1. TOP 3 WAYS TO USE YOUR UX TEAM PRODUCT MANAGEMENT + USER
EXPERIENCE = HAPPY CUSTOMERS
2. Jeremy Johnson VP of Customer Experience .com
3. 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 14 years perfecting our approach we have
the experience, teams, skills and scale to deliver sophisticated
software solutions that improve any and all touchpoints across the
user journey. Were driving digital transformations DRIVING RESULTS
EXPERIENCE DRIVEN & Were working with some of the biggest and
best organizations in the world, helping transform their experience
and technology: condential Mercedes-Benz Financial Services,
Capital One, Samsung Electronics, The Container Store, Neiman
Marcus and many more ...
4. DIGITAL TRANSFORMATION MOBILE SOLUTIONS FLIGHT OPERATION
CENTERS CALL CENTER IMPROVEMENTS RIDE SHARING OPERATIONS INTERNET
OF THINGS E-COMMERCE MOBILE RESPONSIVE WEB RETAIL POINT-OF-SALE
AUTOMOTIVE UI ANALYTICS DASHBOARDS CRM SOLUTIONS ERP SYSTEMS
PROJECTS: INDUSTRIES: AUTOMOTIVE BANKING CONSUMER EDUCATION
ELECTRONICS ENGINEERING ENERGY OIL AND GAS FASHION FINANCIAL
(FINTECH) FOOD AND BEVERAGE GOVERNMENT HEALTHCARE INSURANCE
MANUFACTURING REAL ESTATE RETAIL TECHNOLOGY TELECOMMUNICATIONS
TRANSPORTATION
5. projekt202 is the leader in applying experience strategy and
observational insights to the development of mobile, cloud, web and
workplace software. The company is 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, resonantsolutions
that enable customers and end users to fully realize technologys
potential in todays connected world. Customer Centric Software
Development Understanding the problem is harder and takes longer
than designing a solution. Product Director at Luke Wroblewski
11. Agile doesnt have a brain Bill Scott VP Engineering PayPal
http://www.jeffgothelf.com/blog/agile-doesnt-have-a-brain/
12. 89%of companies believes that customer experience will be
their primary basis for competition by 2016, versus 36% four years
ago.
13.
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
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 DESIGN
ADDS BUSINESS VALUE
14. When youre able to build deep insights about your customers
you can use design methods to prioritize experience enhancements
across products. THE RIGHT BACKLOG, PRIORITIZED Technology is a key
component to your overall CX. Your brand is your app, your site,
your call center. Building engaging, smart platforms to support
your customers is the fastest way to improve CX in todays world.
IMPROVES OVERALL CX Companies are looking for iterative
improvements that have big impact. Understanding customer needs
across touchpoints sets the stage to add these big improvements.
CONSISTENT INNOVATION PIPELINE Improving your business metrics mean
adding additional value for your customers. Design toolsets can
help understand user needs and emotions to help unlock and validate
this value. VALIDATED VALUE FOR CX & EX AND SOLVES MANY COMMON
CHALLENGES
15. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION
DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT
Ideas & Insights (AKA Hypothesis) Validated Design Experiments
Validated Development ExperimentsLaunch
16. Understanding the what and why around your customers
behavior is one of the top things you need to do well to be
successful.
17. Starting with people to build an 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 Demonstrating Bill Pay Building Empathy
18. 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
19. 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
20. Were not trying to take your job
21. product? UX?
22. product? UX?
23. product? UX?
24. team sport
25. 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/
26. DEV UX PM
27. HOW MANY PEOPLE HAVE A UX TEAM? #1
28. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR
GAME?
29. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR
GAME? 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 METRICS UNDERSTAND
TECHNOLOGYCAN TALK BUSINESS VISUALIZING USER JOURNEYS CAN LEAD
DISCUSSIONS INTERVIEWING USERS DESIGN PROCESS
30. CREATE UNDERSTANDING VISUALIZE AS MUCH AS POSSIBLE VALIDATE
YOUR IDEAS THREE (OF THE MANY) WAYS YOU CAN UTILIZE YOUR UX
TEAM
31. CREATE UNDERSTANDING
32. 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
33. learning everything about the customers becomes the most
important focus of creating the product strategy. When companies
talk about features, they are saying, Look at us. Look at what we
can do. When companies talk about the problems of the customers,
they are saying, Look at what youre dealing with. Look at how we
want to help. - Bruce McCarthy
34. 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
35. Whats important to remember is that customer journeys arent
created; theyre 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/
36. You know, we have all the data in the world. We know what
our users are doing and have analytics to track and measure it, but
we dont know why they do it. We dont have any frameworks for
understanding behavior outside of what we speculate about inside
the building.
37. Investing in user research is just about the only way to
consistently generate a rich stream of data about customer needs
and behaviors it informs product managers, engineers, and just
about everyone else. It forms the foundation of intuitive designs,
indispensable products, and successful companies.
38. The problem is, no customer experience technology platform,
by itself, can provide deep insights into why customers do what
they do. These systems can track an infinite number of
transactions, but they can't identify the key actions the company
must take to gain more fully engaged customers.
http://www.gallup.com/businessjournal/185345/quantitative-customer-experience-metrics-aren-enough.aspx?utm_source=twitterbutton&utm_medium=twitter&utm_campaign=sharing
Quantitative Customer Experience Metrics Aren't Enough
39. Understanding the problem is harder and takes longer than
designing a solution. Product Director at Luke Wroblewski
40. What does understanding look like?
41. Mapping Journey Demonstrating Bill Pay
42. Lots of data.
43. journey maps We identify every step in your customer or
user journey.
44. personas Through observations we develop a deep
understanding of your users and customers.
45. product opportunities Visualizing insights and
opportunities highlighted from customer journeys.
46. co-creation Working with your users to explore and refine
solutions for improved products and services.
47. 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
condential
50. Observing users in person provides you with data that
surveys and behavioral data simply cant, just as surveys and
behavioral metrics provide you with data and reliability that
qualitative work cant. 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
51. Customer experience (Cx) professionals know that the right
step on the path to delivering good experiences is doing research
to understand their customers. Yet many fail to recognize that its
easy to draw false conclusions and that doing so is even more
dangerous than being ignorant. in this report, we warn Cx pros
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
52. condential
53. condential Mapping tasks and emotions to discover deep
customer & user insights via observational methods Prioritizing
those insights into experience enhancements and iterating
throughout design Delivering the right technology solutions, fast
with a focus on improving your business
54. VISUALIZE AS MUCH AS POSSIBLE
55. we like post-it notes
56. we like to sketch
57. we like to sort
58. we like to visualize
59. hats!
60. we like to translate requirements into experiences
61. VALIDATE YOUR IDEAS
62. 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
63. Im also hoping very much to see more validation of ideas.
In other words, lets stop just shipping features, crossing our
fingers, and hoping they work. Lets figure out how we can test
whether were 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/
64. 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/
65. 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/
66. 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 isnt all its
cracked up to be] [usability.gov Benefits of UCD][IAG Business
Analysis Benchmark Report] all avoidable!!
67. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION
DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT
Ideas & Insights (AKA Hypothesis) Validated Design Experiments
Validated Development ExperimentsLaunch
68. INSIGHTS & IDEAS VALIDATION BACKLOGS DESIGN VALIDATION
DEVELOPMENT BACKLOG LIVE TEST SPRINT DEVELOPMENT SPRINT DEVELOPMENT
Ideas & Insights (AKA Hypothesis) Validated Design Experiments
Validated Development ExperimentsLaunch
69. Youre not building to build, youre 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/
70. Usability Test Iterative Validation You have a solution
already launched, and youre looking for areas that could use
improvements. Testing with actual users in a 1-1 setting with task
based scenarios youll capture many of the key issues. A
non-functional prototype is validated with limited work behind it -
to make sure were 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 y.
73. condential 01 View driver rating 02 Choose car 03 Logo on
car 04 Driver info 05 Track drivers 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 coecients based on Kano rankings
74. small, purchase, and general merchandise. I organize the
stacks so I can just grab the item quickly instead of walking back
and worth. L concentrating on how we interpreted the information
ourselves.AFFINITY WALK THE RESUL Over 375 Oppo arose from the
CORPORATE PAR Dionne James Azure Hicks Leigh-An Kennedy Mary Brown
Dashboard Customer History Daily Buys products Compensation
commission hourly Goals Sales Store goals Team Goals Filters Daily,
weekly, monthly Region Transition history KEY DESIGN PRINCIPLES
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
MOBILE TECHNOLOGY 5 All employees currently spend a lot of time
walking the store to complete their tasks. By providing the be able
to complete tasks more efficiently, by sear up information while
out on the floor or in the back processes, making employees faster
and less likely Associated User Personas: The Overseer The Achiever
The Orchestrator The Warehouse Guard VERY HIGH PRIORITY Make
Employees Mobile Codes to Tag Items VERY HIGH PRIORITY
OPPORTUNITIES Increase Readability Tracking Inventory Tool Pricing
Tool RITY TIONS e lves, uch ecific ed to ive 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. Associated User
Personas: 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 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 PFI
Dennis is interested in purchasing the guitar. Mary scans it and
sees a description, specications, and an image of the item. She
also sees how long it has been in loan, how long it's been on the
oor, and how much the store paid for it to help her negotiate. ON
SALES FLOOR CSR GETTING A LOAN ON AN ITEM CUSTOMER ARRIVES Customer
arrives Verify customers 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 customers 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
customers history Verify item is same as before oans Backroom
Manager Shift Leads Pawn Brokers Asst Managers Managers 11 2 1
75. #1#2 HOW MANY PEOPLE HAVE A UX TEAM AT THE TOP OF THEIR
GAME? 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 METRICS UNDERSTAND
TECHNOLOGYCAN TALK BUSINESS VISUALIZING USER JOURNEYS CAN LEAD
DISCUSSIONS INTERVIEWING USERS DESIGN PROCESS
76. 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 METRICS UNDERSTAND
TECHNOLOGYCAN TALK BUSINESS VISUALIZING USER JOURNEYS CAN LEAD
DISCUSSIONS INTERVIEWING USERS DESIGN PROCESS
82. ARE THEY PASSIONATE? CAN THEY ARTICULATE? CAN THEY LEAD,
DIRECT, COLLABORATE? DO THEY UNDERSTAND THE PURPOSE OF DESIGN?
83. VALIDATE YOUR IDEAS VISUALIZE AS MUCH AS POSSIBLE CREATE
UNDERSTANDING
84. BUILD BETTER PRODUCTS: A MODERN APPROACH TO BUILDING
SUCCESSFUL USER- CENTERED PRODUCTS PRODUCT LEADERSHIP: HOW TOP
PRODUCT MANAGERS LAUNCH AWESOME PRODUCTS AND BUILD SUCCESSFUL
TEAMS
85. Jeremy Johnson VP of Customer Experience
www.jeremyjohnsononline.com THANKS!
86. 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