product + ux: how to combine strengths to make something truly great! updated

HELLO VISTA!PRODUCT + UX

Jeremy Johnson VP of Customer Experience

— confidential —

@jeremyjohnson slideshare.com/jeremy jeremyjohnsononline.com

Designing digital products since 2001

Mapping Journey

Defining Expectations Picturing the Vision

Demonstrating Bill Pay

Reviewing Experience

Experience-Driven Transformations

projekt202 is the leader in applying experience strategy and

observational insights to the development of mobile, cloud, web

and workplace software. We’re actively redefining the user

experience (UX) and changing the ways people interact with

technology around the world. Recognized by industry analysts for

setting the standard for the way modern businesses develop

software, projekt202 builds emotionally rich, resonant solutions

that enable customers and end users to fully realize technology’s

potential in today’s connected world.

We’re designers, developers, researchers, program managers

WE WORK WITH SOME OF THE BIGGEST

COMPANIES IN THE WORLD TO HELP

THEM CAPTURE MOMENTS, IMPROVE

METRICS, LAUNCH TECHNOLOGY

SOLUTIONS AND TRANSFORM THEIR

ORGANIZATIONS.

We have a unique and established methodology for

understanding people in context — we reveal unmet needs

— which drives everything we do. This leads to a crisp,

clear understanding of the customer which shapes the

design and development of new solutions and experiences.

With over 15 years perfecting our approach we have the

experience, teams, skills and scale to deliver sophisticated

software solutions that improve any and all touch points

across the user journey.

• CONTEXTUAL INQUIRIES

• UX DESIGN

• VALIDATION TESTING

• PROTOTYPE CREATION

• VISUAL REFRESH

• TECHNICAL ARCHITECTURE

• FULL STACK AGILE DEVELOPMENT

• EXPERIENCE-BASED PERSONAS

• JOURNEY MAPS

• WORKFLOW DIAGRAMS

• SERVICE DESIGN

• CONCEPT STORYBOARDS

• PRIORITIZED INSIGHTS

• EXPERIENCE STRATEGY ROADMAP

• ON-SITE MENTORING

• DESIGN-RESEARCH CENTER

• DESIGN SYSTEMS

• CHANGE MANAGEMENT

• EMBEDDED TEAMS (DESIGN / DEV / PM)

• TRAINING & WORKSHOPS

• CUSTOMER EXPERIENCE ASSESSMENT

Software Design & Development Customer Experience Strategy Customer Experience Adoption

Dist

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CONTACT

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ekt2

02 M

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dolo

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FOCUSED INNOVATION

Qualitative Research

Quantitative Research

Affinity DiagrammingConstruct themes from qualitative data.

Analysis & Synthesis Opportunities and Strategy Definition

Design Research Strategic IdeationExperience Strategy Definition

Iden

tify

Chal

leng

es in

Con

text

REVEALING REALITY

Foundational Analysis

Heuristic EvaluationIdentify initial breakdowns and opportunities.

Digital Marketing SWOT AnalysisIdentify strengths, weaknesses, opportunities & threats.

Stakeholder InterviewsUnderstand stakeholders’ business goals & strategy.

Technical Organization Capability AnalysisAnalyze existing skills and toolsets.

Scenario-based System WalkthroughsDemo of existing solution.

Metrics EvaluationEstablish quantitative baseline of engagement & conversion data.

Content InventoryCatalog the content of the site or application.

Competitive AnalysisEvaluate competitors and comparables on specific axes.

User Experience

Data

Technology

Enterprise Architecture Capability AssessmentReview existing enterprise technology infrastructure.

Solution(s) Architecture AssessmentReview existing application(s) architecture.

RFP RequestDeliver proposal to defined scope document and existing requirements.

Project ApproachAssess a possible project and plan high-level approach.

Align & Assess WorkshopAssess readiness across core capabilities.

Existing Research ReviewMarket research, website feedback, corporate strategy, etc.

Brin

g th

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to F

ocus

Research PlanDesign activities to meet research goals.

Contextual InquiriesObserve & document users in context & environment.

Users Journals & DiariesUsers document their experiences over time.

Participatory DesignCo-creation explorations with users.

Card SortExplore users’ mental models for content and labeling.

SurveysSolicit structured feedback from users.

User Workflow ModelingVisually document workflows & work systems.

Ideation WorkshopsImmerse stakeholders in data and brainstorm opportunities.

Persona DevelopmentCreate customer types to document observed behaviors and values.

Consolidated Workflow DiagramAggregate individual user workflows into one diagram.

Current Journey MapVisualize the user’s perspective of the current experience.

Quantitative Data VisualizationPresent quantitative data visually.

Opportunities Generation & EvaluationOpportunities & prototype choice.

Opportunities MatrixPrioritize in three dimensions, including user experience impact.

Marketing OpportunitiesStrategic planning of owned, earned & paid online tactics.

Engagement PlanDevelop the strategic and tactical plan to achieve the client’s goal.

Experience-Driven RoadmapPlan how great UX can be achieved through the design.

Design PrinciplesArticulate design principles to guide the design and development process.

Requirements & User Stories DefinitionWrite user stories based on detailed user scenarios.

Application & Navigation FrameworkValidated navigation and framework.

Wireframed Key WorkflowsValidated wireframes of key workflows.

Visual Design LanguageVisual design language defined.

Information ArchitectureMap the product from the users’ points-of-view.

StoryboardsIllustrate graphical representations of scenarios.

User ScenariosWrite detailed narratives for user experience flows.

Ideation & Iteration

Validation & Evaluation

Qualitative & Quantitative Data SynthesisAnalyze validation data.

Future Journey MapVisualize the user’s future, improved experience.

Concept ValidationValidate design prototypes through user feedback.

Application & Navigation Framework ConceptsCreate models for the navigation & framework of the application or site.

Workflow ConceptsDraw high-level wireframes for key workflows.

Visual ExplorationExplore different visual treatments and styles of the application or site.

KANO Feature PrioritizationPrioritize features with users through KANO analysis.

Design is still miss-understood.

Dist

ill M

eani

ng fr

om O

bser

vatio

n

CONTACT

proj

ekt2

02 M

etho

dolo

gy

FOCUSED INNOVATION

Qualitative Research

Quantitative Research

Affinity DiagrammingConstruct themes from qualitative data.

Analysis & Synthesis Opportunities and Strategy Definition

Design Research Strategic IdeationExperience Strategy Definition

Iden

tify

Chal

leng

es in

Con

text

REVEALING REALITY

Foundational Analysis

Heuristic EvaluationIdentify initial breakdowns and opportunities.

Digital Marketing SWOT AnalysisIdentify strengths, weaknesses, opportunities & threats.

Stakeholder InterviewsUnderstand stakeholders’ business goals & strategy.

Technical Organization Capability AnalysisAnalyze existing skills and toolsets.

Scenario-based System WalkthroughsDemo of existing solution.

Metrics EvaluationEstablish quantitative baseline of engagement & conversion data.

Content InventoryCatalog the content of the site or application.

Competitive AnalysisEvaluate competitors and comparables on specific axes.

User Experience

Data

Technology

Enterprise Architecture Capability AssessmentReview existing enterprise technology infrastructure.

Solution(s) Architecture AssessmentReview existing application(s) architecture.

RFP RequestDeliver proposal to defined scope document and existing requirements.

Project ApproachAssess a possible project and plan high-level approach.

Align & Assess WorkshopAssess readiness across core capabilities.

Existing Research ReviewMarket research, website feedback, corporate strategy, etc.

Brin

g th

e So

lutio

n in

to F

ocus

Research PlanDesign activities to meet research goals.

Contextual InquiriesObserve & document users in context & environment.

Users Journals & DiariesUsers document their experiences over time.

Participatory DesignCo-creation explorations with users.

Card SortExplore users’ mental models for content and labeling.

SurveysSolicit structured feedback from users.

User Workflow ModelingVisually document workflows & work systems.

Ideation WorkshopsImmerse stakeholders in data and brainstorm opportunities.

Persona DevelopmentCreate customer types to document observed behaviors and values.

Consolidated Workflow DiagramAggregate individual user workflows into one diagram.

Current Journey MapVisualize the user’s perspective of the current experience.

Quantitative Data VisualizationPresent quantitative data visually.

Opportunities Generation & EvaluationOpportunities & prototype choice.

Opportunities MatrixPrioritize in three dimensions, including user experience impact.

Marketing OpportunitiesStrategic planning of owned, earned & paid online tactics.

Engagement PlanDevelop the strategic and tactical plan to achieve the client’s goal.

Experience-Driven RoadmapPlan how great UX can be achieved through the design.

Design PrinciplesArticulate design principles to guide the design and development process.

Requirements & User Stories DefinitionWrite user stories based on detailed user scenarios.

Application & Navigation FrameworkValidated navigation and framework.

Wireframed Key WorkflowsValidated wireframes of key workflows.

Visual Design LanguageVisual design language defined.

Information ArchitectureMap the product from the users’ points-of-view.

StoryboardsIllustrate graphical representations of scenarios.

User ScenariosWrite detailed narratives for user experience flows.

Ideation & Iteration

Validation & Evaluation

Qualitative & Quantitative Data SynthesisAnalyze validation data.

Future Journey MapVisualize the user’s future, improved experience.

Concept ValidationValidate design prototypes through user feedback.

Application & Navigation Framework ConceptsCreate models for the navigation & framework of the application or site.

Workflow ConceptsDraw high-level wireframes for key workflows.

Visual ExplorationExplore different visual treatments and styles of the application or site.

KANO Feature PrioritizationPrioritize features with users through KANO analysis.

“Last week, the first

of 100 signs that

are part of an

initiative to rethink

parking was installed

in Los Angeles by

Mayor Eric Garcetti.”

https://hyperallergic.com/197408/new-la-parking-signs-are-good-design/

http://www.lamayor.org/mayor_garcetti_unveils_new_easy_to_read_parking_signs

https://www.theverge.com/2018/1/18/16905512/hawaii-missile-software-false-alarm-emergency-alert

“Design Thinking?How about… Thinking?”

Kelly Moran Principal Experience Researcher

projekt202

Iterative Testing? Customer Insights?

https://www.youtube.com/watch?v=u00S-hCnmFY

Rapid / Lo-Fi Prototyping?

https://www.slideshare.net/jeremy/

My frustration around wanting to build better stuff!

& trying to convince people there is a better way…

INSIGHTS & IDEAS

VALIDATION BACKLOGS

DESIGN VALIDATION DEVELOPMENT

BACKLOG

LIVE TEST

SPRINT DEVELOPMENT

SPRINT DEVELOPMENT

Ideas & Insights (AKA Hypothesis)

Validated Design

ExperimentsValidated Development ExperimentsLaunch

Are you validating your experiments before sending a full development team to build?

If not, you’re missing out on half the value of modern product development.

https://www.pinterest.com.au/pin/29203097558880694/

THE RIGHT EXPERIENCE DONE WELL

Bad design… Popular, successful site…

Good design… Out of business…

http://startupgraveyard.io/company/rdio/

0 Unrecognized UX is “not important”

1 Interested UX is important but receives little funding

2 Invested UX is very important and formalized programs emerge

3 Committed UX is critical and executives are actively involved

4 Engaged UX is one of the core tenets of the organization’s strategy

5 Embedded UX is in the fabric of the organization;not a separate discussionCUSTOMER DRIVEN

Maturity Model

http://johnnyholland.org/2010/04/planning-your-ux-strategy/

https://www.nngroup.com/articles/usability-maturity-stages-1-4/

0-1 (Org Wide)

1-5 (Org Wide)

Ratio 1:100

Ratio 1:50

Ratio 1:15

Ratio 1:4

http://johnnyholland.org/2010/04/planning-your-ux-strategy/

https://www.nngroup.com/articles/usability-maturity-stages-1-4/

DESIGN CAN SOLVE BUSINESS CHALLENGES

Additional revenue via better experience which drive more

customers & sales.

MORE REVENUE

Savings via improved processes, systems, via digital transformation.

REDUCED COSTS

Get to market with the right product or service faster, and

hit the mark the 1st time.

TIME TO MARKET

Identify new concepts and revenue streams that

leverage your brand in new services or products.

INNOVATION

Winning today’s marketplace takes increasingly better

brand experiences.

MARKETSHARE

Moving to new platforms needs a dedicated plan that

takes into account more than the technical specs.

MODERNIZATION

QUEST TO BUILD BETTER THINGS!

PRODUCT + UXHow to

combine strengths to

make something truly great!

USER EXPERIENCE DESIGNER

I FIGHT FOR THE USER

BUT… TO GIVE THE USERS SOMETHING GOOD…

WITH SOLID TECHNOLOGY…

http://www.poetpainter.com

DEV UX

PM

today…

Marty Cagan

“Marketing Owners” “Project Managers”

“Product Owner”

“Visual Designer” “Business Analysts”

“UX Designer”

“Product Owner”

+“UX Designer”

“Product Owner”

+“UX Designer”

Hi!

Software development has changed.

And not just from waterfall to Agile…

“”

“Agile doesn’t have a brain”

Bill Scott VP Engineering PayPal

— http://www.jeffgothelf.com/blog/agile-doesnt-have-a-brain/

“”

“Understanding the what and why around your customer’s behavior is one of the top things you need to do

well to be successful.”

“Organizations that understand their customers well

are more successful at retaining them and attracting

new ones — we know this from experience. It’s why

most CX pros do customer research.”

“Customer understanding is Crucial — and Harder than it looks”

• Elicit unconscious thoughts and emotions

• Examine context’s influence

• Test ideas with customers

• Measure behavior directly rather than relying on

recollection

To tap into hidden and unpredictable aspects of customer behavior, CX pros should use methods that:

INSIGHTS & IDEAS

VALIDATION BACKLOGS


BACKLOG

LIVE TEST

SPRINT DEVELOPMENT

SPRINT DEVELOPMENT


Validated Design

ExperimentsValidated Development ExperimentsLaunch

Are you validating your experiments before sending a full development team to build?

If not, you’re missing out on half the value of modern product development.

Starting with people to buildan experience strategy

An experience strategy identifies the most important,

holistic experience for both a business and a

customer. That identification process involves much

more than sending out a survey or conducting an

interview.

You need to spend time with people in their

context, in the places where they live and work, to

observe, to build authentic relationships and to

uncover the real truths that shed light on

understanding a customer's journey with a company. Mapping Journey




Building Empathy

Rolling out new software is hard in any company, but it’s even harder when your employees still send faxes.

“OpsSuite was built by Southwest and a

Texas-based software design and UX firm,

projekt202, which specializes in what

they call “complex digital

transformations” for their clients.”

Southwest Airlines’ Digital Transformation Takes Off

fastcompany.com/3065045/wanderlust/southwest-airlines-digital-transformation-takes-off


PROJEKT202 METHODOLOGY

ACROSS THE ORGANIZATION

REVEALING REALITY FOCUSED INNOVATION BUILDING & EVOLVING LAUNCH MEASURE & LEARN

CUSTOMER / USER INSIGHTS

• Validation Tests • Prototypes • UX Design • Usability Tests • Co-creation • 404 Testing

• Generative Research • In-Person Studies • CX Journey Maps • Personas • Diary Studies • Prioritized Enhancements

• A/B Test • Iterative Experiments • Live Testing • Analytics Tooling

• Agile Development • DevOps • Design Systems • Automated Testing • Full Stack Development

• NPS / VoC • Analytics • Feedback • Customer Acquisition

DR

CD

POPM SA

BED

FED

DO

UXD

QA

SPRINTTEAM 3

2

2

2

2

FSESA

Front End Developer

Back End Developer

Dev Ops

Quality Assurance

User Experience Designer

Solution Architect

Full Stack Engineer

Leads

BED

FED

DO

UXD

QA

SPRINTTEAM 2

2

2

2

2

FSESA

BED

FED

DO

UXD

QA

SPRINTTEAM 1

2

2

2

2

FSESA

1. “Knew” PhotoShop

2. Made things look good

3. Could code CSS

4. Make it look like your brand

1. Deep Design methodology

2. Trained in understanding customer needs

3. Leads teams in building empathy

4. Can help shape product strategy

WHAT DOES A UX DESIGNER DO?

IN THE PAST TODAY

https://www.mountaingoatsoftware.com/training/courses/certified-product-owner

http://www.romanpichler.com/training-courses/certified-scrum-product-owner-course/

https://www.mindtheproduct.com/2017/08/lean-dont-speculate-accumulate-validate-succeed/

“I found that 23% of customers who chose to sign up using Facebook authentication did not click on the link in

the verification email.”

https://www.mindtheproduct.com/2017/08/user-behavior-can-bite-lessons-product-management-trenches/

“After a lot of head scratching, here’s what I did. I connected to customers who did not complete the

verification process by sending out a Facebook messenger request.

The predominant feedback I received was: “I don’t remember the email address associated with my

Facebook account.” … you might as well ask the users to climb a 10-foot wall.”


“Because we are blind to real customer needs or fail to see the constraints of user behavior we end up creating more problems than we solve. The best bet is to take the

plunge and observe how customers react.”


PRODUCT?

UX?

We’re not trying to take each other’s job…

“…as a product leader you are only as good as your team, and setting them up for

success and giving them the space and air cover to do their best is ultimately how you

and your product will be successful.”— http://www.mindtheproduct.com/2017/03/product-managers-not-ceo-anything/

“”

Product Owner… CEO?

product? UX?

team sport

1. “Knew” Jira

2. Made checklists

3. Built Roadmaps

4. Carried down directions from the top

1. Sets strategic direction

2. Has deep customer understanding

3. Facilitates team dynamics

4. Sets scorecards for metrics

WHAT DOES A PRODUCT OWNER DO?

IN THE PAST TODAY

WHAT DOES A PRODUCT OWNER DO?

“Getting things done”

vs.

“Getting the right things done”

https://medium.com/@melissaperri/product-manager-vs-product-owner-57ff829aa74d

IMMATURE

Weak Product Management

or

Weak User Experience

“Product Owner” “UX Designer”

“I need to better understand my

users…”

“I need to have a bigger effect on the

product”

http://www.romanpichler.com/blog/ux-skills-for-product-owners-and-product-managers/?utm_source=Twitter&utm_medium=Blog&utm_campaign=UXSkills

THE BATTLE FOR…

WHAT CAN A UX DESIGNER DO?

PROPER RATIOS

LEADING CUSTOMER INSIGHTS

PART OF SENIOR TEAM

HELP DRIVE DECISIONS

EMBEDDED

GET YOU CLOSER TO THE CUSTOMER

MORE THAN JUST “VISUAL DESIGN”

VALIDATING BACKLOG ITEMS

BUILDING INTERACTIVE PROTOTYPES

ABLE TO MOVE

METRICSUNDERSTAND TECHNOLOGYCAN TALK

BUSINESS

VISUALIZING USER

JOURNEYS

CAN LEAD DISCUSSIONS

INTERVIEWING USERS

DESIGN PROCESS

CREATE UNDERSTANDING

VISUALIZE AS MUCH AS POSSIBLE

VALIDATE YOUR IDEAS

THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR UX DESIGNER

“As a builder, as an entrepreneur, how can you create something for someone else if you don’t have even

enough glancing familiarity with them to imagine the world through their eyes?”

Chris Sacca Lowercase Capital

“”

I’m a hipster designer 😎

I don’t work in food services.

I’m not a tattoo artist.

I’m not an astronaut.

I don’t work in a factory.

I’ve never been a police officer.

I’m not a lawyer.

I’m full sighted.

I’ve never been a cowboy.

(And I’m from Texas!)

User Researcher: “User researchers are the eyes, ears and conscience of your product manager,” the guide explains. User researchers provide the knowledge that ensures that you “build products that delight your customers through a

great user experience.”

“”

13 Jobs That Now Matter The Most, From A Digital Perspective

“What’s important to remember is that customer journeys aren’t created; they’re discovered. When we try to create

journeys, we fall into one of these two traps: we either hallucinate customer needs or throw away the customer

experience playbook altogether and focus on the needs we know intimately: our own.”

“”

— Jake Sorofman

http://blogs.gartner.com/jake-sorofman/customer-journeys-are-discovered-not-created/

“…data can’t substitute for the real, deep insight gained from talking to real

customers and users.”“

”Jens-Fabian Goetzmann

Product Manager @ Yammer. https://medium.com/@jefago/why-pms-need-qualitative-research-2990b49fc46e

1. … it can get you to the “why” behind the data

2. … it can generate new ideas and hypotheses to test

3. … you can validate hypotheses that aren’t A/B testable

4. … it can address new users that aren’t using your product today

5. … it can get you to answers faster (without building anything)

6. … you will stay more humble and grounded

“”

“The solution? Exposure hours. The number of hours each team member is exposed directly to real users interacting

with the team's designs or the team's competitor's designs. There is a direct correlation between this exposure and the improvements we see in the designs that team produces.”

“”

“It's the closest thing we've found to a silver bullet…”

https://www.linkedin.com/pulse/fast-path-great-ux-increased-exposure-hours-jared-spool

Jared Spool

“Observing users in person provides you with data that surveys and behavioral data simply can’t, just as surveys

and behavioral metrics provide you with data and reliability that qualitative work can’t. You need both— and

you need to do both well”

“”https://medium.com/@mgallivan/the-case-for-talking-to-users-in-the-age-of-big-data-bca4159e9620

Matt Gallivan

Customer experience (CX) professionals know that the first step on

the path to delivering good experiences is doing research to

understand their customers. Yet many fail to recognize that it’s easy

to draw false conclusions — and that doing so is even more

dangerous than being ignorant. In this report, we warn teams

about the most common pitfalls and explain how to adapt your

practices and mindset to avoid them — and get the insights you

need to succeed.

Build Real Customer Understanding How To Avoid Research Pitfalls And Achieve Insight Instead

https://www.forrester.com/report/Build+Real+Customer+Understanding/-/E-RES136384

A contextual inquiry is a cross between an interview and an observation that combines the strengths of both.

In a contextual inquiry, the interviewer goes to the user and interviews them where they perform the activities being investigated. The idea is to interview users in the context of their lives while they are performing their tasks, asking them questions about what they are doing and why (when necessary) along the way.

Contextual InquiriesRevealing Reality

Mapping Journey




Journey Maps are meant to clarify customer understanding at various points along a continuum. The purpose of the Journey Map is to identify high and low points for the user within the experience. High points being portions of the flow that are working well and are enjoyable for the user and low points being areas where the experience is difficult or frustrating.

A Journey Map will help prioritize UX design efforts by identifying areas that have the greatest opportunity for improvement.

Journey MapRevealing Reality

PrototypesFocused Innovation

Once we have identified the concepts that we want to validate with users we design and build high-fidelity prototypes. The final prototype can be used for validation studies and is also effective for communicating a concept to internal stakeholders and prospective customers.

Kano StudyThe Kano Model was developed by Japanese Quality Management expert Noriaki Kano - and with this method - testing allows for user input to determine where each feature, or proposed feature, fits in the model by weighing the results of a functional question and a dysfunctional question. Plotting the responses on a matrix and calculating their functional and dysfunctional characteristics leads to recommendations for which features should be prioritized according to users needs, satisfaction, and the relative ratio of effort for each feature in question.

Focused Innovation

Validation TestingFocused Innovation

The goal of validation testing is to identify any usability problems, collect qualitative and quantitative data, and determine the user's satisfaction with the product. By identifying problems with usability testing early in the design phase, fixes will be less expensive

A findings and recommendations report is created after observing users in the testing facility .

DEALING WITHPFI TICKETSI separate the PFI tickets by small, purchase, and general merchandise. I organize the stacks so I can just grab the item quickly instead of walking back and worth.

“

”

L

AFFINITY WALK We started with 1300 Data Points

The team each started in front of a board of notes and moved around reading from top to bottom and noting any ideas that come to mind. At this point we were only concentrating on how we interpreted the information ourselves.AFFINITY

WALK

ROUND 1 SILENT PROCESS

1

The focus of this round was to go around the room once more and read what others had written and to see if it sparks another ideas.

ROUND 2 SILENT PROCESS

2

THE RESULTSOver 375 Opportunities arose from the data

CORPORATE PARTICIPANTSDionne James Azure Hicks Leigh-An Kennedy Mary Brown

Chris Pool Earl Everett Linda Hughes

CSR Dashboard

Customer HistoryDaily

Buys productsCustomer wishlist

Compensation commission hourlyCommunication w/ other CSRs

Helpdesk

Corporate

Store

Schedule

Goals

Sales

Store goals

Team Goals

Filters

Daily, weekly, monthly

Region

Alerts

Help desk

System maintenance

Manager

Transition historyTasksQueues

CSR DASHBOARD

KEY DESIGNPRINCIPLES

WHAT ARE DESIGN PRINCIPLES?Experience principles are guidelines for solving a challenge in dependent of a specific solution. These principles translate our findings into design directives based on an understanding of the design space and the users.

WHY KEY DESIGN PRINCIPLES?These principles outline what is necessary to achieve success, giving designers and implementers a framework in which to generate solutions that align with employee needs and motivations and to serve as guideposts at decision points.

MAKE EMPLOYEES MOBILETECHNOLOGY

5

All employees currently spend a lot of time walking to and from devices around the store to complete their tasks. By providing them with mobile devices they'll be able to complete tasks more efficiently, by searching, scanning, and looking up information while out on the floor or in the back room. This will streamlines processes, making employees faster and less likely to make mistakes.

Associated User Personas:The Overseer The Achiever The OrchestratorThe Warehouse Guard

VERY HIGH PRIORITY

Make Employees Mobile

Codes to Tag Items

VERY HIGH PRIORITYOPPORTUNITIES

Increase Readability

Tracking Inventory Tool

Pricing Tool

HIGH PRIORITY

HIGH PRIORITYOPPORTUNITIES

ADD PHOTOS TO INVENTORY DESCRIPTIONS

Attaching a photo of the item will help the employee match the item in the system to the one on the shelves, reducing time spent searching and the number lost items. It will be especially helpful for unique items such as jewelry, for which written descriptions are not specific enough for identification. Additionally, when uploaded to the Cash America app or outside sites, photos will give customers more information items for sale.


INVENTORY

13 REAL TIME UPDATES

With multiple employees working in the system on multiple devices, in order to maintain consistency the system needs to update in real time between devices. For example a customer pays off a loan and takes in a large amount of money, the system the manager is on in the back room needs to reflect that immediately in order for them to make decisions with up to date information.


TECHNOLOGY

14

CSR INVENTORY

Hi, I have a guitar

James comes in to get a loan on a guitar. Mary inputs the model number to pull up the suggested price for a guitar with those specifications.

ITEM INTAKE

After giving James his loan, Mary attaches a pawn ticket to the guitar, then takes it into the back room and places it on a shelf. She scans the shelf and that location is associated with the guitar in the system.

PLACE IN BACKROOM

The guitar has fallen out of loan, so Mary pulls it for inventory. She takes the guitar from the shelf, scans the ticket on it to identify it, then prints out a price tag. She places the item on the sales floor and scans the shelf she puts it on.

PFI

Dennis is interested in purchasing the guitar. Mary scans it and sees a description, specifications, and an image of the item. She also sees how long it has been in loan, how long it's been on the floor, and how much the store paid for it to help her negotiate.

ON SALES FLOOR

CSR GETTING A LOAN ON AN ITEM

CUSTOMER ARRIVES

Customerarrives Verify customer’s

informationExisting customer

CUSTOMER SHOWS ITEM

New item

Serial number Pull up item via serial/model number

No serial number

Previously loaned-on item

Customer shows item

System suggests price based on:

Add customer’s informationNew customer

NEGOTIATE WITH CUSTOMER

Negotiate with customer

Distribute cash

Search for item with categories

Item

Condition

Customer pickup stats

Similar items priced regionally & nationwide

Find item in customer’s history

Verify item is same as before

Hand customer receipt paperwork. Point out on receipt where customer can pull up their account

to see their due dates, and all of their loans.

Place item on shelf in back room

Scan shelf barcode so location links to the item in the system

0

4

8

12

16

Title Loans Backroom Manager Shift Leads Pawn Brokers Asst Managers Managers

13

11

15

211

CONTEXTUAL INQUIRIES

WHO WE SPOKE TO:We observed 43 team members in total

Breakdown by position

Qualitative Quantitative

Analytics

A/B Testing

Clickstream

404 Testing

Surveys “Voice of Customer”

NPS

Experian

Contextual Inquiries

Personas

Journey Maps

Workflow Diagrams

Affinity Diagramming

Validation Testing

Usability Testing

we like post-it notes

we like to sketch

we like to sort

we like to visualize

we like to translate requirements into experiences (and experiments!)

VALIDATE YOUR IDEAS

“Developing a product without user research is essentially one expensive experiment which, according to

aforementioned industry benchmarks, has a 90% chance of not paying off (at least without modifications post-launch).”

“”

—

http://www.gallup.com/businessjournal/185345/quantitative-customer-experience-metrics-aren-enough.aspx?utm_source=twitterbutton&utm_medium=twitter&utm_campaign=sharing

Calculating the ROI of Digital Prototyping Nis Frome

Waterfall…

Start Launch

2 years

😥

Agile?

Start Launch

2 years

🤣

“I’m also hoping very much to see more validation of ideas. In other words, let’s stop just shipping features, crossing our fingers, and hoping they work. Let’s figure out how we can test whether we’re moving in the right direction before

we commit six months and hundreds of thousands of dollars toward building something.

“”

— Calculating the ROI of Digital Prototyping

Laura Klein

http://blog.wootric.com/product-managers-stop-worrying-about-building-the-wrong-thing-on-schedule-a-qa-with-laura-klein/

“Remember that our higher order objective is to validate our ideas the fastest, cheapest way possible. Actually building and launching a product idea is generally the slowest, most

expensive way to validate the idea.”

“”

— Dual-Track Agile

Marty Cagan

http://svpg.com/dual-track-scrum/

“…from $1 invested in UX, you save $10 in fixing issues during development, and $100 if the product has been

already released.”

“”

1:10:100

http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/

“… due to poor requirements definition”

“…of projects scrapped, or end up being underwhelming”

“…in developer time spent on avoidable rework”

“$600 billion spent on digital projects — with billions wasted…”

30% UP TO

67% UP TO

50% UP TO

[CNBC — Tech spending isn’t all it’s cracked up to be] [usability.gov — Benefits of UCD][IAG — Business Analysis Benchmark Report]

— all avoidable!! —

http://www.cnbc.com/2015/10/30/technology-spending-isnt-all-its-cracked-up-to-be-study.html

https://www.usability.gov/what-and-why/benefits-of-ucd.html

https://www.iag.biz/business-analysis-benchmark-2009-report/

INSIGHTS & IDEAS

VALIDATION BACKLOGS


BACKLOG

LIVE TEST

SPRINT DEVELOPMENT

SPRINT DEVELOPMENT


Validated Design Experiments

Validated Development ExperimentsLaunch

“You’re not building to build, you’re building to answer. The prototype is thrown away after a

sprint 99% of the time.”

“”

— Design Sprint

Todd Lombardo

http://www.mindtheproduct.com/author/ctodd-lombardo/

Usability Test Iterative Validation

You have a solution already launched, and you’re looking for areas that could use improvements. Testing with actual users in a 1-1 setting with task based scenarios you’ll capture many of the key issues.

A non-functional prototype is validated with limited work behind it - to make sure we’re heading in the right direction early in the process. And WAY before development starts to build. This is also done in a 1-1 setting, but changes are made on the fly.

https://material.uplabs.com/posts/top-3-of-2016


01 View driver rating

02 Choose car

03 Logo on car

04 Driver info

05 Track driver’s arrival

06 Auto-location/911

07 Rate driver

08 Record driver

09 Stipulate store

10 Browse catalog

11 Type my order

12 Deliver ASAP

13 Scheduled delivery

14 Photo of Item

15/16 ID Badge/Uniform

17 Hand delivery

18 Confirm received

19 Courier

20 Errands

-1.00 -.075 -0.50 -0.25 0 0.25 0.50 0.75 1.00

Stacked coefficients based on Kano rankings

My UX team doesn't do this things?!

This is a problem. Just because you hire someone, doesn’t mean they’re going to be good. You might have to push them in the right direction. If you’re a product owner a well placed… “don’t you think we should do some observations…” could prod the UX team to do a little research about what that would take to do some research, and hopefully get them excited about it.

HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING

YOUR CUSTOMERS

SETTING KEY METRICS FOR THE

TEAM TO WORK TOWARDS

PROVIDE SUPPORT AND COVER-FIRE

THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR PRODUCT OWNER

HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING YOUR

CUSTOMERS

https://www.jeremyjohnsononline.com/

http://blogs.hbr.org/2014/04/design-can-drive-exceptional-returns-for-shareholders/

Additional revenue via better experience which drive more customers & sales.

MORE REVENUE

https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1

Savings via improved processes, systems, via digital transformation.

REDUCED COSTS

Get to market with the right product or service faster, and hit the mark the 1st time.

TIME TO MARKET

Identify new concepts and revenue streams that leverage your brand in new services or products.

NEW CONCEPTS

Mapping Journey




INSIGHTS & IDEAS

“Customers are really looking for X out of our brand…”

“Can we validate the ways we can solve that problem?”

“We’ve found a great way to solve for X, and it validated really well!”

“Great, let me help build a business case around this so we can prioritize it!”

“I know our CEO is really hot on Y, and X could fit right in!”

“This would increase repeat usage, which would improve conversion!”

“Can we tie this in to get more people to complete the on-boarding? We’re tracking to that metic this quarter”

“I think this could reduce calls to the call center — which would save $XX and help us achieve our goals!”

SETTING KEY METRICS FOR THE TEAM TO WORK TOWARDS

“Make it better” “Solve this problem”“Add these features”

• Profitability…

• Customer Service…

• Retention…

• Efficiency…

• Growth…

• Re-platform…

Problem Base Goal Current Status

Increase On-boarding Completion 43% 60%Increase Conversion 3.8% 4.2%Decrease call-center support 25% 20%

Product X

64%

3.6%

18%

Increase On-boarding Completion

Remove steps

Redesign

Mobile Friendly

Social Sign-on

Text Service

Improved Copywriting

Accessibility Improvements

Add free trial

Increase On-boarding Completion

Remove steps

Mobile Friendly

Text Service

Improved Copywriting

Add free trial

• Office politics

• New shiny objects (NSO)

• Unproductive requests

• Keeping leaders informed

• Promoting wins

Don’t take no. Try different avenues. Show how something could be improved.

PUSH, AND PUSH SOME MORE

Why is it like this? What happens if I break this rule? Have we changed? Is it time to rethink this?

DON’T TAKE PROCESSES AT FACE VALUE

Learn the art of being liked, but getting things done. Those are not always in conflict, but sometimes they are.

SOMETIMES YOU HAVE TO BE A BIT OF AN ASS

Prove yourself, then prove yourself again. Show with your own passion, lead.

LEAD

LEADING TO GET

THINGS DONE.



VALIDATE YOUR IDEAS

HIGHLIGHT THE BUSINESS SIDE OF DELIGHTING

YOUR CUSTOMERS

SETTING KEY METRICS FOR THE

TEAM TO WORK TOWARDS


So that you can combine

strengths to make

something truly great!

Jeremy Johnson VP of Customer Experience @projekt202

jeremyjohnsononline.com

We wrote the book on helping businesses gain insight from their customers and users — insights that lead to effective, successful launches.

Designing Software for People: Application Development in the Experience Age

experience.projekt202.com


http://experience.projekt202.com

product + ux: how to combine strengths to make something truly great! *updated*

Leadership & Management

product + ux: how to combine strengths to make something truly great! updated