Lean UX. 3rd Edition

Spis treści książki

• Forewords
• Authors Note
  • Note: From Jeff
  • Note: From Josh
  • From Jeff and Josh
• Preface
  • What Is Lean UX?
  • Who Is Lean UX For?
  • Whats in It for You?
  • OReilly Online Learning
  • How to Contact Us
• I. Introduction and Principles
• 1. More Important Now than Ever Before
  • Design Is Always Evolving
• 2. Principles
  • The Foundations of Lean UX
  • So, What Is the Definition of Lean UX?
  • Principles
    • Principles to Guide Team Organization
      • Principle: Cross-functional
      • Principle: Small, dedicated, colocated
      • Principle: Self-sufficient and empowered
      • Principle: Problem-focused
    • Principles to Guide Culture
      • Principle: Moving from doubt to certainty
      • Principle: Outcomes over output
      • Principle: Removing waste
      • Principle: Shared understanding
      • Principle: No rock stars, gurus, or ninjas
      • Principle: Permission to fail
    • Principles to Guide Process
      • Principle: dont do the same thing faster
      • Principle: beware of phases
      • Principle: iteration is the key to agility
      • Principle: work in small batches to mitigate risk
      • Principle: embrace continuous discovery
      • Principle: get out of the building
      • Principle: externalize your work
      • Principle: make over analysis
      • Principle: get out of the deliverables business
  • Wrapping Up
• 3. Outcomes
  • What Business Are We In?
    • A Story About Outcomes
    • Unpacking the Story: Output, Outcomes, Impact
      • A deeper look at an outcome
  • Outcomes, Iteration, and Validation
• II. Process
• 4. The Lean UX Canvas
  • Assumptions Are the New Requirements
  • The Lean UX Canvas
  • Using the Canvas
    • So When Should We Use the Lean UX Canvas?
    • Is the Lean UX Canvas Best Suited for Early-Stage Ideas or for Sustaining Innovation?
    • Who Should Work on the Canvas?
    • How Long Should We Expect to Spend on a Lean UX Canvas?
    • Do We Have to Use the Canvas to Do Lean UX?
    • Facilitating Each Section
      • Be inclusive
      • Remote versus in-person
  • Wrapping Up
• 5. Box 1: Business Problem
  • Facilitating the Exercise
  • Some Examples of Problem Statements
  • What to Watch Out For
• 6. Box 2: Business Outcomes
  • Using the User Journey
    • User Journey Type: Pirate Metrics
    • User Journey Type: Metrics Mountain
    • Facilitating Your Business Outcomes Conversation with Metrics Mountain
    • User Journey Type: Service Journeys and User Story Maps
  • Outcome-to-Impact Mapping
  • What to Watch Out For
• 7. Box 3: Users
  • The Proto-Persona Template
  • Facilitating the Exercise
    • Early Validation
  • What to Watch Out For
• 8. Box 4: User Outcomes and Benefits
  • Facilitating the Exercise
  • What to Watch Out For
• 9. Box 5: Solutions
  • Facilitating the Exercise
    • Affinity Mapping
    • Collaborative Design: A More Structured Approach
  • Running a Design Studio
    • Setting
    • The Team
    • Process
    • Supplies
    • Problem Definition and Constraints (15 Minutes)
    • Individual Idea Generation (10 Minutes)
    • Presentation and Critique (3 Minutes per Person)
    • Pair Up to Iterate and Refine (10 Minutes)
    • Team Idea Generation (45 Minutes)
    • Using the Output
  • What to Watch Out For
• 10. Box 6: Hypotheses
  • Facilitating the Exercise
  • Prioritizing Hypotheses
  • What to Watch Out For
• 11. Box 7: Whats the Most Important Thing We Need to Learn First?
  • Facilitating the Exercise
  • What to Watch Out For
• 12. Box 8: MVPs and Experiments
  • What Is an MVP Anyway?
    • Example: Should We Launch a Newsletter?
  • Creating an MVP
    • Creating an MVP to Understand Value
    • Creating an MVP to Understand Implementation
    • Some Final Guidelines for Creating MVPs
    • The Truth Curve
  • Examples of MVPs
    • Landing Page Test
    • Feature Fake (aka the Button to Nowhere)
    • Wizard of Oz
    • Example: Wizard of Oz MVP for Taproot Plus
  • Prototyping
    • Paper Prototypes
      • Pros
      • Cons
    • Low-Fidelity On-Screen Mock-Ups
      • Pros
      • Cons
    • Middle- and High-Fidelity On-Screen Prototypes
      • Pros
      • Cons
    • No-Code MVP
      • Pros
      • Cons
    • Coded and Live-Data Prototypes
      • Pros
      • Cons
    • What Should Go into My Prototype?
    • Demos and Previews
    • Example: Using a Prototype MVP
• 13. Bringing It All Together
  • The Lean UX Canvas in the Enterprise
  • Validately: Validating Your Product with Customer Interviews and a Two-Day Prototype
  • Kaplan Test Prep: Using Lean UX to Launch a New Business
• III. Collaboration
• 14. Collaborative Design
  • Collaborative Design
    • Collaborative Design: The Informal Approach
    • Lean UX and Design Sprints
    • Using Design Sprints in a Lean UX Process
  • Design Systems
    • Design Systems: Whats in a Name?
    • The Value of Design Systems
    • Design Systems Teams Are Product Teams
    • Dont Skip the Fat Markers
      • Case study: GE design system
  • Collaborating with Geographically Distributed Teams
    • Collaborating with Distributed Teams
    • Making Collaboration Work
    • Wrapping Up
• 15. Feedback and Research
  • Continuous and Collaborative Research
    • Collaborative Discovery
      • Collaborative discovery in the field
      • A collaborative discovery example
    • Continuous Learning
      • Going back to principles
      • Continuous research: Research is never done
      • Continuous learning in the lab: Three users every Thursday
      • Simplify your test environment
      • Who should watch?
      • Continuous research: Some examples
      • Testing Tuesdays
    • Making Sense of the Research: A Team Activity
      • Confusion, contradiction, and (lack of) clarity
    • Identifying Patterns over Time
      • Test what youve got
        • Sketches
        • Static wireframes
        • High-fidelity visual mock-ups (not clickable)
        • Clickable mock-ups
        • Coded prototypes
    • Monitoring Techniques for Continuous and Collaborative Discovery
      • Customer service
      • On-site feedback surveys
        • Search logs
        • Site usage analytics
        • A/B testing
  • Wrapping Up
• 16. Integrating Lean UX and Agile
  • Make the Agile Process Your Own
    • Redefining Done
    • Were Still Doing Staggered Sprints. Why?
    • Dual-Track Agile
      • Dual-track works when its one team
      • Planning dual-track work
  • Exploiting the Rhythms of Scrum to Build a Lean UX Practice
    • Sprint Goals, Product Goals, and Multi-Sprint Themes
      • Kick off the theme with a collaborative design
      • Sprint planning meeting
      • Experiment stories
      • User validation schedule
    • Designers Must Participate in Planning
  • Stakeholders and the Risks Dashboard
  • Outcome-Based Road Maps
    • Frequency of Review
    • Measuring Progress
  • Lean UX and Agile in the Enterprise
  • Wrapping Up
• IV. Lean UX in Your Organization
• 17. Making Organizational Shifts
  • The Shifts
    • Changing Culture
    • Shifting Team Organization
    • Shifting Process
      • Shift: Be humble
      • Shift: Embrace new skills
      • Shift: Create open, collaborative workspaces
      • Shift: No heroes
      • Shift: Fall in love with the problem, not the solution
      • Shift: Evolve agency culture
      • Shift: Be realistic about your environment
      • Shift: Think competencies over roles
      • Shift: Create cross-functional teams
      • Shift: Create small teams
      • Shift: Work with distributed teams
      • Shift: Build flexibility into third-party vendor relationships
      • Shift: Plan work using outcomes, not output
      • Shift: Beware of BDUF sneaking into Agile environments
      • Shift: Embrace speed first, aesthetics second
      • Shift: Tackle UX debt
      • Shift: Rethink documentation practices
      • Shift: Manage up and out
• 18. Lean UX in an Agency
  • What Business Do You Want to Be In?
  • Selling Lean UX to Clients Is All About Setting Expectations
  • Nobody Wants to Buy Experiments
  • You Made the Sale! Now Navigate Procurement
  • Youre Not an Outsourcing Partner Anymore
  • A Quick Note About Development Partners and Third-Party Vendors
  • Wrapping Up
• 19. A Last Word
  • The Product that Makes the Product
• Index

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