Lean ux cycle

Scott Cook co-founded Intuit Inc. in 1983 and now serves as the chairman of the Executive Committee. Before founding Intuit, Cook managed consulting assignments in banking and technology for Bain & Company, a corporate strategy consulting firm. He previously worked for Procter & Gamble, the household products giant, in various marketing positions, including brand manager, for four years. Cook is a member of the board of directors of eBay; Procter & Gamble; the Asia Foundation; the Harvard Business School Dean’s Advisory Board; the Center for Brand and Product Management at the University of Wisconsin; and the Intuit Scholarship Foundation. Cook earned an MBA from Harvard University and received a bachelor’s degree in economics and mathematics from the University of Southern California.

However, it’s worth pointing out that the test above is valid more for the Usability Hypothesis (Can users use it?) vs. the Value Hypothesis (Will they buy it?). Wizard of Oz is useful vehicle for testing your Value Hypothesis, but only when it’s paired with a Sales MVP to test for willingness to buy. For example, Dropbox famously created a WoO demo they put online, but their paired it with a call to sign up for updates, which I would call a Sales MVP. Even though they’re not asking for money, there’s an exchange of value (the visitor is giving up their privacy/paying you with some of their attention).

Given the limited history of Web design, we have to look beyond our immediate domain for answers to the more challenging questions. We do this all the time when we draw on the rich history of graphic design and visual arts. But we’re not limited to sibling disciplines. If we can identify the abstractions and patterns that constitute our challenges, we can look to any source for guidance. We can look to a seemingly unrelated field, such as psychology or music. We can even look to an episode from the early 18th century about Johann Sebastian Bach.

At Siemens we had also learned through experience that in order to make a new process sustainable, it needs to be led internally and requires a high level of internal expertise and competency in the process. Our reliance on outside experts had to be limited. Therefore, working together, the Flow Team educated themselves, designed the Kanban adoption, and drove the implementation. During operationalization of Kanban, the Flow team morphed from a design into an operational team, working closely with the program core team in coordinating and managing release development as we rolled out the new Kanban method and metrics. The program core team could be thought of as senior managers responsible for managing releases at the enterprise level.

interesting article and something I’ll look to try out on a current project we’re kicking off.
The one thing I wonder about is in relation to the Tom and Kai Gilb Evo approach here of qualities and values relating to the stakeholders is how this could be captured in such a model? It would be beneficial to be able to capture that the process (indicated by the user journey) must complete within x minutes of starting with the current measurement being y minutes say. Or capture that all manual data capture must be checked by another user. These aren’t really epics. Maybe they could go in the constraint section as these are constraints of the solution

A further argument for the waterfall model is that it places emphasis on documentation (such as requirements documents and design documents) as well as source code . In less thoroughly designed and documented methodologies, knowledge is lost if team members leave before the project is completed, and it may be difficult for a project to recover from the loss. If a fully working design document is present (as is the intent of Big Design Up Front and the waterfall model), new team members or even entirely new teams should be able to familiarise themselves by reading the documents. [10]

Lean ux cycle

lean ux cycle

At Siemens we had also learned through experience that in order to make a new process sustainable, it needs to be led internally and requires a high level of internal expertise and competency in the process. Our reliance on outside experts had to be limited. Therefore, working together, the Flow Team educated themselves, designed the Kanban adoption, and drove the implementation. During operationalization of Kanban, the Flow team morphed from a design into an operational team, working closely with the program core team in coordinating and managing release development as we rolled out the new Kanban method and metrics. The program core team could be thought of as senior managers responsible for managing releases at the enterprise level.

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