What is Lean UX and How is it different?

• Lean UX helps us remove waste from our UX design process.
• Drive us harmonize our "system" of designers, developers, product managers, quality assurance engineers, marketers and others in a transparent, cross-functional collaboration that brings nondesigners into our design process.
• Is the mindset shift we gain from adopting a model based on experimentation.
• Design thinking takes a solution-focused approach to problem solving, working collaboratively to iterate an endless, shifting path toward perfection.
• It seeks to deliver working software to customers quickly and to adjust regularly to new learning along the way.
• Lean Ux is the practice of bringing the true nature of a product to light faster, in a collaborative, cross-functional way that reduces the emphasis on a thorough documentation while increasing the focus on building a shared understanding of the actual product experience being designed.
• A team working collaboratively, iteratively and in parallel with few handsoffs, minimal deliverables and a focus on working software and market feedback.

Chapter 3

• Lean UX radically shifts the way we frame our work. Our goal is not to create a deliverable, it's to change something in the world - to create an outcome. We start with assumptions instead of requirements. We create and test hypotheses. we measure to see whether we've achieved our desired outcomes.
• Assumptions - A high-level declaration of what we believe to be true.
• Hypotheses - More granular descriptions of our assumptions that target specific areas of our product or workflow for experimentation.
• Outcomes - The signal we seek from the market to help us validate or invalidate our hypotheses. These are often quantitative but can also be qualitative.
• Personas - Models of the people for whom we believe we are solving a problem.
• Features - The product change or improvements we believe will drive the outcomes we seek.
• Problem Statement
• [Our product / service] was designed to achieve [these goals]. We have observed that the product / service isn't meeting [these goals], which is causing [this adverse effect] to our business. How might we improve [product / service] so that our customers are more successful based on [these measurable criteria]?
• Prioritizing assumptions - The goal is to prioritize a set of assumptions to test based on their level of risk.
• Hypotheses - We believe [this statement is true]. We will know we're [right / wrong] when we see the following feedback from the market: [qualitative feedback] and / or [quantitative feedback] and / or [key performance indicator change].
• Orients the team towards feedback from the market. It also orients the team towards users and customers.
• Subhypotheses - We believe that [doing this / building this feature / creating this experience] for [these people / personas] will achieve [this outcome]. We will know this is true when we see [this market feedback, quantitative measure or qualitative insight].
• Chapter 5
• All life is an experiment. The more experiments you make, the better.
• Design only what you need. Deliver it quickly. Create enough customer contact to get meaningful feedback fast.
• Chapter 7
• Keep the check-ins at bay while maintaining the pace of your Lean UX and scrum process using proactive communication.
• Chapter 8
• Development partners must participate through the life of the project and you should seek to have software development start as early as possible

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