دانلود کتاب Lean UX – طراحی محصولات عالی با تیم های چابک

The biggest lie in software is Phase Two. If you’ve spent any time building digital products in the past 20 years—regardless of your role—you’ve felt the sting of this lie. You set aside features and ideas for the next phase of work and then they are gone—never to be heard from again. As designers, we’ve had hundreds, if not thousands, of wireframes and workflows end up in this same bucket. But were these ideas abandoned because they were flawed? Did the features that shipped actually meet customer and business goals? Or did the team simply run out of time? They never got to Phase Two. In The Lean Startup, Eric Ries lays out his vision for how to ensure the ideas that have the most value get the most resources. The method Ries promotes relies on experimentation, rapid iterations of ideas, and evolutionary processes. The entire concept of Phase Two becomes moot. The junction of Lean Startup and User Experience (UX) design—and their symbiotically beneficial coexistence—is Lean UX. The Lean principles underlying Lean Startup apply to Lean UX in three ways. First, they help us remove waste from our UX design process. We create minimally viable conversations by moving away from heavily documented handoffs. Instead, a Lean UX process creates only the design artifacts we need to move the team’s learning forward. Second, Lean principles drive us to harmonize our “system” of designers, developers, product managers, quality assurance engineers, marketers, and others in a transparent, cross-functional collab- oration that brings nondesigners into our design process. Last, and perhaps most important, is the mindset shift we gain from adopting a model based on experimentation. Instead of relying on a hero designer to divine the best solution from a single point of view, we use rapid experimentation and measurement to learn quickly how well (or not) our ideas meet our goals. In all of this, the designer’s role begins to evolve toward design facilitation—and with that we take on a new set of responsibilities. Besides Lean Startup, Lean UX has two other foundations: Design Thinking and Agile development philosophies. Design Thinking helps us widen the scope of our work beyond interfaces and artifacts. Design Thinking looks at systems, and helps us apply design tools to broader problems. It relies on collaboration, iteration, making, and empathy as core to problem-solving. Agile refocuses software development on shorter cycles, delivering value regularly, and continuous learning. It seeks to get ideas (oftentimes as working software) to customers quickly, sense how these ideas are received, and to adjust frequently to new learning along the way. Lean UX uses these foundations to break the stalemate between the speed of Agile and the need for design in the product-development lifecycle. If you’ve struggled to figure out how UX design can work in agile environments, Lean UX is the answer. Lean UX breaks down the barriers that have kept software designers isolated from real business needs on the one hand and actual implementation on the other. Lean UX not only brings designers to the table, it brings our partners in business and technology to the whiteboard to work with us on the best solutions in an ongoing way. Jeff once had a large pharmaceutical client who hired the agency he worked for at the time to redesign their ecommerce platform with the goal of increasing revenues by 15 percent. Jeff was the lead interaction designer on the team. In the vacuum of their office, Jeff and his team spent months researching the current system, supply chain, competitors, target audience, and contextual use scenarios. They researched personas and assembled strategic models. Jeff designed a new information architecture for the product catalog and crafted a brand-new shopping and checkout experience.