Applying lean ux in designing enterprise software from ground up
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This document summarizes the evolution of a UX process at a company called Ezypay & iconnect360 as their products and customer base grew exponentially. Initially the UX process involved gathering requirements and validating prototypes internally. Over time, they adapted Lean UX principles like conducting user research with personas, focus groups, and testing to inform design. The role of designers changed to facilitators who empowered cross-functional teams. The process was flexed based on risk, with the goal of designing solutions that met outcomes without unnecessary iterations. Through pragmatic application of Lean UX, the process evolved to focus collaboratively on user needs, business goals, and avoiding future work.
Applying lean ux in designing enterprise software from ground up
- 1. Applying Lean UX in designing enterprise software from ground up Kok Chiann UX Manager, Ezypay & iconnect360
- 3. I’m here to share about our learnings Around evolution
- 5. How our UX process evolved Introduction Infancy Exponential growth Alongside our product growth, and how Lean UX principles served as an enabler Just do it Growing User Research Laser focus on outcomes
- 6. Let’s dive right in Here’s how it all started
- 7. Before release It’s all breezy. The primary target market of the product is gyms. Introduction Infancy Exponential growth - Scoping issues - Endless iterations - Delayed releases - Priorities changing But there were problems
- 8. The UX process during then Gather requirements from stakeholders User stories from product backlog Prototype Requirements Internal validation Things were going along. Kind of a Kanban approach.
- 9. …After rollout Things were less breezy
- 10. iconnect360 was newly rolled out Our customer base was growing steadily. Progression towards targeting new market – Swimschools - Uncertainty around new target market’s needs - Lack of user or customer data to inform decisions - Customer impact on changes - Priorities changing But there were also problems Introduction Infancy Exponential growth
- 11. Our UX process had to evolve…
- 12. User research became critical We’re based in KL, target customers are in Australia ? We don’t know our users personally We need the right users to get the right data But….
- 14. User research practices implemented within UX process to inform design Focus groups (We call them industry panel) Guerilla/discount user testing Personas
- 15. Refining our practices around Conceptualisation & Prototyping • Sketch and firm the concept first • Designing hi-fidelity prototypes with realistic data to validate designs • Switched to using Invision for prototyping - Front-end engineer required - Takes days - UX designers can do it - Takes hours
- 16. Lean UX principles adapted into the UX process Just the ones around user/customer validation. Gather requirements from stakeholders User stories from product backlog Prototype Internal Requirements validation User research data (Personas, User stories, Pain points, etc) External validation Concept
- 17. Case Study: The crude persona
- 18. Case Study: Feature request to delete a member Many support requests Manual work by technical support needed Feature got prioritised In our site visits, one of the clients brought this up “I’ll need to be able to delete a member” When enquired further… “Actually I want debtors that I cannot recover removed from the report.” After digging further, it led us to a completely different solution
- 19. Our product fared pretty well And we got on-board more and more clients
- 20. Our growth was exponential Rolling out to NZ, 6 countries in Asia & new target market of Swimschools. Process improved towards monthly release cycles for both products. - UX bottlenecked - Coping with monthly releases - Paying technical debt - Endless feature requests - Endless documentation work - Priorities changing More problems Introduction Infancy Exponential growth
- 21. Our UX process had to evolve…again
- 22. A laser focus on outcomes was necessary We needed to work smarter and focus on the top priorities constantly User needs Design goal Business goals Technology
- 23. Empowering execution teams • Cross functional teams • Democratising creativity & decision making • Sense of ownership • Skills brought to table • Collaborate towards the best outcome Engineer Engineer Tester UX designer
- 24. The changing role of the designer Facilitator Customer Advocate Designer "When you look at design as a process and not an artifact, everyone on your team becomes a designer.“ Cap Watkins, “Should Engineers Design?"
- 25. Flexing the process Prototype Internal validation Concept Internal Requirements validation Concept Concept E.g.: Improvising for low-risk, low uncertainty features. Requirements
- 26. “Okay” solutions are okay • Designing for the best/great experience is not always necessary, nor possible • Not all solutions are born equal • Design towards the best trade-off to enable outcomes Kano model
- 27. Avoid further iterations (if possible) • Designs that work would not need to be iterated further • Be careful on designing towards planning on iterating as a fail-safe
- 28. More Lean UX principles adapted into process Collaborative focus towards outcomes Gather requirements from stakeholders User stories from product backlog Prototype Internal validation Requirements (Document as you go) User research data (Personas, User stories, Pain points, etc) External validation Concept
- 29. Case Study: Designing the Online Bookings Form
- 30. Wrap up With a quick summary
- 31. Be pragmatic in evolving your UX process Just do it Growing User Research Laser focus on outcomes 1. Know your users 2. Importance of prototyping with the right fidelity & realistic data 1. Empowering execution teams 2. Designers as facilitators and customer advocates 3. Know when to break the process 4. Document as you go 5. Not all features are equal 6. Design towards avoiding future iterations There is no one-size fit all process. Adapt principles that work for you.
- 32. Q & A Thank You! kok.chiann@iconnect360.com kokchiann.com
Editor's Notes
- #24: diverse cross-functional teams and ensure that the freedom to be creative is distributed evenly – not just to the designers. Let them be creative. Let them try solutions. Let them fail and lear
- #25: I want the teams to not only deliver great software. I want them to deliver beautiful, usable software Designers as facilitators They bring a strong sense of empathy to the team often acting as the main customer advocate. diverse cross-functional teams and ensure that the freedom to be creative is distributed evenly – not just to the designers. Let them be creative. Let them try solutions. Let them fail and lear