Run a good meeting for a good facilitation
Defining a good balancing team aligning everyone to a common ground to start working
Define team's objective. Defined motivation and value. Defined obstacles and energy source. Paper signed by everone
Team Values Toolkit
An activity kit for exploring values and building stronger team connections.
The Team Values Toolkit along with all of our Culture Kits are free, adaptable, and made for anyone who wants to make work better. We’re sharing our tools to empower and equip you to shape your own work culture.
The Health Monitor is your team's chance to take an honest look in the mirror.
You'll assess your team against the eight attributes most commonly found among healthy teams. At the end of Health Monitor session, you'll identify strengths to exploit as well as challenge areas to grow.
Information on business, vision, clients research and context
Go for SMART Criteria
Sharing meaningful stories to inspire
Clear idea of the 3 keys step of start, middle and end a story
Cover Story Vision
What is your future about? How you should see it?
5 Bold Steps Vision
Stop writing long text to focus on a common sharing approach to fight against for reaching the goal.
5 steps for reach the goal.
Reach a common understanding with stakeholders on the importance they place on the delivery of each requirement
Team Charter Canvas
How will you agree on your goals, expectations, and values? And how will you deal with challenging situations?
Disegnare questo percorso ti offrirà intuizioni su come i clienti sperimentano un prodotto o servizio e su come potrebbero essere serviti meglio o perfino deliziati. Questo è particolarmente vero quando si co-crea il percorso insieme con i clienti o quando si validano le ipotesi con loro. Quali sono le circostanze? Come si sentono i clienti dal principio alla fine? Quali sono i momenti in cui l’esperienza può essere maggiormente migliorata?
La maggior parte dei team inizia a esaminare in dettaglio il contesto del loro prodotto o della loro azienda con un punto di vista miope che è radicato nel qui e ora. Il Context Canvas® è fatto apposta per aiutare te e il tuo team ad allargare il tuo pensiero al di fuori dei limiti del tuo prodotto e della tua azienda, per avere una discussione più profonda riguardo a cosa sta succedendo nel mondo e a quali cambiamenti influenzeranno il tuo business in futuro.
Ground the first step of the project on existing knowledge.
Hypothesis generation is a quick exercise that allows to reflect on all the already-known assumptions and insights related to user needs and behaviours, share them amongst team members, and derive initial ideas for service experiences or features that could be offered.
Design the research and explain the approach to other team members or stakeholders.
The research plan is a document that clarifies how to approach the research, touching upon research goals, selected methodologies, types of participants and tools used, timeline and locations. This planning activity needs to be done upfront, before starting the actual research, and help maximizing the effort and modeling the activities in the best way possible, according to the specific research purpose. The plan becomes even more important when the research requires to travel in the field, or coordinate different teams in various locations.
Get ready for user research by listing all the questions you want to ask.
The interview guide (or discussion guide) is a logical sequence of topics and questions that help the researcher conduct an interview session. The guide is organized in sections according to the different topics that need to be explored during the research; each section comes with a detailed set of questions that help cover that topic. While during the interviews the conversation may go in many different directions, the guide helps the researcher remember all the key aspects to explore.
Narrate the different types of users, based on clusters of behaviours and needs.
Each persona is a reference model representative of a specific type of users.Technically, they can be called behavioural archetypes when they focus on capturing the different behaviors (e.g. “the conscious chooser”) without expressing a defined personality or socio-demographics. The more the archetypes assume a realistic feeling (e.g. name, age, household composition, etc.), the more they become real personas, fully expressing the needs, desires, habits and cultural backgrounds of specific groups of users.
Describe what benefits a service can bring to its users
The goal of the offering map is to clarify what the service provides to the users, detailing the value proposition into more specific clusters of features. There’s not a standard model for this tool: the offering could be described with words, images or through a simple graph. As services grow in complexity, the offering map can also become more articulated, showing distinct macro-areas of offer, and then narrowing them down into more specific areas and functions.
Business Model Canvas | Value Proposition Canvas |
Describe the value offered by the service in simple words
The value proposition canvas is a framework that helps designers ensure that there is a fit between the product-service idea and the market. It gives a detailed look at the relationship between customer segments and value propositions, highlights roles involved, pains and gains and how the service eventually matches with the proposition and its pain relievers and gain creators.
Ask a few preliminary questions to identify the right participants for a research study. Add one or two open-ended questions that help better understand the approach and personality.
A key part of research preparation consist in the identification of the right mix of participants for the sessions, especially when the research is qualitative. The recruiting screener is a short questionnaire that can be circulated through your own networks, specific communities or specialised recruiting agencies, to help assess if a candidate is compatible with a set of defined criteria. The answers help exclude respondants that don’t match the recruiting criteria, as well as balance different variables within small groups of selected participants.
'Hero' Task Flow
‘Hero’ Task Flows illustrate the motivations and primary steps that a user takes to complete a task or accomplish a goal.
Scenarios describe the stories and context behind why a specific user or user group interacts with a product or service.
Atomic Habits to Business
1. Make it obvious 2. Make it attractive 3. Make it easy 4. Make it satisfying
Client fit matrix
After reading the brief, understand and rate about: 1) Client alignment with his goals 2) Risk, from low to high
Stakeholder Map + Matrix
Understanding impact, involvement and scope behind every stakeholders involved
Describe how the user interact with the service, throughout its touchpoints
The journey map is a synthetic representation that describes step-by-step how a user interacts with a service. The process is mapped from the user perspective, describing what happens at each stage of the interaction, what touchpoints are involved, what obstacles and barriers they may encounter. The journey map is often integrated an additional layers representing the level of positive/negative emotions experienced throughout the interaction.
Visualise all the actors and components involved in a service delivery. Understand the service dynamics, detect gaps and opportunities.
A system map is a synthetic representation that shows in one single frame all the different actors involved in a service delivery, and their mutual links (e.g. flows of materials, energy, information, money, documents, etc.). The system map clarifies how the different service components and roles are connected one to the other, highlighting the values they exchange.
Experience principles are inspiring values that help create a shared experience vision within an organization, by applying then consistently across several projects and initiatives. They are based on research, and incorporate insights about what users expect from the relationship with a specific organization or service.
Detail the features that need to be developed in the form of user interactions. Connect the design and development of digital services to deliver high-quality experiences.
User stories are a technique coming from the Agile methodology, used to describe the requirements of a digital service from a user perspective (in contrast with product-based requirement documents). The user stories detail all the elements and interactions that enable the envisioned user experience with a mobile app or website, and connect the work of the design team (developing interaction flows and UI components) with the process of back-end and front-end development, enabling a better integrated workflow in sprints (rather than a water-fall development process).
Prioritize ideas based on the most relevant success criteria for the project.
The evaluation matrix allows to weight different ideas, rating them based on a set of defined criteria, in order to identify the most promising ones. A common set of criteria includes the level of complexity related to idea implementation, and level of value they will bring to the user and to the organization.
Plan the service execution over time, from a minimum set of functionalities to delivering the full experience. Establish goals and deadlines, and coordinate the activities of different teams.
The service roadmap is a timeline that defines a progressive process of development and delivery of a service solution. The goal is to identify the minimum set of features needed to be ready for the first release, and then the following enhancements that could be made to achieve greater impact. The roadmap takes into consideration the effort needed to develop and build specific service components, as well as the time required for potential testing, pilot and beta phases. Once the first MVP of the service is ready, the roll-out can start, with the need of addressing both communication and distribution issues, as well as a continuous development and integration of additional functions that were initially left aside.
Map out the entire process of service delivery, above and below the line of visibility
A service blueprint is a diagram that displays the entire process of service delivery, by listing all the activities that happen at each stage, performed by the different roles involved. The service blueprint is built by first listing all the actors involved in the service process on a vertical axis, and all the steps required to deliver the service on the horizontal axis. The resulting matrix allows to represent the flow of actions that each role needs to perform along the process, highlighting the actions that the user can see (above the line of visibility) and the ones that happen in the back-office (below the line of visibility). Roles can be performed by human beings or other types of entities (organizations, departments, artificial intelligences, machines, etc.)
Describe every touchpoints, features and interaction in details to support detailed design and implementation. Provide a brief to external experts or staff members involved in detailed design and service implementation.
The service specifications are written guidelines that clarify all the requirements and objectives of each specific stage of the service experience and touchpoint. The service specifications typically mention also the design principles that inspired the entire project, defining the foundation of the overall experience. Each step in the experience and touchpoints are then described in detail, including drawings, pictures or any other relevant material that can help understanding the specific indications. The service specifications can be used to engage experts within the design and development process (briefing them on specific activities) and to coordinate the implementation of the service (giving guidance on how the different components are used).
Show a service idea to its potential users or providers through a step-by-step imaginary tour.
The concept walkthrough allows to gain feedback on a service idea at very early stages, by walking some users or experts through the new desired experience and ask to comment. The concept walkthrough only needs some low-fidelity mock-ups, sketches or images to support the explanation.
A working organisation should have aligned the 4 elements. Any change will impact one of those 4 elements.
TASK: What the staff is expected to do. What is the job for each of the roles? PEOPLE: What knowledge and skills people need, and do they require any formal training? How many of them? STRUCTURE: How is the organisation organised. What is measured and monitored? TECHNOLOGY: All the tools, digital and analog that are needed for the staff.
Using creative thinking to uncover various ways to apply a product inspires teams to develop new applications for inventions and form solutions that address stakeholders’ needs.
By identifying customer problems first, all ideas will be geared toward helping those who hold the key to your success. Whether creating new inventions or reusing past ones, this game is perfect for teams to brainstorm ways to help customers and stay ahead of the competition.
The 7 Ps: Purpose, People, Product, Process, Preparation, Practical Concerns, Pitfalls?
When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’.
Test the service by simulating a real interaction with one or more touchpoints
The service prototype has the objective of replicating, as much as possible, the final experience of interacting with the service, in order to test and validate all the design choices. The complexity in the simulation is due to the fact that the service only exists once it’s delivered, and while testing the experience of using a specific touchpoint (such as a mobile app) could be relatively, verifying the whole journey touching upon different service components is always challenging (especially when there are physical places or interactions with service staff involved). The more the service expands across different touchpoints, the more the service prototype needs to be orchestrated as a big ‘mise en scène’, with a specific plot to follow. Touchpoints could be simulated with different levels of fidelity but at this stage are typically quite well-defined.
Synthesis Research Wall
Use a physical wall and post-it notes to debrief the research sessions and cluster important insights
The synthesis wall is a key support in the moment of debriefing and analysis of the research outcomes. The team writes down all the relevant notes from the research on single post-it notes, and organize them on the wall in order to start identifying clusters, relevant themes, important insights that can inform and inspire the design process. The wall could be set in a structured way, listing all the notes under each interviewee (helpful to identify personas and transversal patterns), or under each step of the journey (helpful to analyse an experience and its pain points).
Explain the envisioned experience by narrating a relevant story of use
A user scenario is a story that describes, in an exemplificatory and narrative manner, how the user is going to interact with the service during a specific situation of everyday life. Writing user scenarios require to identify a specific context in which the action takes place, as well as characters and needs that defines the attitude of the user. The scenarios can be first written as stories, describing the experience step by step, and then supported with drawings, pictures or clips of the experience, adding a visual layer to it.
Risk assessment template
Matrix between Risk and Impact.
Business Model Patterns
Creating a Measurable and Achievable Goal
Determine a measurable and achievable goal for your team to focus on.
Whether you’re determining a business goal for your company, your entire product, or just for your own team, it’s important that everybody agrees what the goal is. RUN THE EXERCISE: GOAL CREATION TIME TO RUN 30 minutes PEOPLE INVOLVED Product managers, designers, researchers, engineers, stakeholders
Defining your User Lifecycle Funnel
Understand the stages a user encounters while going from visitor to lifelong customer. Start to identify a measurable and achievable business need for your team.
Every product has a User Lifecycle Funnel whether it’s being measured or not. There are stages that people have to go through. You just need to understand what they are so that you can measure them effectively.
Set Team OKRs
Set an appropriate objective for your product team and identify the key results that you need to achieve and measure.
Getting everybody on the team to share a single vision of the user(S)
Create a theoretical vision of your product's ideal ONE USER TYPE
Identifying Problem Patterns
BEHAVIOUR AND NEEDS Listen and learn. Gather and synthesize user research to develop a better understanding of your product’s users. It helps you quickly develop a better understanding of your user, which will make all of your product decisions easier and better informed.
Looking for patterns by asking about problems and how they’ve attempted to solve the problems in the past. You’re trying to find out what goals they’re trying to reach and how they’ve been prevented from reaching them in the past.
The User Map
Complete understanding of your users or potential users
It can help you identify several specific traits of your user that you’ll need to know.
Know the WHAT but not the WHY
Metrics, analytics, funnels, cohorts, A/B testing—tells you a huge amount about your product. It tells you what’s happening and how users are behaving when you’re not there observing them. What it doesn’t tell you is why it’s happening. You need to combine it with some form of qualitative research to understand why the humans are doing what they’re doing.
For a five-second test, you find the first impression that a new user might have of your product or a section of your product and test whether users really get what you’re trying to tell them.
5 seconds answers • What does that product do? • Who is that product for? • What would you do next?
Task-based Usability Testing
significantly reduces confusion and frustration with your product. It’s also a lot faster and cheaper to fix big usability issues in a prototype than it is in code.
you already know what sort of tasks you think people are going to want to do with your product, so you recruit some people and ask them to do those tasks while observing them. It’s often conducted with an early prototype of the product,
Customer Development interviews
It’s about more than just problem finding. It’s about finding problems that users will pay you to solve.
It is an early stage research technique that you can use to predict whether people will use and pay for your product. Customer development involves a lot of the same techniques and goals as other early stage, generative, user research—asking open-ended questions, searching for real problems, and developing empathy.
Gives you the most in-depth information about your user. It involves observing the participant in the context in which they will be using your product.
You get to see users’ workflows, which can help you understand when they’re doing something unusual or unexpected with your product. You also get a sense of how they feel about your product and their level of frustration.
You’re specifically watching somebody use your product or a competing product, either in person or with some sort of screenshare, in order to see how they’re using it.
Pick a Validation Method
Figure out how to test your falsifiable statement.
Creating a Falsifiable Statement
Think creatively about validation of your assumptions and ideas.
Creating a Falsifiable Statement
Create a testable hypothesis so that you can figure out if your assumptions are true.
Turning your assumptions into falsifiable statements means that you have something to test. You now know what valid and invalid assumptions might look like. The statement has specific, quantifiable metrics that you can use to determine whether to keep going with your product or feature or whether you need to seriously rethink things.
The Hypotesis Tracker
Record predictions about how product changes will affect user behavior so that you can check your work later.
Clearly understand if changes are helping where and how.
Pick a Metric
Understand which metric indicates useful changes in user behavior.
Uncover all the assumptions about your product that you only think you know are true.
It helps to surface some of the dangerous assumptions that might keep your product or feature from succeeding. and it gets the entire team to think about how to mitigate the risk.
Identifying User Intent
Create a hypotesis about the user need that will trigger a behavior change
Understanding the needs that motivate the use of your particular product can help you find the right triggers to cause the behaviour changes you want.
Onboarding: Designing Backward
Create the requirements for a successful onboarding experience for new users
Already start users to use the product when onboarding
Make a Style Guide
Matching inputs and outputs
Understand where everything in your designs comes from and make sure that everything shown on a screen has a way to get there.
What happens next?
Help you think through the entire user experience for a feature.
Determine all the necessary components of a functional user experience.
The Quick Estimate
Roughly estimate the amount of work in any given project.
Including the technical members of the team will allow them to weigh in with potential problems or alternate approaches that might make the feature easier to build.
Finding the Core
Determine the very minimum amount of work required to deliver value to your user.
This is specifically an exercise meant to help you with potentially large, risky changes or when creating a minimum viable product. Determine the minimum required scope and the minimum desired scope of the product or feature.
Mapping the Customer Journey
Create a visual representation of all the touchpoints a user will have with your product or service in order to understand how a customer interacts with the product and accomplishes a goal
Journey maps are usually presented in the form of a timeline of the customer’s journey showing every possible interaction the person might have from the moment they first encounter the product to when they become an expert user to when they might contact customer service to help with a problem. Making a very simple journey map isn’t hard, and it’s another exercise that’s best done as a team.
Get better at research interviewing techniques and avoid common interview pitfalls.
Pick a Research Methodology
User vs Product
Find the right methodology to use for learning the answer to your research questions.
Pick a Research Topic
Choose an answerable question to explore through user research.
Choose an answerable question to explore through user research
Prioritize Better: questions to ask
Impact vs Effort
Select the lowest effort actions that bring the maximum value to reach the project goal
• High Impact, Low Effort: The best ideas go here! • High Impact, High Effort: Further study is likely required. • Low Impact, High Effort: Probably best to avoid these. • Low Impact, Low Effort: Further study is likely required.
Associa ad ogni fase una metrica per crescere
1. Acquisition 2. Activation 3. Retention 4. Revenue 5. Referral
Come soddisfare un bisogno dell'utente
1. Motivazione 2. Azione 3. Feedback 4. Emozione
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UX Plan Template
UX Interview Questions
Questions for interviews
Stakeholder Interviews Questions
120+ Questions to use for your stakeholders
Customer Experience Strategy
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