • Wireframes • Value Prop • Landing View • Hypotheses • Comps • Deployed Code
MAKE
Evaluative Research • A/B Testing • Site Analytics • Usability Testing • Funnel Analysis • Interruptive Surveys
CHECK
LUXR.CO JUNE 2012

83. Design > UI THINK
MAKE
CHECK
Users
1. I need...
why
what Needs 2. I want...
3. My goal is...
how
Business thinking goes here
Mary can...
BUILD
Uses MEASURE
LEARN
Features
Sketches, wireframes, pixels
This Week
Prototypes
User Stories
Themed Releases
LUXR.CO JUNE 2012

84. What you have...
Users + problems + solution
(“the molecule”)
Persona 2-up uses
can...
with __________, ________
3 features to support the uses
LUXR.CO JUNE 2012

85. Today covers...
I. Lean UX experiments (cont.):
4. Measure What Matters
II. Put it all together
III. Designing Experiments
IV. Living Lean
V. Fishbowl wrap-up
LUXR.CO JUNE 2012

86. 4
Metrics
(Quantitative and Qualitative Evaluation)
Common research questions
Metrics & Analytics
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87. Top questions
Will people use it?
Why wonʼt people use it?
Whatʼs wrong with this?
How could I make this better?
How can I improve conversion?
Are we making progress?
Do people like this?
Are these results good?
Why do people do that?
Did we do the right thing?
Why is there dropoff?
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88. User Research
quantitative qualitative
generate surveys user interviews
ideas
a/b testing
evaluate analytics usability testing
product KPIs
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89. quantitative qualitative
a/b testing usability
analytics testing
KPIs
Do people use it? How should I design the new one?
Which is better? Why wonʼt people use it?
Did we do the right thing? Whatʼs wrong with this?
Are these results good? How could I make this better?
Are we making progress? Why do people do that?
What do people love about it?
CLOSED-ENDED QUESTIONS How can I improve conversion?
Why is there dropoff?
What do they think this should do?
OPEN-ENDED QUESTIONS
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90. Measurement
Traffic
Conversion
Funnel
Product
(black box)
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91. {Activity}
Brainstorm measures
(from features)
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92. {Activity}
Divide into 2 piles:
less more
important important
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93. {Activity}
As a team, get to 5
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94. {Activity}
Check your metrics
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95. Metrics checklist
1. Does the metric • “number of...” [ # ]
• “average number of...” [avg ]
begin with a number? • “percent of...” [ % ]
2. Is there a time basis? • “per week” [ ___/wk ]
• “per month” [ ___/mo]
3. Is there an object • “per user” [ ___/user]
• “per user per week” (fancy!)
basis? • Examples: per user, per session,
or by interaction or item
* not required, but super-helpful (messages per file, emails
per thread)
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96. Metrics checklist
a good metric... a great metric...
...measures the usage of your ...makes you look at all the
product by a person. The usage other metrics and say “none of
should be specific to features that those other numbers matter if
deliver value to your user. we donʼt get this right first.”
unhelpful vanity good better awesome
# of users % of users
# of new
total number who sign in who share a
registered
sign-ups of registered 3+ times a task 3+
users per
users day, times a day,
week
per week per week
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97. {Activity}
Metrics Dashboard
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98. Metrics dashboard
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99. {Show & Tell}
Information Radiator
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100. Information Radiator
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101. Information Radiator
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102. Advanced topics
Conversion metrics Pirate Metrics - AARRR!
Cohort metrics
Instrumentation Acquisition
Activation
Retention
What should I be measuring?
(a few search terms) Referral
“Vanity Metrics” Revenue
“KPI”
“A/B Tests”
“Metrics for Pirates”
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103. Tools Landscape
ANALYTICS CONVERSION TESTING UNMODERATED
Google Analytics Unbounce TESTS WITH VIDEO
KISS Metrics Optimizely Usertesting.com
Mixpanel TryMyUI
Flurry Userlytics
LocalLytics WhatUsersDo
Stats Mix (just an api) Loop11
HEAT MAPPING MESSAGE RECALL MICRO USABILITY
Crazy Egg ClueApp Navflow
Click Tale FiveSecondTest Usabilia
Clicktest
Verify
Intuition HQ
UserZoom
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104. I can sees the
numberz thru da
grassez.
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105. II : Put it all together
1. Create the story
2. Hear the story told back to you
3. How does it hold together?
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106. {Activity}
Make a narrative
We are _______________
Meet...
M V P with __________, ________ can...
using these features
we will measure
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107. A direct through-line
Users
1. BLAH
why
what Needs 2. BLAH
3. BLAH
how
(INSERT BUSINESS THINKING HERE)
Mary can...
Uses
Features
(CREATE SKETCHES,
WIREFRAMES & PIXELS)
This Week
User Stories
Themed Releases
LUXR.CO JUNE 2012

108. A direct through-line
Users
1. BLAH
why
what Needs 2. BLAH
3. BLAH
how
(INSERT BUSINESS THINKING HERE)
Mary can...
Uses
Features
(CREATE SKETCHES,
WIREFRAMES & PIXELS)
This Week
User Stories
Themed Releases
LUXR.CO JUNE 2012

109. I luv heering
da storeez!
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110. III : Designing Experiments
Select an assumption
Define an experiment
Right-size it
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111. Victory is
measured in
learning.
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112. This will change
how you think
about your role,
your work, your
team, your process.
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113. LUXR.CO JUNE 2012

114. unvalidated effort
Plot the difference
MAKE
release
MAKE
release
MAKE release
THINK
time
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115. unvalidated effort
Lots of little wiggles
time
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116. unvalidated effort
Lots of little wiggles
time
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117. Each wiggle is a learning cycle.
unvalidated effort
MAKE
MAKE MAKE
release
THINK THINK
time
CHECK
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118. Experiment Framework
Every experiment has three parts:
1. Hypothesis that is provable/disprovable
2. The experiment itself; the thing you build
3. An indicator of result
For Example:
We believe people like [customer type] have a need for
(or problem doing) [need/action/behavior].
The smallest thing we can do to prove that need is
[experiment].
We will know we have succeeded when [quantitative/
measurable outcome] or [qualitative/observable outcome].
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119. Assumptions
My assumption:
You donʼt want to waste your time, your
career, your patience, or your friendship
building something that has no chance
of success.
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120. {Activity}
Identify assumptions
10 assumptions, 1 per sticky
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121. {Activity}
Divide into 2 piles
Everything Will kill the company
else in the next 6 months
if weʼre wrong
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122. {Activity}
Review & de-dupe
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123. {Activity}
Divide into 2 stacks
less urgent more urgent
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124. {Activity}
Stack rank the urgents
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125. {Activity}
Pick the top one
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126. Experiments
Experiments allow for a whole new way
to tap into the creativity of the team.
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127. ypoth esis {Activity}
H
State the assumption
as a hypothesis
____
tha t ___ _________
w e believe
You must be
able to prove or
disprove this.
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128. p erim ent {Activity}
Ex
Design an experiment
to learn if this is true.
_
__ _________
Briefly describe it. that ____ _
w e believe ___ _________
_________ _
State how you will know if the __ _________ ___ _________
_________ __
hypothesis is valid or invalid. __ _________ __ _________
_________ __
This can be quantitative __ _________ ___ _________
_________ __
evidence or qualitative. _ _________ ___ _________
_________ __
_ _________ ___ _________
How much time/money/effort _ _________
_________ ___ _________
_
will it take?
____ _________
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129. lifica tion {Activity}
Sm al
On a fresh sheet,
redesign the experiment
__
What would you do to get ___ _________
believ e that __ _________
_
we ___
approximately the same _________ _
___ _________ ___ _________
learning... _________ _
___ _________ ___ _________
_________ _
IN 2 DAYS? ___ _________ ___ _________
_________ __
___ _________ ___ _________
_________ __
IN 2 WEEKS? ___ ________ ___ _________
__ _________
IN 2 MONTHS? _________ 2 weeks
.
_ in
__ _________
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130. cide
{Activity}
D e
Discuss, then pick the
experiment to run. ___
___ _________
e belie ve that _ _________
_
w ___
_________ __
_________ _________
!
_
___ ___ ___ ___ _________
_ ________ __b__ieve that ___
_ el __
____ _________
_________ ___
_
________we _ ___ _________
e that __ __________ ____ _____________ _
we believ ___ _________ ___ _________ _____
_
__ __ ___ _________
_________ __________ __ _______________ __
_ _________ ___ _________ ___ _________ __ _
_
__ __ __ _________
_________ __________ __ _______________ __
_ _________ ___ _________ ___ _________ __
__ _ ___ _________
_________ __________ _________ _
_ _________ ___ _________ 2w eeks. __________ ___ _________
_________ ______ in _________ _
_ _________ __ _________ _ _________ ___ _________
_ _________ ___ ____ _ _________
_________ ___ _________ _________ 2 month
s.
___ in
___ _________ s. ____ ________
___ in 2 day
___ ___
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131. Experiments that were designed
measurable/observable
assumption experiment
outcome
busy people need a service fb ad, neighborhood targeting
presents an offer, landing page. 10% ctr on ad, 10% ctr
to help them get
menial stuff done
Phone number or tweet. No out on landing page. 2 days
of pocket cost.
busy people need a service find busy people (in offices). Set up a 5% of employees will make
“shop”. Sit in their reception and see if
to help them get we can get jobs. Prevail upon friend a hire. 1 repeat booking
menial stuff done who runs 300-person company 2 wks
busy people need a service
ad in 10 different offices,
to help them get 2 weeks.
menial stuff done
diff types of companies
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132. Things to note about
the experiment & smallification activities,
which you probably already knew,
that are massively valuable in a startup environment.
Progress not a Smallification can be
function of the quality, Progress is done by adjusting
size, or number of measured in scope or fidelity.
product releases. learning.
Founders need to Smaller/faster experiments
balance between size/ are usually better.
quality and speed of
learning. Behavioral experiments are
usually better.
The best
option is often Small, behavioral
non-obvious. experiments are usually best.
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133. Things to note about
the experiment & smallification activities,
which you probably already knew,
that are massively valuable in a startup environment.
The decision-maker is usually
acting on belief, because there is
insufficient data to decide rationally.
The decision-maker is therefore
often going to be wrong.
Wrong decisions are expected and
usually not fatal.
Progress is measured in sequential cycles of learning.
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134. We A/B test our
experimentzz.
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135. IV : Living Lean
Putting this experience into practice
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136. Lean User Experience is...
A principle-driven process for product teams
working in situations of extreme uncertainty.
It is characterized by rituals that predispose
predictable, high-quality, high-velocity user
experience outcomes.
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137. 10 Principles of Lean UX
1. Design + Product Management + Development = 1 team
2. Externalize!
3. FLOW: think -> make -> check
4. Repeatable & routinized
5. Solve the right problem
6. Goal-driven & outcome-focused
7. Generate many options
8. Decide quickly and hold decisions lightly
9. Recognize hypotheses & validate them
10. Users are the best source of information (& inspiration)
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138. Who is involved?
1. Design + Product Management + Development = 1 team
2. Externalize!
3. FLOW: think -> make -> check
4. Repeatable & routinized
5. Solve the right problem
6. Goal-driven & outcome-focused
7. Generate many options
8. Decide quickly and hold decisions lightly
9. Recognize hypotheses & validate them
10. Users are the best source of information (& inspiration)
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139. How do we work together?
1. Design + Product Management + Development = 1 team
2. Externalize!
3. FLOW: think -> make -> check
4. Repeatable & routinized
5. Solve the right problem
6. Goal-driven & outcome-focused
7. Generate many options
8. Decide quickly and hold decisions lightly
9. Recognize hypotheses & validate them
10. Users are the best source of information (& inspiration)
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140. What do we do?
1. Design + Product Management + Development = 1 team
2. Externalize!
3. FLOW: think -> make -> check
4. Repeatable & routinized
5. Solve the right problem
6. Goal-driven & outcome-focused
7. Generate many options
8. Decide quickly and hold decisions lightly
9. Recognize hypotheses & validate them
10. Users are the best source of information (& inspiration)
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141. How can we be sure?
1. Design + Product Management + Development = 1 team
2. Externalize!
3. FLOW: think -> make -> check
4. Repeatable & routinized
5. Solve the right problem
6. Goal-driven & outcome-focused
7. Generate many options
8. Decide quickly and hold decisions lightly
9. Recognize hypotheses & validate them
10. Users are the best source of information (& inspiration)
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142. V : Fishbowl Wrap-up
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143. I seez u beeing
awesome.
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144. About LUXr
LUXrʼs mission is to educate early-stage entrepreneurs on
effective practices to deliver products that customers want,
need and love to buy.
Residency Core Workshops Advising
Curriculum
10 weeks to Learning products Core concepts and Coaching &
awesome for for accelerators & hands-on activities guidance for teams
early-stage teams. startup teams. for everyone. going at lightspeed.
LUXr • 3435 Cesar Chavez
San Francisco, CA • 94110
info@luxr.co • http://luxr.co • twitter: @luxrco
Janice Fraser, Founder & CEO [janice@luxr.co • @clevergirl ]
Jason Fraser, Co-Founder & Operations Lead [jason@luxr.co ]
Kate Rutter, Co-Founder & Designer [kate@luxr.co • @katerutter ]
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