Index
A
- A/B testing, Coded and Live-Data Prototypes, A/B testing
- AARRR (Startup Metrics for Pirates), Running the exercise: business outcomes
- “Adapting Usability Investigations for Agile User-centered Design”, Staggered Sprints and Their Modern Offshoots
- aesthetics, SHIFT: Speed first, aesthetics second
- affinity mapping exercise, Priming the pump with affinity mapping
- agencies
- Agile software development, Design Is Always Evolving, The Foundations of Lean UX
- Agile-fall, SHIFT: From BDUF to Agile-fall: same thing, new day
- analysis versus making, Principle: making over analysis
- analytics, site usage, Site usage analytics
- Apple, Human Interface Guidelines (HIG), Design Systems: What’s in a Name?
- asset libraries, Design Systems: What’s in a Name?
- assumptions, Driving Vision with Outcomes-Method: Declaring Assumptions
- Axure, Clickable mockups
B
- backlogs, Some Definitions
- Balsamiq, Example: Using a Prototype MVP
- batches, working in, Principle: work in small batches to mitigate risk
- BDUF (big design up front), shifting away from, SHIFT: From BDUF to Agile-fall: same thing, new day
- behavior, measuring (with MVPs), Creating an MVP to Understand Value
- behavioral infomation (personas), Persona Format
- Bezos, Jeff, SHIFT: Small teams
- big design up fron (BDUF), shifting from, SHIFT: From BDUF to Agile-fall: same thing, new day
- Blank, Steve, Principle: GOOB: the new user-centricity
- Bootstrap framework, Case Study: GE Design System
- brand guidelines, Design Systems: What’s in a Name?
- Brown, Tim, The Foundations of Lean UX
- build-measure-learn feedback loop, The Foundations of Lean UX
- business assumptions exercise, Running the Exercise: Business Assumptions Exercise
- business outcomes, Assumptions: The Big Four, Running the exercise: business outcomes
C
- Cagan, Marty, Dual-Track Agile
- CarMax, lean UX at (case study), Online to Offline: Lean UX at CarMax-Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo
- case studies, Case Studies-A Last Word
- lean UX in an agency, changing the way they sell work, Lean UX in an Agency: Changing the Way We Sell Work-Working with Third-Party Engineers
- online to offline, lean UX at CarMax, Online to Offline: Lean UX at CarMax-Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo
- regulations and financial services, lean UX at PayPal, Regulations and Financial Services: Lean UX at PayPal-The Results
- setting client expectations at digital product studio, lean UX at ustwo, Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo-Following the Workshop, MVPs and Collaboration
- team organization at Hobson, A Last Word-A Last Word
- clickable mockups, Clickable mockups
- client expectations, setting at digital product studio, ustwo case study, Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo-Following the Workshop, MVPs and Collaboration
- code repositories, Design Systems: What’s in a Name?
- coded and live-data prototypes, Coded and Live-Data Prototypes
- collaboration
- collaborative design (see design)
- collaborative discovery, Collaborative Discovery
- colocated teams, benefits of, Principle: small, dedicated, colocated
- communication services, real-time, SHIFT: Distributed teams
- competencies over roles, SHIFT: Roles
- continuous discovery, Principle: continuous discovery
- continuous integration, Design Is Always Evolving
- conversation among team members, Collaborative Design: The Informal Approach
- copy writing styles, What goes into a design system?
- cover your ass (CYA) behavior, SHIFT: Roles
- creativity, experimentation and, Principle: permission to fail
- cross-functional collaboration
- cross-functional teams, Principle: cross-functional teams
- culture
- changing in implementing lean UX, Changing Culture
- lean UX principles guiding, Principles to Guide Culture
- moving from doubt to certainty, Principle: moving from doubt to certainty
- no rock stars, gurus, or ninjas, Principle: no rock stars, gurus, or ninjas
- outcomes, not output, Principle: outcomes, not output
- permission to fail, Principle: permission to fail
- removing waste, Principle: removing waste
- shared understanding, Principle: shared understanding
- customer feedback
- customer journey maps, Shift: UX debt, Lean UX + Customer Experience + Service Design
- customer service, harnessing their knowledge, Customer Service
- customers
D
- Dailey, Robert, SHIFT: Cross-functional teams
- data-informed versus data-driven design, Hypotheses
- dedicated teams, benefits of, Principle: small, dedicated, colocated
- deliverables, The Foundations of Lean UX
- delivery backlog, Dual-Track Agile
- demographic information (personas), Persona Format
- demos and previews for prototypes, Demos and Previews
- deployment
- design
- collaborative, Collaborative Design-Wrapping Up
- data-informed versus data-driven, Hypotheses
- Lean UX, Design Is Always Evolving
- of physical materials versus software, Design Is Always Evolving
- shifting from BDUF to Agile-fall, SHIFT: From BDUF to Agile-fall: same thing, new day
- speed trumping aesthetic perfection, SHIFT: Fall in love with the problem, not the solution
- sprint zero or staggered sprints, Staggered Sprints and Their Modern Offshoots
- user experience, The Foundations of Lean UX
- design sessions, Collaborative Design: The Informal Approach
- design sprints, Some Definitions, Staggered Sprints and Their Modern Offshoots
- design studios, running, Running a Design Studio
- individual idea generation, Individual idea generation (10 minutes)
- pairing up to iterate and refine, Pair up to iterate and refine (10 minutes)
- presentation and critique, Presentation and critique (3 minutes per person)
- problem definition and constraints, Problem definition and constraints (15–45 minutes)
- process, Process
- setting, Setting
- supplies, Supplies
- team, The team
- team idea generation, Team idea generation (45 minutes)
- using the output, Using the output
- with remote teams, Design Studio with remote teams
- design systems, Design Systems-Collaborating with Geographically Distributed Teams
- design thinking, The Foundations of Lean UX
- designers
- development partners
- digital design systems (see design systems)
- digital product studio, setting client expectations at, ustwo case study, Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo-Following the Workshop, MVPs and Collaboration
- discovery
- discovery backlog, Dual-Track Agile
- discovery, collaborative (see collaborative discovery)
- discovery, continuous (see continuous discovery)
- distributed teams
- documentation standards, SHIFT: Documentation standards
- doubt to certainty, moving from, Principle: moving from doubt to certainty
- dual-track Agile, Some Definitions, Dual-Track Agile
F
- facilitation as core designer compentency, SHIFT: New skills for UX designers
- failure, permission to fail, Principle: permission to fail
- feature fakes, Examples of MVPs
- features, Assumptions: The Big Four
- feedback, Feedback and Research
- file-sharing software, SHIFT: Distributed teams
- Flickr, feature fakes, Examples of MVPs
- Fried, Jason, SHIFT: Speed first, aesthetics second
G
- gated, handoff-based (waterfall) processes, avoiding, Principle: cross-functional teams
- GE design system (case study), Case Study: GE Design System-Case Study: GE Design System
- GEL design system, Westpac, What goes into a design system?
- Goldstone, Lane, Design Is a Team Sport
- GOOB (getting out of the building), Principle: GOOB: the new user-centricity
- Google Hangouts, Collaborating with Geographically Distributed Teams
- Google Sheets, using in affinity mapping, Priming the pump with affinity mapping
- gurus, Principle: no rock stars, gurus, or ninjas
H
- hardcoded (or static data) prototypes, Coded and Live-Data Prototypes
- Hello Group agency, changing the way they sell work (lean UX case study), Lean UX in an Agency: Changing the Way We Sell Work-Working with Third-Party Engineers
- Hermes project, Fixing Checkout
- heroes, shifting away from, SHIFT: No more heroes
- high-fidelity on-screen prototypes, Middle- and High-Fidelity On-Screen Prototypes
- high-fidelity visual mockups (not clickable), High-fidelity visual mockups (not clickable)
- Hipchat, SHIFT: Distributed teams
- HTML/CSS framework, Bootstrap, Case Study: GE Design System
- Human Interface Guidelines (HIG), Apple, Design Systems: What’s in a Name?
- human needs, identifying, The Foundations of Lean UX
- hypotheses, Using the Right Words
- backlog of, from design sprints, Evolving the Design Sprint
- for features, Running the exercise: assembling your feature hypotheses
- getting from problem statement to hypothesis, Getting from Problem Statement to Hypothesis
- hypothesis statements versus Agile user stories, Running the exercise: assembling your feature hypotheses
- prioritizing, Prioritizing Hypotheses
- tactical and testable, Hypotheses: Tactical and Testable
- testing a hypothesis in CarMax case study, Testing a Hypothesis, Testing Another Hypothesis
- transforming business assumptions into, Hypotheses
- hypothesis statement, Using the Right Words
M
- making, valuing over analysis, Principle: making over analysis
- management check-ins and team momentum, Beyond the Scrum Team
- MapMyRun, feature fake example, Examples of MVPs
- McClure, Dave, Running the exercise: business outcomes
- meetings (in Scrum), Themes
- Meetup, usability testing, three users every Thursday, Case Study: Three Users Every Thursday at Meetup
- middle- and high-fidelity on-screen prototypes, Middle- and High-Fidelity On-Screen Prototypes
- Miller, Lynn, Staggered Sprints and Their Modern Offshoots
- minimum viable products (MVPs), The Foundations of Lean UX, Using the Right Words, Minimum Viable Products and Prototypes-Example: Wizard of Oz MVP for Taproot Plus
- monitoring techniques for continuous and collaborative discovery, Monitoring Techniques for Continuous and Collaborative Discovery-A/B testing
- MVPs (see minimum viable products)
O
- online to offline, lean UX at CarMax (case study), Online to Offline: Lean UX at CarMax-Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo
- organizational shifts in implementing lean UX, Making Organizational Shifts-Wrapping Up
- organizations, benefits of design systems for, The Value of Design Systems
- outcomes
- driving vision with, Driving Vision with Outcomes-Wrapping Up
- managing to, with multiple teams in enterprises, Lean UX and Agile in the Enterprise
- not output, Principle: outcomes, not output
- output, outcome, and impact, Running the exercise: business outcomes
- seeking in CarMax case study, Seeking an Outcome
- shifting to, in implementing lean UX, SHIFT: Outcomes, SHIFT: Agencies are in the deliverables business
- output
- outsourcing
P
- paper prototypes, Paper Prototypes
- participants, recruiting for usability testing, Who Should Watch?
- patterns
- Patton, Jeff, Dual-Track Agile, Shift: UX debt
- PayPal, lean UX at (case study), Regulations and Financial Services: Lean UX at PayPal-The Results
- permission to fail, Principle: permission to fail
- personas, Running the exercise: users
- Polymer framework, Case Study: GE Design System
- Predix design system, GE, Case Study: GE Design System
- principles of lean UX, Principles
- proactive communication, Beyond the Scrum Team
- problem statements, Problem Statement
- problem-focused teams, Principle: problem-focused teams
- process
- product development consulting, lean UX at ustwo (case study), Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo-Following the Workshop, MVPs and Collaboration
- product discovery, Some Definitions
- Product IQ, raising for team members, Who
- project working agreement, Working with Third-Party Engineers
- proto-personas, Proto-Personas
- prototypes, Prototyping-Example: Using a Prototype MVP
- choosing technique to use for, Prototyping
- coded and live-data prototypes, Coded and Live-Data Prototypes
- demos and previews of, Demos and Previews
- elements included in, What Should Go into My Prototype?
- example, using a prototype MVP, Example: Using a Prototype MVP
- low-fidelity on-screen mockups, Low-Fidelity On-Screen Mockups
- middle- and high-fidelity on-screen prototypes, Middle- and High-Fidelity On-Screen Prototypes
- paper, Paper Prototypes
- produced from design sprints, Evolving the Design Sprint
- prototyping tools, Prototyping
R
- real-time communication services, SHIFT: Distributed teams
- recruiting participants for usability testing, Who Should Watch?
- regulations and financial services, lean UX at PayPal, Regulations and Financial Services: Lean UX at PayPal-The Results
- remote-pairing software (Screenhero), SHIFT: Distributed teams
- requirements, Using the Right Words
- research and learning, Feedback and Research-Wrapping Up
- retrospectives, Making Collaboration Work
- Ries, Eric, The Foundations of Lean UX
- risk mitigation, Assumptions
- rock stars, Principle: no rock stars, gurus, or ninjas
- “The Role of Team and Task Characteristics in R&D Team Collaborative Problem Solving and Productivity”, SHIFT: Cross-functional teams
- roles, moving from, to collaborative capabilities, SHIFT: Roles
S
- Salesforce design system, What goes into a design system?
- Scrum, Integrating Lean UX and Agile
- search logs, using for MVP validation, Search logs
- self-sufficient teams, Principle: self-sufficient and empowered
- shared understanding, Principle: shared understanding
- short cycles, Design Is Always Evolving
- site usage analytics, Site usage analytics
- Sivers, Derek, Principle: permission to fail
- six-up templates, Individual idea generation (10 minutes)
- sketches, Sketches
- sketching/ideation in design sprints, Kick Off the Theme with a Design Sprint
- Skype, Collaborating with Geographically Distributed Teams
- Skype in the classroom mockup example, Clickable mockups
- Slack, Collaborating with Geographically Distributed Teams, SHIFT: Distributed teams
- small teams
- SMS usage, research on, Identifying Patterns Over Time
- software development vendors, third-party, SHIFT: Working with third-party vendors
- speed first, aesthetics second, SHIFT: Speed first, aesthetics second
- Sprint (Knapp, Zeratsky, and Kowitz), Evolving the Design Sprint
- sprint zero, Some Definitions
- sprints, Some Definitions
- staggered sprints, Staggered Sprints and Their Modern Offshoots
- stakeholders
- stand-up, Some Definitions
- “Startup Metrics for Pirates”, Running the exercise: business outcomes
- style guides, Design Systems: What’s in a Name?
- Sy, Desiree, Staggered Sprints and Their Modern Offshoots
T
- Taproot Foundation, Wizard of Oz MVP for, Example: Wizard of Oz MVP for Taproot Plus
- team organization
- Team Working Agreements, Making Collaboration Work
- team-based mentality, Principle: no rock stars, gurus, or ninjas
- teams
- benefits of design systems for, The Value of Design Systems
- conversation among members, Collaborative Design: The Informal Approach
- for design studio, The team
- geographically distributed, collaborating with, Collaborating with Geographically Distributed Teams-Design Studio with remote teams
- in enterprise organizations, Lean UX and Agile in the Enterprise
- in lean UX at Paypal case study, The Team
- making collaboration work, Making Collaboration Work
- management check-in and team momentum, Beyond the Scrum Team
- participation of all members in Agile processes, Participation
- raising Product IQ of members, Who
- separate discovery and delivery teams, Dual-Track Agile
- test-driven development (TDD), Using the Right Words
- testing
- themes, Themes
- third party vendors, working with, SHIFT: Working with third-party vendors
- three, twelve, one activity calendar, Continuous Learning in the Lab: Three Users Every Thursday
- TIGC (The Innovation Games Company), The Innovation Games Company
- Trello board, using as a database, Example: Wizard of Oz MVP for Taproot Plus
- Truth Curve (for MVPs), Some Final Guidelines for Creating MVPs
- two-pizza teams, SHIFT: Small teams
U
- Unbounce, Examples of MVPs
- understanding, shared, Principle: shared understanding
- usability labs, Simplify Your Test Environment
- usability testing
- usage analytics, Site usage analytics
- user experience design, The Foundations of Lean UX
- user outcomes, Assumptions: The Big Four, Running the exercise: user outcomes
- user stories (Agile), Some Definitions
- user-centered design, integrating with Agile, Staggered Sprints and Their Modern Offshoots
- user-centricity (GOOB), Principle: GOOB: the new user-centricity
- users, Assumptions: The Big Four
- ustwo, lean UX at (case study), Setting Client Expectations at a Digital Product Studio: Lean UX at ustwo-Following the Workshop, MVPs and Collaboration
- UX (user experience), The Foundations of Lean UX, Collaborative Design
- UX debt, Shift: UX debt
W
- waste, removing, Principle: removing waste
- waterfall processes, avoiding, Principle: cross-functional teams
- Web Components, Case Study: GE Design System
- Westpac GEL design system, What goes into a design system?
- “Why You Need to Fail” (video), Principle: permission to fail
- wiki-based style guides, What goes into a design system?
- wireframes, Example: Using a Prototype MVP
- Wizard of Oz MVP, Examples of MVPs
- work, externalizing, Principle: externalizing your work
- workspaces, open and collaborative, SHIFT: Workspace
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