The document discusses six risk-reducing themes for mobile development:
1. Consider the whole user experience by understanding customer behaviors and mapping their journey.
2. Roll out responsive design in phases rather than all at once.
3. Hold hack days to generate new ideas.
4. Conduct five-day design sprints to rapidly prototype and test ideas.
5. Continuously test designs before, during, and after development.
6. Treat minimum viable products as more than just initial releases by focusing on people, process, and technology.
10. Know how your
customers
behave
Identify your audience segments
and understand their behaviours
Use this to identify opportunities
and pain points
Map their interaction with your
organisation and their ‘customer
journey’
12. Design for the customer journey
Planning and
Anticipation
Zoo VisitPost
Visit
Membership
Researching
days out
Anticipation
Travel to zoo
Animal
talks
Education
Verdict
Sharing
experience
on social media
Referring
friends &
family
Buy ticket
Social
seeding
Exploring
the zoo
Tours
Taking
photos
Eat, drink
Parking
Buy tickets
28. The Brief
The LADbible prides itself on it’s community, so we want teams
to come up with an innovative way that lets people volunteer
and help out their local community — think Uber for volunteering.
We’re looking for teams to make use of geo-location and social
APIs (Facebook, Twitter, Instagram) to really bring people
together and share what they are doing in the community.
Lets make it viral!
36. Prototyping Approach
Diverge – how might we explore as
many ideas as possible?
Decide – select the best ideas so farDiverge
Decid
e
37. Prototyping Approach
Prototype – create an artefact
that allows us to test the ideas
with users
Validate – test the ideas with
users, business stakeholders and
technical experts
Prototype x
2
Validat
e
42. Testing #1 learnings
People wanted to filter by cuisine
early on
People liked the occasion filter –
wanted to make more of this
Confusion around pricing filter – by
restaurant average or voucher
discount?
Make more prominent to share the
deal
People wanted to see restaurant
reviews before purchasing
How to pick deal date/time needs
to be clearer
Pull through people’s food pics
People wanted relevant
notifications but wasn’t clear
50. Task Focus Current New
Success Time Success Time
1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec
2. Transform company credibility 91% 3.1 sec 100% 5.36sec
3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec
4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec
5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec
6. Patient testimonials 91% 7.29 sec 91% 8.53sec
Current results
Average time taken to complete test 3.83 mins 1.61
minsAverage success score across all your tasks 71%
95%
51. Task Focus Current New
Success Time Success Time
1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec
2. Transform company credibility 91% 3.1 sec 100% 5.36sec
3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec
4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec
5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec
6. Patient testimonials 91% 7.29 sec 91% 8.53sec
Current V’s New results
Average time taken to complete test 3.83 mins 1.61
minsAverage success score across all your tasks 71%
95%
52. Task Focus Current New
Success Time Success Time
1. Find Hospital or Clinic near you 91% 11.94 sec 83% 9.39sec
2. Transform company credibility 91% 3.1 sec 100% 5.36sec
3. Surgeon skills and competence 73% 5.06 sec 100% 5.92sec
4. Quality and testing of implants 43% 13.18 sec 95% 6.02sec
5. Quality of aftercare you can expect 47% 20.04 sec 100% 6.80sec
6. Patient testimonials 91% 7.29 sec 91% 8.53sec
Current V’s New results
Average time taken to complete test 3.83 mins 1.61
minsAverage success score across all your tasks 71%
95%
53. Proven to be
6x more effective
before we
design or build
anything
58. 1. Legend – This shows the types of cards (by colour) that can be on the
board, these include New features, Tech debt, Defects, Investigations
(support) and External Issues (e.g. new servers). The purpose of this is
to clearly visualise the type of work that is being processed
2. Limits – Each pending and work in progress column has a limit to
control the amount of work that can be taken on. These limits are set
based on resource levels and other bottlenecks, and are intended to
encourage the PULLING of work when capacity exists rather than
continuing to force more work onto a bottleneck.
3. Avatar – Each team member has ONE avatar to place on the item they
are on, this tells other team members that this card is being worked
upon and should be progressing. As we pair on most development,
there will often be more than one avatar on each Dev task.
4. Arrows – Indicate movement of tasks since the last standup, again this
is part of the visualisation of the process. These cards are often
ignored at the standup, as we want to focus on the items that are not
progressing, such as…
5. Blockers – We want to minimise blockers as they cause more
bottlenecks in the system, so we clearly indicate these items with
blocked avatar. An additional requirement to blocking a card is to add
the details of WHO and WHY the item is unable to proceed.
6. Waste – Tasks can be abandoned at any stage in the process, we
collect these and review at the weekly retrospective.
7. Continuous Improvements – Also, at the weekly retrospective we
decide upon three improvement points that we want to tackle for the
following week. These are summarised on the board and recalled at
the beginning of the morning standup, if we fail to make any progress
on an improvement then it may be rolled over to the next week.
Simple-TransparentProcess
59. Delivery Mechanics
• Understand ‘Flow’
• Identify Impediments &
Impact
• Optimise to create Efficiency
• Become Reliable in Delivery
• EVERYONE PLAYS THEIR
PART
68. #1 Consider the whole user experience
#2 Go responsive in chunks
#3 Hack day inventions
#4 Five day design sprints
#5 Test before, during and after
#6 It’s more than just an MVP
The best mix of Strategy, Channel, UX, Creative & Technical specialists
Dave has been in internet/ecommerce business’ for 15-20 years.
Even 15 years ago was at the forefront of what was the mobile revolution! Who remembers WAP?
The thin simple colourless interface allowed ‘some kind of experience’ whilst on the move.
Dave wrote one of the first mobile solutions in the market place, and yet today, 15 years on, although the technology is considerably better –we are still battling with true mobile adoption and understanding of what Mobile First & MVP actually means within business’ today
Yes, it was slow…
Yes, it was un-inspiring…
Could you strip down your customer journeys so that a page/deck didn’t exceed 1.25kb (including images!?)
However it did a few things very well..
It made us think about a Mobile First experience – not the web with bits taken off.
Offerings were clearly MVP focused –no bells – no whistles - no glitter.
Only the things that offered Value were created - and had to be strictly cut down to make the journey work in 3-4 page/card/decks.
Mobile and responsive design principles have been driven by Google in April 2015 when they started to penalise websites for serving a different mobile experience
This has meant that there is a movement towards mobile first design principals.
All the answers and direction lies in understanding your customers and what the business need to deliver against it.
I encourage you to engage with a 3rd party to extract the business-out view of the world as it can help to cut though internal politics – or simply taking a fresh view as an outsider can be revealing
So how did we apply this thinking to the zoo?
Opened in 1931
Largest zoo in the UK, to 15 zoo globally, 110 acres of award-winning zoological gardens
450 species and over 11,000 animals
1.4 million visitors per year
The zoo is both visitor attraction and conservation charity.
The attraction revenues funding the many active conservation projects at home and abroad.
Via a combination of qual and quant methods, across customer and business stakeholders we can start to create a holistic picture of what the potential touch points are both off and online in someone’s experience with us. All the decisions we make then are mapped back to this to assess cost/benefit.
Sitecore and the DMS is really great at mirroring the personas and user journeys from theory into practice, giving weightings and values to those people who display behaviours that are most profitable; personalising the experience we want them to have.
Pushing tickets and time-sensitive content
Biggest opportunities were at the actual zoo itself.
Mobile devices being a means to interact throughout the planning and visiting stages of the customer journey.
1. Queues
Customers hate queuing to buy tickets and get entry
The second biggest opportunity is way finding.
Signposting and route plotting in the zoo.
Use native features from phone
Geo-location
Camera
Enhanced interactivity and responsiveness for Map
Content available offline
Apps – success of the map on mobile has led us to an enhanced view for Apps
Use native features from phone
Geo-location – proximity
Enhanced interactivity and responsiveness for the Map
Gamification
Itinerary
Using a single Sitecore CMS to manage content cross platforms
Developed bespoke API to push data from CMS
Track user behaviour to inform retention strategy
Perhaps a better way to talk about it is ‘content first’ where you craft the experience around the content delivery plan and user’ journey.
The teams were a mix of disciplines, from UX Design & Creative, Front End Development & API Development
This multi disciplined team is how we work on a daily basis, no handoffs, just a team of specialists working together to solve problems.
An extended team in every day Product Development would also consist of Product Management/Ownership, QA, Performance & Optimisation
A few of our teams recently took part in a 24 hour Code Hack Competition – HackManchester – to build a working product.
LADBible amongst other brands set challenges – LADBible’s was for Social Involvement - a simple brief that offers a range of solutions.
This is an important point – don’t constrain innovation by being prescriptive with solution - there’s more than one way to skin a cat!
Ill repeat that line – “Define the problem you’d like to be solved” -
With no designs made upfront, just a few discussions on ideas within the team, within 24 hours the team had to use MVP principles to deliver a working product to help connect charities & volunteers with clever integrations to social media.
Backlog was ruthlessly prioritised on the Value items – the core journey – no time for “nice to have’s”
They were than prioritised by size, complexity, dependency
The process used also allowed for clear visibility of progress and aid team focus and flow.
Product was delivered in an iterative fashion – their first deployment was within the first hour.
By the end of the 24 hours, the team had over delivered on the brief and built an extra admin website allowing charities to enter bespoke charity info & opportunities, and see the popularity of volunteer support.
What did the team say as part of their retrospective? (apart from being very tired and wired on caffeine?)
“We think we over delivered the MVP – we added extra features to the core journey that we really didn’t need to be there for an MVP when we thought they did need to be there.”
These are the bells and whistles that everyone thinks they need, but in fact are just nice to have’s to the core journey.
Understand – what are the user needs, business needs and technology capacities?
Define – what is the key strategy and focus?
Diverge – how might we explore as many ideas as possible?
Decide – select the best ideas so far
Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts
Validate – test the ideas with users, business stakeholders and technical experts
Understand – what are the user needs, business needs and technology capacities?
Define – what is the key strategy and focus?
Diverge – how might we explore as many ideas as possible?
Decide – select the best ideas so far
Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts
Validate – test the ideas with users, business stakeholders and technical experts
Understand – what are the user needs, business needs and technology capacities?
Define – what is the key strategy and focus?
Diverge – how might we explore as many ideas as possible?
Decide – select the best ideas so far
Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts
Validate – test the ideas with users, business stakeholders and technical experts
Understand – what are the user needs, business needs and technology capacities?
Define – what is the key strategy and focus?
Diverge – how might we explore as many ideas as possible?
Decide – select the best ideas so far
Prototype – create an artefact that allows to test the ideas with users. Validate test the ideas with users business stakeholders & technical experts
Validate – test the ideas with users, business stakeholders and technical experts
A quick pop quiz
Ask the crowd which resulted in greater engagement from the mobile web homepage.
Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
A quick pop quiz
Ask the crowd which resulted in greater engagement from the mobile web homepage.
Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
A quick pop quiz
Ask the crowd which resulted in greater engagement from the mobile web homepage.
Answer – A. Hypothesis – when browsing on mobile, blinds customers are more task orientated and prefer more obvious navigation and labelling.
Dan Pink – Drive
The Truth about what Motivates Us..
The tech world has moved – it is more involved, more aware.. Use it – don’t abuse it.
15 mins max
What did I do yesterday, what will I do today, anything that might stop me achieving this.
Visible Living Process
Tool sets that a transparent and flow right across our client portfolio down to agency team
Providing data and forecasting based on stable team data.
Using data will allow us to become stable in teams, and therefore stable to our clients
Ability to visualise the delivery mechanics so that product teams can estimate more reliably.
Retrospectives are an important part of improvement and optimisation.
Discuss Waste at all levels of the delivery
Choose 3 clear improvements to implement.
Measure
Most Agencies sit in the Red.
Low starting cost, poor build quality and adaptability from the start.
Over time changes get harder, until Cost per change becomes unmanageable.
Usually ends in a tender for new supplier and website – cycle starts again.
Definition of insanity.
What we deliver – with an initial higher cost – is the ability to adapt and change the shape of your client solutions easier without an ever increasing cost & risk.This is done through modern Software Engineering – Repeatability & TDD, BDD, Automation, Repeatability,
Let tools do the heavy lifting
Automate everything
Be clever & innovate how we can use tools and reuse
More data and screens – giving clarity and purpose to teams and clients
Requires you to define estimated value – which helps prioritisation.
Benefits realisation the final feedback loop for a feature that drives improvement and sets direction for the next product iteration
What did this do?
It made us look good! We responded to the client faster than the email alert that New Relic sent out.