You are previewing Lean UX.

Lean UX

Cover of Lean UX by Jeff Gothelf... Published by O'Reilly Media, Inc.
  1. Dedication
  2. Special Upgrade Offer
  3. Praise for <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:pls="http://www.w3.org/2005/01/pronunciation-lexicon" xmlns:ssml="http://www.w3.org/2001/10/synthesis" xmlns:svg="http://www.w3.org/2000/svg" class="emphasis"><em>Lean UX</em></span>
  4. Foreword
  5. Preface
    1. What Is Lean UX and How Is It Different?
    2. Who Is Lean UX For?
    3. What’s In It for You?
    4. A Note from Jeff
    5. A Note from Josh
    6. From Jeff and Josh
  6. I. Introduction and Principles
    1. 1. Why Lean UX?
    2. 2. Principles
      1. The Three Foundations of Lean UX
      2. Principles
      3. Wrapping Up: Principles
  7. II. Process
    1. 3. Vision, Framing, and Outcomes
      1. Assumptions
      2. Hypotheses
      3. Outcomes
      4. Personas
      5. Features
      6. Assembling Your Subhypotheses
      7. Conclusion
    2. 4. Collaborative Design
      1. Collaborative Design in Practice
      2. Design Studio
      3. Style Guides
      4. Case Study
      5. Collaborating with Geographically Distributed Teams
      6. Wrapping Up: Collaborative Design
    3. 5. MVPs and Experiments
      1. About MVPs and Experiments
      2. The Focus of an MVP
      3. Creating an MVP
      4. What Should Go Into My Prototype?
      5. Putting It All Together: Using a Prototype MVP
      6. Types of Non-Prototype MVPs
      7. Hybrids and Creativity
      8. Conclusion
    4. 6. Feedback and Research
      1. Continuous and Collaborative
      2. Case Study: Three Users Every Thursday at Meetup
      3. Monitoring Techniques for Continuous, Collaborative Discovery
      4. Conclusion
  8. III. Making It Work
    1. 7. Integrating Lean UX and Agile
      1. Some Definitions
      2. Beyond Staggered Sprints
      3. Building Lean UX into the Rhythm of Scrum
      4. Participation
      5. Design Is a Team Sport: Knowsy Case Study
      6. Beyond the Scrum Team
      7. Conclusion
    2. 8. Making Organizational Shifts
      1. SHIFT: Outcomes
      2. SHIFT: Roles
      3. SHIFT: New Skills for UX Designers
      4. SHIFT: Cross-Functional Teams
      5. SHIFT: Small Teams
      6. SHIFT: Workspace
      7. SHIFT: No More Heroes
      8. No More BDUF, Baby
      9. SHIFT: Speed First, Aesthetics Second
      10. SHIFT: Value Problem Solving
      11. Shift: UX Debt
      12. SHIFT: Agencies Are in the Deliverables Business
      13. SHIFT: Working with Third-Party Vendors
      14. SHIFT: Documentation Standards
      15. SHIFT: Be Realistic about Your Environment
      16. SHIFT: Managing Up and Out
      17. A Last Word
      18. Conclusion
  9. A.  
  10. Index
  11. About the Author
  12. Special Upgrade Offer
  13. Copyright
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Chapter 8. Making Organizational Shifts

Earlier in this book, I discussed the principles behind Lean UX. I hope you understand from that section that Lean UX is a mindset. I’ve also discussed some of the key methods of Lean UX, because Lean UX is also a process. As I’ve worked with clients and taught these methods to teams, it’s become clear that Lean UX is also a management method. For this reason, you’ll need to make some changes in your organization in order to get the most benefit from working this way.

When I train teams, they sometimes ask me, “How can I put these methods into practice here?” On this point, I’m a little hesitant. Although I’m confident that most organizations can solve these problems, I’m also aware that every organization is different. Finding the right solution is going to require a lot of close work and collaboration with your colleagues.

To prepare you for that work, I’m going to use this chapter to share with you some of the shifts that organizations need to make in order to embrace Lean UX. I’m not going to tell you how to make those shifts. That’s your job. But I hope this discussion will help you survey the landscape to find the areas that you’re going to address.

In this chapter, we’ll discuss the following changes your organization may need to make in these areas:

  • Shifting from output to outcomes

  • Moving from limited roles to collaborative capabilities

  • Embracing new skills

  • Creating cross-functional teams

  • Creating small teams

  • Creating open, collaborative workspaces ...

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